Risk Control Considerations for Animal Welfare Organizations.

Transcription

1 Risk Control Considerations for Animal Welfare Organizations

2 Agenda Cost of Claims Training Programs WC Injury Mgmt. Security Emergency Preparedness Incident Investigation Pre-Hire Screening Controlled Substance Mgmt. Animal Restraint Contractor Mgmt. Fleet Safety Risk Management Accountability

3 What Can Happen To You Employee slip/fall Employee back strains Flood Fire Business interruption Third party slip/fall Third party attacked by animal Vehicle accidents Theft of computer equipment Loss of sensitive data Others? 2

4 Direct & Indirect Costs of Incidents Direct Costs: Medical Expenses Wages Compensation Loss of Revenues/Funding Indirect Costs: Administrative Costs Investigation Time Training Time Lost Service Time Damaged Reputation

5 WC Experience Modification Factors (MOD) Actual Losses / Expected Losses Experience Rating Period 1/1/2009 1/1/2010 1/1/2011 1/1/2012 1/1/2013 Claim Frequency and Severity for Each Period Payroll Data by State and Class Code MOD Calculated MOD Applied

6 What Do We Do About These Costs?

7 New Employee Orientation Establish training needs Develop and gather materials Deliver training and coaching Follow up with employees (ex. 30, 60, 90 days) Don t assume an employees knowledge Use a checklist to ensure process completion 6

8 Benefits of a Sound Orientation Process Reduction in new employee accidents Improved accident record Lower turnover rate Improved employee morale Safe work procedures important to employees Puts supervisor in good light Employee starts off right 7

9 Ongoing Training Program Establish a training matrix Track completion Evaluate and document comprehension of information Ensure training metrics are included in performance review processes 8

10 Disciplinary Action 1 st STAGE WARNING 2 nd STAGE FINAL WARNING 3 rd STAGE DISCIPLINARY ACTION GROSS MISCONDUCT (Imminent Danger) 9

11 Accountability for Risk Management What gets measured gets done! Cost Allocations Performance Evaluations Activity based indicators Results based indicators 20% 5% 10

12 Pre-Hire Screening Practices Criminal background checks Drug and alcohol screening Motor vehicle records Employment verification / reference checks Fit-for-duty evaluations Critical skills assessments Reference checks 11

13 Controlled Substance Management Storage Security Recordkeeping Inventory Training 12

14 General Liability Considerations Animal Attack Ensure cats are in carriers Ensure dogs are on a leash Separate pets when feasible Slip/Fall Design & Modify Surfaces Monitor Respond Warn Footwear 13

15 Animal Restraint & Bite Prevention Restraint devices Employee communication Policy development Animal behavior training 14

16 Contractor Management Thoughtful selection of contractors Reference checks Verification of insurance Control of sub-contractors Health and safety rules 15

17 Hazard Communication New SDS format Pictograms Symbols Supplemental Information 16

18 Ergonomics Office Work Workstation Assessments, Periodic Rest Periods, etc. Handling Materials Proper Lifting Techniques, Improving Material Storage, etc. Animal Handling & Care Proper Lifting Techniques, Engineering Controls. etc.

19 Workers Compensation Post Injury Management Goal - Enable injured workers to assume temporary modified positions that will accommodate their prescribed temporary restrictions, with pay, as they recover from their injury or illness 18

20 Keys to Return to Work Temporary: Progressive: Meaningful: Consistent: The modified duty job assignment is temporary and the company s goal is to get the employee back to their regular jobs as soon as possible. NOTE: There may be times when an injury will require modified duty for longer than 30 days. Restrictions should be evaluated and adjusted at each follow up appointment with the treating doctor, and the duties of the employee should be changed to reflect changes in restrictions. The modified duty assignment should be as close to the person s normal job and capabilities as possible. If restrictions are provided by the treating doctor, every effort should be made to place the injured worker in temporary modified duty.

21 Data Security What can happen to your organization? Loss of data Loss of business income Electronic theft Extortion What do you do? Protect data Limit what you have Make employees aware of sensitivity of information 20

22 Emergency Action Plan Requirements Means of reporting fires or other emergencies Evacuation procedures and emergency escape route assignments Procedures to be followed by employees who remain to operate critical operations before they evacuate Procedures to account for all employees after an emergency evacuation has been completed Rescue and medical duties for those employees who are to perform them Names or job titles of persons who can be contacted for further information or explanation of duties under the plan 21

23 Business Continuity Planning 1. Loss of Technology the technology you use is not available or doesn t work (telephone, website, accounting systems, membership databases, etc.) 2. Loss of a Building all or part of building is destroyed or out of action 3. Denial of Access to a building your staff and/or tenants are not allowed into their place of work 4. Loss of Staff key staff are unable to attend work (chain of command, cross training needs, etc.) 5. Loss of a Supplier a supplier or vendor is unable to provide critical services, products or resources

24 Accident Investigation 1. Reporting Supervisor Insurance Carrier OSHA 2. Investigation and Analysis 3. Correcting 4. Follow-Up

25 Crime Prevention Skimming Cash Larceny Billing Schemes Check Tampering, Corruption Expense Reimbursement Schemes Payroll Schemes 21% OF FRAUD SCHEMES ARE UNCOVERED BY ACCIDENT 24

26 Site Security Threat assessments Surveillance systems Access control Alarm systems Start up and shut down processes Lighting 25

27 Fleet Safety Management Approved driver list Distracted driving policy MVR monitoring Training Hired non-owned fleets Carrier concerns 26

28 Questions? Tom Heebner, MBA, CSP, ARM, ABCP Vice President, Risk Services Division HUB International Limited P: E: Valerie Goetz, CSP, ARM, ABCP Senior Risk Consultant HUB International Limited P: E: John R. Nagy, CAWA Vice President Finance & Administration Denver Dumb Animal Friends League P: E:

29 YOUR PARTNER IN RISK MANAGEMENT