isk Management and Volunteers

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Hilda Cain
5 years ago
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1 isk Management and Volunteers

2 Volunteers Part time unpaid professionals. Demands are the same as for paid staff Jobs with Responsibility (job description - same level of training as paid staff)

3 Consistency of Program and Operations (safety, quality,replicability)

4 e purpose of this presentation is to: Stress the importance of balancing program erations according to crew ability (volunteer and ofessional). Outline a model for assessing crewmembers ilities and awareness. Introduce the risk-management approach of the mmunity Watch-Leader program aboard Spirit of rmuda, through assessment and training.

5 Risk Management Well-managed risk should be perceived rather than actual. Framing - Inexperienced trainees have no reference whether an activity is challenging, exciting, adventurous or safe until the crew tells them. Program may be adjusted to reduce risk according to the capabilities of trainees and crew (professional and volunteer).

6 Crew: a mix of Professional and Volunteer

7 isk / Benefit Analysis for Dummie (After reviewing program objectives) Does the activity being considered significantly contribute to meeting specific program objectives? Is there additional risk involved? Is there are greater level of crew challenge than normal? Is there a safer way to achieve the same objectives?

8 e a greater level of crew challenge than no

9 e a greater level of crew challenge than no How would you know?

10 Building a Strong, Safe Crew

11 Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence

12 Skill vs. Awareness Increased Awareness

13 Skill vs. Awareness Increased Awareness Conscious Incompetence Unconscious Incompetence Conscious Competence Unconscious Competence

14 Skill vs. Awareness Increased Awareness Conscious Incompetence Unconscious Incompetence Conscious Competence Intuitive Competence

15 Unconsciously Incompetent in their role: Extremely difficult to develop because they believe they are effectiv Conscious ncompetence Unconscious ncompetence Conscious Competence Intuitive Competence May be older / possibly competent earlier in the careers (changing standards, declining sk Randomly break rules, often inappropriately.

16 Volunteer is a retired naval officer, dismissive of program safety measures as overly cautious Volunteer from another vessel, insists on using terminology and methods from that vessel Long-term volunteer who has been coming for years without becoming competent, but wants to show newer volunteers the ropes

17 Crew members who are Consciously Incompetent in their role: Usually safe but may b educationally ineffective Conscious ncompetence Conscious Competence Will usually ask for help and seek to improve. Unconscious ncompetence Intuitive Competence Follow rules but do not understand them - unab to break them appropriately.

18 New volunteers Those with little sailing experience Sailors with experience enough to know their shortcomings

19 Competent in their role: Make sound decisions, but unable to articulate reasoning behind them Conscious ncompetence Conscious Competence Make poor mentors at t level Unconscious ncompetence Intuitive Competence Benefit from models an rules that reinforce thei intuition Usually able to break ru

20 Regular volunteers who attend trainings Volunteers with significant experience in a relevant field

21 Competent in their role: Able to break rules Make good decisions a that level which they a consciously competen Conscious ncompetence Unconscious ncompetence Conscious Competence Intuitive Competence Their judgement and lo is sound and they are to articulate their reasoning. Make good mentors (w appropriate training).

22 members Beyond conscious competence Conscious ncompetence Subconscious Competence Conscious Competence No longer think before making sound decision but able to explain reasoning when asked Unconscious ncompetence Intuitive Competence Excellent mentors Leads to intuitive competence at next lev

23 Promoting Crew Increased Awareness Conscious Incompetence Unconscious Incompetence Intuitive Competence Sub-conscious Competence Conscious Competence Intuitive Competence

24 Trainee Consciously ompetent Watch Lead in Training Intuitively Competen

25 Trainee Consciously ompetent Safety Training (Fire, Survival) Soft Skills Training Program training Watch Lead in Training Intuitively Competen

26 atch Leader Consciously ompetent OOW Intuitively Competen

27 atch Leader Consciously ompetent Yachtmaster Offshore Experience or exchange offshore, on another vessel. OOW Intuitively Competen

28 ole Required for promotion Yachtmaster Ocean t Officer Two years as OOW offshore Sub Conscious Competency as OOW OW Yachtmaster Offshore Experience / Exchange offshore aboard other vessels Sub Conscious Competency as Watch Leader h Leader Program Orientation / Watch Leader Training Safety Training (STCW95 preferred for offshore) Significant experience on board, or aboard another vesse Sub Conscious Competency as Trainee ainee Vessel Orientation / Safety Drills

29 Community atch Leader Program Whom? Former trainees ccompanying teachers fessionals with flexibility arine and Ports staff

30 Community atch Leader Training echnical Skills - 1 day Soft Skills - 1 day gram Training - 1/2 day shore: voyage as trainee erstudy Voyage - 5 days

31 ombined Trainings for Professional and Consistency of information(everyone on the same page) Increased perceived value for Volunteers Pro Crew / Volunteer bonding Greater assessment potential Volunteer Crew

32 ombined Trainings for Professional and Four days (anchored at night) Hard Skills (sail handling, helming, navigation) Soft Skills (framing and debrief, age / gender specific strategies, behaviour management, risk managment) Program training (middle- Volunteer Crew

34 New Trainee (Getting Started) Competent Trainee (Getting Better) Watch Leader in Training (Nearing WL Standard) Competent Watch Leader OO (Able t othe ring ncy Basic familiarity with station bill Can describe their role during an emergency or drill Demonstrates effective crew support in emergency or drill Safely manages others during emergency or drill Can t emerg procedures and Sail Participates in preparation of sails for setting or striking Can ready sails for setting and striking with some supervision Safely leads the readying of any sail and explain process Can safely lead and troubleshoot the setting and striking of any sail Anticipates problem supervise sa eping Understands safety expectations, watch tasks and responsibilities Stays awake on watch. Safely performs watch duties unsupervised Vigilant bow watch. Attentive boat checks. Good time management Organizes watch well. Appropriate framing debrief of Watch activities. Mentors Leader T Clear exp Lets oth

35 New Trainee (Getting Started) Competent Trainee (Getting Better) Watch Leader in Training (Nearing WL Standard) Competent Watch Leader OO (Able t othe ring ncy Basic familiarity with station bill Can describe their role during an emergency or drill Demonstrates effective crew support in emergency or drill Safely manages others during emergency or drill Can t emerg procedures and Sail Participates in preparation of sails for setting or striking Can ready sails for setting and striking with some supervision Safely leads the readying of any sail and explain process Can safely lead and troubleshoot the setting and striking of any sail Anticipates problem supervise sa eping Understands safety expectations, watch tasks and responsibilities Stays awake on watch. Safely performs watch duties unsupervised Vigilant bow watch. Attentive boat checks. Good time management Organizes watch well. Appropriate framing debrief of Watch activities. Mentors Leader T Clear exp Lets oth