Public Risk October/November/December 2023

PUBLISHED BY THE PUBLIC RISK MANAGEMENT ASSOCIATION OCTOBER/NOVEMBER/DECEMBER 2023

FROM THE BRINK OF EXTINCTION TO NUISANCE: HOW TO DEAL WITH CANADA GEESE ISSUES PAGE 6

ALSO IN THIS ISSUE

TRANSFORMING LOCAL GOVERNMENT SAFETY: STRATEGIES FOR FATAL RISK REDUCTION PAGE 12

PROACTIVELY MANAGING RISK IN ADVERSITY AS GOVERNANCE UNDERGOES CHANGE PAGE 17

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OCTOBER/NOVEMBER/DECEMBER 2023 | Volume 39, No. 4 | www.primacentral.org

CONTENTS

The Public Risk Management Association promotes effective risk management in the public interest as an essential component of public administration.

PRESIDENT Laurie T. Olson Sr. Risk Management Consultant City/County Insurance Services Salem, OR PAST PRESIDENT Scott J. Kramer, MBA, ARM County Administrator Autauga County Commission Prattville, AL PRESIDENT-ELECT Adam F. Maxwell, CLRP Director, Administrative Services City of Westerville Westerville, OH DIRECTORS Sean Barham, MBA, ARM Executive Director of Human Resources Las Cruces Public Schools Las Cruces, NM Joe Costamagna Risk Manager Schools Insurance Authority Santa Rosa, CA

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From the Brink of Extinction to Nuisance: How to Deal with Canada Geese Issues

By John Roy

Chester Darden Director of Loss Control Public Entity Partners Franklin, TN Dana S. Henderson, CWCP Risk Manager Town of Mount Pleasant Mount of Pleasant, SC Jennifer Hood, COSS Safety & Risk Director Montgomery County Government Clarksville, TN Steve M. LePock, II Risk Manager Virginia Beach City Public Schools Virginia Beach, VA NON-VOTING DIRECTOR Jennifer Ackerman, CAE Chief Executive Officer Public Risk Management Association Alexandria, VA EDITOR Alexis Hayes 703.253.1262 ahayes@primacentral.org ADVERTISING Alexis Hayes 703.253.1262 ahayes@primacentral.org

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Transforming Local Government Safety: Strategies for Fatal Risk Reduction

By Kolby Burkhardt

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Proactively Managing Risk in Adversity as Governance Undergoes Change

By Marilyn L Rivers

IN EVERY ISSUE | 4 NEWS BRIEFS | 20 ADVERTISER INDEX

Public Risk is published 6 times per year by the Public Risk Management Association, 700 S. Washington St., #218, Alexandria, VA 22314 tel: 703.528.7701 • fax: 703.739.0200 email: info@primacentral.org • Web site: www.primacentral.org Opinions and ideas expressed are not necessarily representative of the policies of PRIMA. Subscription rate: $140 per year.

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Copyright 2023 Public Risk Management Association

OCTOBER /NOVEMBER /DECEMBER 2023 | PUBLIC RISK

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2023 Register for PRIMA’s DECEMBER WEBINAR

FREE TO MEMBERS

Preparing for the Unspeakable DECEMBER 13 | 12:00 PM – 1:00 PM ET SPEAKER: Chief Keith F. Hummel (Ret.), Associate Director, Public Sector, J.A. Montgomery Consulting This webinar is designed to assist with the process of developing action plans for workplace violence and active shooter incidents. OSHA/PEOSH requires public entities to prepare for known hazards. Workplace violence is a known hazard, the loss of life, the number of serious injuries and the mental health tragedies that are caused by these incidents are reasonably foreseeable. Planning and preparation are key elements to mitigating these types of risks.

ATTENDEE TAKEAWAYS: 1. Identify and understand the threat of workplace violence 2. Identify best business practices 3. Develop a plan of action based on the uniqueness of your workplace and facilities

Register at primacentral.org/education/webinars

MESSAGE FROM PRIMA PRESIDENT L AURIE OLSON

his month, I want to talk a little bit about leadership.

Leadership is a funny word because it can mean so many things to different people.

It’s a word that is generally rooted in positivity.

But NOT all leadership is positive.

What even makes someone a leader? Is it a title, pay, status, or merely the supervision of others?

Surely, we all know people who have achieved the leadership title but who simply cannot lead.

Luckily, even for less-than-ideal leadership, it comes with an inherent following, lest you run the chance of insubordination. That, in itself, is tricky. If done well, people will go to bat for their leader, so there is a clear motivation to take this seriously. If done poorly, everyone suffers.

“

It is on you as the leader to develop the whole team. Motivate them to work hard for you by doing the right thing for them. In time, they will rise up. They will feel safer to take risks, make mistakes and learn from them. And your team will be better for it.

“

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The Power of Positive Leadership

In the military, soldiers must submit to their chain-of-command, lest someone die.

But in the public sector, how much power should be afforded a leader just because an organization deems them qualified for the job?

I have done some extensive research on what organizations can do to attract Millennials into their entities. Nowhere, and I mean nowhere, did it say, slap down your power and they shall obey!

In fact, doing so is one of the easiest ways to get people looking elsewhere. Millennials, in particular, feel valued in collaborative work teams. They value diversity and varying perspectives. They look to leadership to grow, provide professional development opportunities, mentor them, believe in the organizational mission and service, think out-of-the-box,

and generate ideas. This isn’t just a Millennial thing. Don’t we all want this?

Remember to be the coach of your team. To lead it, you will need to not only coach, but also to motivate and develop them. That is every leader’s job — a job you wanted. You will always only be as strong as your weakest link. It does your team no good to just coach your best player(s) or to point fingers at your weaker players when things go wrong. It is on you as the leader to develop the whole team.

Motivate them to work hard for you by doing the right thing for them. In time, they will rise up. They will feel safer to take risks, make mistakes and learn from them. And your team will be better for it.

Regardless of what your organization defines as leadership, each one of us can lead from where we sit.

In a world where we all have a finite amount of time, let’s help each other out, lift each other up, respect one another, and exemplify leadership in our organizations to be synonymous with positivity. That is where we all want to work and where our organizations will thrive.

Sincerely,

Laurie Olson PRIMA President 2023–2024

OCTOBER /NOVEMBER /DECEMBER 2023 | PUBLIC RISK

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NEWS BRIEFS

NEWS Briefs

HOW LA IS REIMAGINING FLOOD INFRASTRUCTURE AMID INCREASING FLOOD RISK Ella Nilsen and Krystina Shveda | CNN | September 20, 2023

MENTAL HEALTH ISSUES SOAR TO NUMBER 1 WORKPLACE INJURY Bryan Robinson, Ph.D.| Forbes | October 9, 2023 Chronic stress and burnout continue to sweep through the workplace, and workplace anxiety has become a top occupational hazard. Last year the Surgeon General announced that toxic workplaces are a top five health crisis, that 87% of employees say they’re suffocating in toxic work cultures and that 79% report work-induced mental illness. Showpad conducted a survey and found that 40% of workers are experiencing workplace anxiety, and 65% say it has been triggered by going into the office or engaging in office conversations.

Millions of American homeowners could see insurance rates surge in the coming years in part due to worsening climate disasters, new data shows.

pulled out of or stopped writing new policies in California, Florida and Louisiana — in part citing increased climate risks like more destructive wildfires and stronger hurricanes.

An analysis of from nonprofit research group First Street Foundation found nearly 39 million homes and commercial properties — about 27% of properties in the Lower 48 — are at risk of their premiums spiking as insurers struggle to cover the increasing cost of rebuilding after disasters.

But while insurance prices have already surged in those states, First Street found it’s still growing in other places we think of as less risky.

It’s another alarming sign for the future of America’s homeowners’ insurance market.

In the last few years, major insurers have

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Read More: https://www.cnn.com/2023/09/20/business/ insurance-price-increase-risk-climate-firststreet-dg/index.html#:~:text=Surging%20 premiums,Miami%2C%20Jacksonville%20 and%20New%20Orleans.

PUBLIC RISK | OCTOBER /NOVEMBER /DECEMBER 2023

A new Atticus study found that mental health issues such as stress and anxiety are now the number one most common workplace injury, making up 52% of all workplace injury cases. Google searches for “burnout” have skyrocketed 63% in September. And it’s not just employees. A total of 43% of middle managers also report burnout—more than any other worker group. As mental health issues are now the number one most common workplace injury, the team at Atticus surveyed 1,000 employees and collected recent data from OSHA, BLS and Google Trends to explore professionals’ mental health decline.

Read More: https://www.forbes.com/sites/ bryanrobinson/2023/10/09/mentalhealth-issues-soar-to-number-1-workplaceinjury/?sh=21ee5f7e6c4c

TEXAS HAS THE HIGHEST SHARE OF UNINSURED IN THE COUNTRY Sasha Richie and José Luis Adriano | The Dallas Morning News | September 14, 2023 Texas leads the nation in the share of its population that lacks health insurance, with 16.6% of people being uninsured.

DOES FACIAL RECOGNITION AND OTHER TECH MAKE SCHOOLS SAFER? Arianna Prothero | EducationWeek | October 13, 2023 The New York Department of Education has permanently banned the use of facial recognition technology in schools — the first state to do so.

While it’s too early to know if other states will follow New York’s lead, the state’s new policy should serve as a reminder to district leaders that they should proceed with caution when it comes to implementing facial recognition technology and any other tech that gathers biometric data on students, say experts in school security and student data privacy. They advise schools to scrutinize the claims made by vendors of these technologies and be fully aware of their drawbacks—in particular when it comes to student data privacy and school climate.

New York’s ban comes as companies that sell such technologies have amped up their marketing to school districts in recent years, said Kenneth Trump, the president of National School Safety and Security Services, a consulting firm.

“Schools have been using the COVID recovery funds to buy security equipment and hardware because they have that pot of money that doesn’t come from the district operating budget,” he said. “But they have been used to solve political and community relation problems, not so much school safety problems.

When there is gun use or confiscation on campus, we see school boards and superintendents make knee-jerk decisions and play to the emotional security needs of parents and staff.”

Read More: https://www.edweek.org/leadership/does-facialrecognition-technology-make-schools-saferwhat-educators-need-to-know/2023/10

The states with the next-highest uninsured rate are Oklahoma and Georgia, where 11.7% of people are uninsured, according to annual statistics. Nationally, 8% of people don’t have health insurance, per the U.S. Census Bureau’s American Communities Survey, released Thursday.

In Dallas County, 41.6% of foreign-born residents were uninsured, and 35.1% of Latinos of any race were uninsured. The annual data gives insight into poverty, health care, education and more throughout the country.

The one-year release tracks communities larger than 65,000 people, while five-year releases explore much smaller populations.

Texas also has the highest rate of uninsured children, with 11.2% of Texans under 18 lacking insurance. That’s more than double the national rate of 5.1%. Children under 6 years old in Texas are uninsured at a rate of 7.9% while 12.1% of children between 6 and 18 are uninsured.

In Dallas County, those numbers are even starker. Over 16% of children in the county are uninsured, including 17.7% of children between 6 and 18.

Read More: https://www.dallasnews.com/news/2023/09/14/ more-texans-uninsured-than-any-state-housingtakes-big-bite-out-of-income-new-data-shows/

NATURAL DISASTERS VS. NATURAL HAZARDS: RISKMITIGATION PUBLIC CAMPAIGNS MIGHT NEED REWORDING The Polish Association of Social Psychology| Phys.org | October 30, 2023 While people think similarly about natural hazards and natural disasters, they might act quite differently about each, concludes a study by New Zealand researchers: Dr. Lauren J. Vinnell (Massey University, Wellington), Professor Taciano L. Milfont (University of Waikato, Tauranga) and Emeritus Professor John McClure (Victoria University of Wellington), recently published in Social Psychological Bulletin.

of natural events, for example, living near fault lines or overlooking building regulations. Previously, in a similar manner, global warming was replaced with climate change, which has reportedly led to wider belief and intentions to act.

Having surveyed 604 people in Wellington, New Zealand, the team concluded public communication, meant to encourage riskreduction behavior, should rather opt for the term natural hazard. While a hazard denotes a potential for negative consequences, a disaster implies that these negative consequences are inevitable, the researchers argue.

Calling disasters natural puts the blame on nature and downplays the role of people’s choices, the researchers explain. While some argue that we should simply drop the word natural and instead refer only to disasters, there is little evidence that the public actually interpret the term in this way. Instead, the team fears, the proposed solution would simply mix disasters such as earthquakes together with the likes of nuclear plant meltdowns, terrorism and pandemics.

In recent years, there has been a debate about replacing the term natural disaster with an alternative that would better communicate the role of humans in the devastating impacts

Read More: https://phys.org/news/2023-10-naturaldisasters-hazards-risk-mitigationcampaigns.html

OCTOBER /NOVEMBER /DECEMBER 2023 | PUBLIC RISK

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FROM THE BRINK OF EXTINCTION TO NUISANCE: HOW TO DEAL WITH CANADA GEESE ISSUES

BY JOHN ROY

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PUBLIC RISK | OCTOBER /NOVEMBER /DECEMBER 2023

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IKE JUSTIN BEIBER, CÉLINE DION AND MICHAEL BUBLÉ, the Canada Goose (aka the Canadian Honker, the Hissing Cobra Chicken, Branta Canadensis Maxima) is a Canadian import with many fans. However, in communities across the United States, people find these large, imposing birds (and the mess they make) a serious nuisance.

For those who reside in a region with large populations of Canada Geese, it may be a surprise to learn that the species was once close to extinction. Due to overhunting, egg collecting, and loss of food sources and habitat, their numbers began to dwindle in the early 1900s. Canada Geese were believed to be extinct until a flock was discovered in Minnesota in 1962. Since then, conservation efforts and increased urbanization creating ideal habitats have led to dramatic growth in their populations. Today, there are millions of Canada Geese throughout North America.

While humans are responsible for destroying habitats for many species, they are actually creating prime real estate for the Canada Goose. These birds prefer open areas that allow a good field of vision for spotting predators, lawns that are mowed short, and locations with a water source. This means parks, green spaces around retention ponds, sports fields, beaches,

and golf courses in urban and suburban areas have become desirable locations for Canada Geese.

Because these places are also where humans live and enjoy recreation, the presence of geese, their droppings, and the aggressive behaviors they exhibit when they feel threatened are generally unwelcome.

While Canada Geese can carry avian influenza and other viruses, and their excrement can include bacteria, the risk of disease transmission from geese to humans is low. In fact, the common injury from Canada Goose and human interaction is from the human tripping and falling while trying to run away from the fowl. Still, people prefer not to be honked or hissed at, dodge geese on the road while driving, or watch their step while strolling through the park, playing soccer, or enjoying a round of golf.

OCTOBER /NOVEMBER /DECEMBER 2023 | PUBLIC RISK

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FROM THE BRINK OF EXTINCTION TO NUISANCE: HOW TO DEAL WITH CANADA GEESE ISSUES

Although the issues with Canada Geese are more on the nuisance end of the problem scale, public entities may face pressure from residents to deal with them.

In dealing with Canada Geese, it helps to understand their habits. Canada Geese generally return to where they hatched or learned to fly. Once habituated, it can be challenging to drive them out. Their typical life span is 10-24 years. Each year, a nesting pair typically lays between five and seven eggs and will re-nest if their original nest is destroyed.

Because Canada Geese are especially well suited to adapt and thrive in urban environments, goose management may become necessary in nuisance situations. In controlling Canada Geese, experts often emphasize having a comprehensive plan focusing on the “3 Hs” — Hunting, Harassment and Habitat.

While hunting can be an effective way to reduce excess bird populations, it is often not a practical solution as state laws and local firearm ordinances may not permit hunting.

Harassment can be an effective tool in discouraging nesting when it employs multiple methods and is done before they begin breeding and building nests. Departments of Natural Resources (DNR) may provide guidance on when to employ harassment techniques.

There are many ways to harass Canada Geese, but actual physical harm should not be the end result. Geese can be harassed by spraying them with water (at low pressure) and by using scare devices such as remote-control cars and boats, whistles, air horns and alarms. Using dogs trained to chase away geese is also effective.

For best results, use a combination of harassment methods at various times of day and night over a two-week period. Variation is key as Canada Geese can become habituated relatively quickly to predictable harassment.

They also have the ability to discern legitimate threats from mild annoyances. For example, they tend to lose their fear of stationary coyote or dog decoys once they realize they are not a real threat.

Another solution is habitat management in which the goal is to eliminate or make changes

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In dealing with Canada Geese, it helps to understand their habits. Canada Geese generally return to where they hatched or learned to fly. Once habituated, it can be challenging to drive them out. Their typical life span is 10-24 years.

— at least to the extent possible — to the features and environments that attract geese.

They may also offer programs for trapping and relocating geese.

Habitat management includes:

To deal with nuisance issues that come with Canada Geese, public entities should consider developing a comprehensive goose management plan that includes identifying:

• Blocking line of sight and access to water — Both man-made and natural barriers can be effective at blocking lines of sight and access to water. Fences and dense barriers of native grasses, trees and shrubs can be used. Unmowed grass at least a foot tall and/ or large rocks placed along the shoreline of ponds, lakes and golf course water hazards can make it difficult for geese to access the water.

• Eliminating easy access to food — Human feeding of the geese attracts them and keeps them in the area. Consider establishing and enforcing no feeding ordinances in public areas.

The best first step in habitat management is to contact the state’s DNR for available programs, and perhaps funding, for dealing with Canada Geese. Some DNRs offer programs to help control bird populations and habitat projects designed to discourage Canada Goose nesting.

PUBLIC RISK | OCTOBER /NOVEMBER /DECEMBER 2023

1. Problem location(s) 2. Time(s) of year when the problem(s) occur 3. Available control options 4. Cost of control options Once implemented, review the plan’s results.

If it was not effective, adjust the plan and try again. Persistence is key in dealing with Canada Geese.

John Roy Senior Risk Control Field Representative Tokio Marine HCC – Public Risk Group

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TRANSFORMING LOCAL GOVERNMENT SAFETY: STRATEGIES FOR FATAL RISK REDUCTION 12

PUBLIC RISK | OCTOBER /NOVEMBER /DECEMBER 2023

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BY KOLBY BURKHARDT

OCAL GOVERNMENTS SERVE AS THE CORNERSTONE OF OUR COMMUNITIES, providing essential public services ranging

from infrastructure maintenance to education. The dedicated professionals working within local governments are the unsung heroes who ensure the safety, functionality, and development of our cities, counties, and school systems.

Amid these contributions lies a persistent rise in fatal injuries. This article not only shines a spotlight on the pressing need for a transformative shift in safety practices but also sounds a compelling call to action for collaboration among researchers, safety and risk professionals, and local officials. In addition, this piece delves into the heart of the issue and outlines actionable strategies for public sector professionals to make this transformative shift.

THE DISTURBING TREND: A CALL TO PUBLIC RISK MANAGERS

As we delve into the past two decades, a reality becomes apparent — while various industries have experienced a reduction in fatal injury

rates, local governments have not. Between the years 2006 and 2021, a staggering 4,408 local government workers lost their lives due to occupational injuries in the United States.

The Bureau of Labor Statistics (BLS) Census of Fatal Occupational Injuries (CFOI) serves as the bedrock of this analysis, a collection of data that tells a broader story. But let’s not lose sight of the fact that behind each of these statistics is a life, a person, a story. Every one of these public servants had dreams, aspirations, and a role in their communities. Thus, the need for transformation. To gain deeper insights, let’s engage in a comparative analysis of fatal injury rates between private industries and local governments over the years. By focusing on rates, which measure fatal injury risk over

standardized exposure durations, a more precise assessment — between industries — can be achieved, compared to just utilizing employment-based rates. (BLS, 2019).

Private Industries: A noteworthy reduction in the fatal injury rate within private industries is evident, with the rate declining from 4.5 per 100,000 full-time equivalent workers (FTEs) in 2006 to a commendable 3.8 in 2021.

This reduction stands as a testament to the concerted efforts and improved safety practices within the private sector, resulting in a lowered risk of fatal injuries.

Local Governments: Conversely, local governments faced a slight increase in their

OCTOBER /NOVEMBER /DECEMBER 2023 | PUBLIC RISK

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TRANSFORMING LOCAL GOVERNMENT SAFET Y: STRATEGIES FOR FATAL RISK REDUCTION

fatal injury rate, inching from 2.6 per 100,000 FTEs in 2006 to 2.8 in 2021. While this increase might appear modest on the surface, it serves as a reminder that fatal risk has remained unchanged in local governments.

In 1992, the fatality rate for private industries stood at 5 cases per 100,000 FTEs, while local government reported a rate of 3 cases per 100,000. It is worth highlighting that local government workers have experienced a similar upward trend not only in fatal injuries but also nonfatal injuries. An example surfaces in 2008 when local government workers experienced significantly higher injury and illness rates compared to their counterparts in state government - 7.0 cases per 100 full-time workers versus 4.7 cases (BLS, 2011). A BLS spotlight article in 2014 further underscored the persistent rise in disproportionately higher incident rates among local governments (Maloney, 2014).

INSIGHTS ON SUBSECTOR FATALITIES

From 2011 to 2021, the Census of Fatal Occupational Injuries data offers insight into trends and patterns across various industries within local governments.

• Utilities Sector (NAICS 221): The Utilities sector, encompassing gas, electric, water, and wastewater occupations, presents a notable trend. From a peak of 28 fatalities in 2015, the sector saw a significant reduction in fatalities, decreasing to 8 fatalities in 2021.

This represents a substantial 63% decrease in fatal injuries over the decade.

• Heavy and Civil Engineering Construction (NAICS 237): The Heavy and Civil Engineering Construction sector experienced fluctuations in fatal injuries over the years. While fatalities reached 28 in 2015, they decreased to 13 in 2020, only to rise slightly to 14 in 2021. These fluctuations indicate the need for consistent safety measures within the sector.

• Education Services (NAICS 611): The Education Services sector, covering elementary and secondary schools, witnessed a relatively consistent trend in fatal injuries.

Although there was a peak of 40 fatalities

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in 2012, the sector’s fatalities have generally ranged between 18 and 30 annually, highlighting the importance of ongoing safety efforts in educational environments.

• Justice, Public Order, and Safety Activities (NAICS 922): Perhaps the most prominent trend can be observed in the Justice, Public Order, and Safety Activities sector. With a staggering 1,578 fatalities over the decade, this sector’s fatalities averaged around 143 per year. Notably, there was an increase in fatal injuries from 135 in 2020 to 152 in 2021, indicating a concerning 13% rise in a single year.

• Administrative and Support Services (NAICS 561): The Administrative and Support Services sector encountered a relatively stable trend in fatalities, ranging between 3 and 8 per year. These fatalities underscore the need for comprehensive safety practices, even in seemingly lowerrisk environments.

Overall, the Census of Fatal Occupational Injuries data highlights both success stories and areas that demand ongoing attention. These trends emphasize the need for sector-specific safety strategies, ongoing training, and proactive measures to prevent workplace fatalities.

10 STRATEGIES FOR PUBLIC SECTOR RISK MANAGERS

In pursuit of transformation, a set of strategies emerges for safety and risk professionals. It’s important to note that, while these strategies offer valuable insights, they don’t encompass every approach, and some proactive entities may already be implementing them.

1. MAKE FATALITY PREVENTION A STRATEGIC OBJECTIVE Align fatal risk reduction with organization goals to promote an emphasis during the design and planning phase of activities. By integrating these objectives, local government administrators can effectively manage their strategic goals while prioritizing employee safety and health. ANSI Z10.101.2019 Guidance Manual offers a valuable guide for implementing safety management systems, ensuring these new objectives are met.

PUBLIC RISK | OCTOBER /NOVEMBER /DECEMBER 2023

2. REEVALUATE ROLES AND RESPONSIBILITIES Just as communities hire specialist for economic development, the strategic inclusion of a dedicated safety or risk professional can drive cultural change and risk reduction.

The expertise of a safety and risk management professional can be instrumental in implementing safety management techniques tailored to the unique risk exposures faced by local governments.

3. PARTNER WITH INSURANCE PROVIDERS OR INDUSTRY EXPERTS Leverage services from insurers, risk pools, third-party administrators, and industry experts to gain insights and solutions for the many problems an organization might face, especially fatal risks. Audits by these entities can provide actionable information, thus jump starting a path for continuous improvement.

4. ENGAGE RESEARCH INSTITUTIONS Collaborate with accredited safety or risk programs in universities, associations, and institutes to access innovative research and fresh perspectives on strategies that might be utilized in other industries but could benefit local governments. Forums and summits provide opportunities for valuable collaboration between industry experts and practitioners.

5. INVOLVE YOUR GOVERNING BOARDS Governing boards play a pivotal role in steering the course of local government operations, and their involvement can significantly contribute to the reduction of fatal risks. By actively engaging with the issue of workplace safety, governing boards can foster a culture of transparency, accountability, and commitment to employee well-being. For fatal risk reduction, this could be setting the tone or message, allocating resources, or providing oversight and accountability.

6. EDUCATE LOCAL GOVERNMENT ADMINISTRATORS Educate leadership on effective tools for managing safety, highlighting the importance of holistic safety management systems. A solid understanding of systems is crucial for various core areas, including strategic planning,

service delivery, technological literacy, and communication.

7. SHIFT TOWARDS LEADING INDICATORS Focus on predictive metrics over past incidents, which enables proactive fatality prevention.

Developing a leading indicator scorecard centered around fatality prevention enhances the ability to anticipate and address risks.

8. FOCUS ON HIGH-RISK/HIGHCONSEQUENCE ACTIVITIES Collaborate with operational departments to identify high-risk activities and their potential consequences. Prioritize risk assessment for activities that could result in severe outcomes, supporting effective risk management.

9. INTRODUCE AFTER-ACTION REVIEWS Implement after-action reviews to encourage communication of fatality precursors or near misses. Foster a culture of learning and continuous improvement by discussing what went well and what can be improved upon.

10. EDUCATE NEW EMPLOYEES ON FATAL RISKS Include discussions on potential risks and previous incidents as part of new employee training. Ensure new employees are informed about high-risk activities and are not assigned tasks without supervision until adequately trained.

CONCLUSION: A COLLECTIVE COMMITMENT

The escalating fatalities within local governments cast a sobering light on the urgency for comprehensive safety transformations. A united commitment from public risk managers, safety professionals, and local officials is essential to initiate this crucial change. To accomplish this change, local governments must shift their focus towards improving safety with a holistic and systematic framework.

Without the above-mentioned approach, local governments may continue to see consistent fatality numbers.

Just as communities hire specialist for economic development, the strategic inclusion of a dedicated safety or risk professional can drive cultural change and risk reduction. The expertise of a safety and risk management professional can be instrumental in implementing safety management techniques tailored to the unique risk exposures faced by local governments.

References: American Society of Safety Professionals. (2019).

ASSP/Z10 Guidance Manual Keep Your People Safe in Smaller Organizations (GM-Z10.101-2019).

Retrieved from www.assp.org American Society of Safety Professionals. (2012).

ASSP/Z10 Occupational Health and Safety Management Systems (Z10-2012). Retrieved from www.assp.org U.S. Census Bureau. (2023). North American Industry Classification System. Retrieved from https://www.census.gov/naics/?input=92&year=2 022&details=92 United States Department of Labor. (n.d.).

Commonly Used Statistics | Occupational Safety and Health Administration. Retrieved from https:// www.osha.gov/data/commonstats

United States Department of Labor. (n.d.). Census of Fatal Occupational Injuries – Hours Based Rates | Retrieved from https://www.bls.gov/iif/additionalresources/cfoi-hours-based-rates.htm United State Department of Labor. (n.d.).

Databases, Tables & Calculators by Subject – Workplace Injuries | Census of Fatal Occupational Injuries (2011 forward). Retrieved from https://data. bls.gov/PDQWeb/fw Maloney, S. M. (2014). Nonfatal injuries and illnesses among state and local governments | Spotlight on Statistics - Bureau of Labor Statistics. Retrieved from https://www.bls.gov/ spotlight/2014/soii-gov-workers/home.htm

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PROACTIVELY MANAGING RISK IN ADVERSITY AS GOVERNANCE UNDERGOES CHANGE

BY MARILYN L. RIVERS, CPCU, ARM, AIC

R

ISK IS A MESSY PROFESSION FULL OF TWISTS AND TURNS AND ROADBLOCKS AND OPPORTUNITIES. It is a profession that brings forth frustration and a rush of adrenalin in any given context. In any given day, we as risk management professionals practice psychiatry, kindergarten teaching, herding cats, orchestrating operas, and facilitating the mechanics of good governance. It is the best profession in the world.

OCTOBER /NOVEMBER /DECEMBER 2023 | PUBLIC RISK

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PROACTIVELY MANAGING RISK IN ADVERSIT Y AS GOVERNANCE UNDERGOES CHANGE

Good governance involves respect,

transparency, and accountability with our partners. There is an innate sense of humility and humanity needed to understand the practice of equality and equity in the practice of our

governance within our community and the nation and the world.

We do not believe in unicorns riding into our environments with the intent of promising grandiose proposals that create perfect storms.

Unicorns? Perfect storms?

Perfect storms occur during every change in leadership. As they occur, they materially affect our existence. Promises made within the community with a lack of knowledge of the rules of law or the inner workings of an organization have the capacity to create strife, indecision, and indecisiveness for our internal and external partnerships.

Textbooks define governance as the process of governing the control and/or direction of a centralized system of policies and protocols.

Let’s agree that both the private and public sectors are co-dependent upon each other to successfully function and thrive. Public sectors rely on tax dollars to fund escalating budgets based upon market conditions and global economic pressures. Private sectors need public infrastructure to function for the goods and services they produce and distribute.

Good governance involves respect, transparency, and accountability with our partners.

There is an innate sense of humility and humanity needed to understand the practice

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of equality and equity in the practice of our governance within our community and the nation and the world. But as of late, the very social media we all embrace brings forward false words, ideas, and hope. We are often dismayed at the progression of issues spiraling out of control with false narratives and pressures that have no reality to their core.

So, let’s talk about those unicorns. I regret to inform you that you … are not a unicorn.

Unicorns promote idealistic slogans and showers of righteous opportunities. They promise to straighten ships listing from excess and righting the wrong. The generic problem is often that the incendiary words and slogans used have no basis in any governance and it’s reality. Right about now, you’re wondering about who your unicorns are and how they may materially influence your day.

As a risk professional, you conscientiously practice the five Rs of good governance as identified by the US Agency for International Development. Your days are measured by results, roles, relationships, rules, and resources. Every day, you proactively work within your role to maximize and strengthen your relationships with your internal and

PUBLIC RISK | OCTOBER /NOVEMBER /DECEMBER 2023

external partnerships. You admirably believe in people and embrace their skills helping them minimize their perceived weaknesses to create consensus and successfully accomplish their goals and objectives. You create policies and protocols that enable your organization to successfully navigate the dynamics of the workplace effectively using the resources you have. Your dollars are often scarce, but you maximize them to their fullest potential.

Risk professionals, when asked to give their opinion, politely indicate they give advice leaving the truth and the facts to those in command. Opinions create division. Division is a roadblock to consensus. Risk professionals promote consensus through effectiveness and equity, proactively responding and participating to promote the rule of law. Risk management as a profession seizes opportunities for improvement, trying its best to include everyone and create accountability in partnership. Consensus is achieved when even in our darkest hour we individually and collectively embrace ALL the nuances of our risk partnerships.

There are three Cs to good risk management — competence, character, and consistency. The practice of risk needs to instill integrity, a lack of judgement, and a generosity of acceptance to

grow and survive. As we create the framework of risk within our organization, we need to understand its strengths and its weaknesses.

Our competence is our boots on the ground approach to taking the identification of an issue in stride and understanding its magnitude and its impact upon our organization. We understand that judgement is a precursor to communication failure and mistrust.

There are many unicorns that often successfully embrace risk. They believe in people and the foundations of an organization’s existence. They understand that it takes work to keep their ideas flowing properly and efficiently. Ideas require cohesive work and a reliance on a complex functioning of partnership parameters. Opportunities for improvement often appear when we least expect them as the planets, policies and procedures align to effectively promulgate good governance. When they occur, we need to capitalize on them and embrace them.

Unicorns sometimes use rhetoric to question the establishment of policy, protocol, and programming. Arguments involving the politics of fact versus the politics of truth create rhetoric and public distrust. That public distrust has the potential of impacting a community’s moral capacity to differentiate truth from fiction. It can be paralyzing, leading to complete disfunction.

effectively functions has the potential of creating adversity in governance. The perception that a unicorn can waive a magic wand to create a sparkly existence has no foundations in any global reality, yet the slogans persist and often multiply. Risk professionals often find themselves carrying the broom to sweep up the sparkles as they fade and fall.

Surviving adversity in broken dreams and promises and the strife of miscommunication negatively impacts the perception of risk and the day-to-day operations of an organization’s existence. If not properly managed, it can lead to paralysis and stagnation. So, what’s a risk professional to do? How do we maintain sanity in an increasingly difficult environment?

The age-old adage of survival of the fittest rings true – and it’s a long-played game. It is not about who can screech the loudest or be the most flamboyant. Risk has and always will be about the diplomacy of the quiet, methodical partnership of internal and external stakeholders. Risk management is about promoting respect in our partnerships and remaining neutral and steadfast in promoting the rule of law.

We as risk professionals understand we are the unseen force for ensuring governance exists in form and function. Our private and public partners value the parameters of engagement

we work within to establish partnership. There may be grumblings and stumbles along the way, but the work towards consensus and the acceptance of the programming established creates stability and good governance.

Our communications as risk professionals need to remain concise and apolitical. We need to embrace our risks recognizing they make us who we are. There are no cookie cutter approaches to the nuances of our work and life environments. Each of us individually and collectively enrich our community interactions. Our stature as risk professionals needs to rely on the assertion of ourselves as risk professionals as a steadfast presence of positive change and partnership.

A colleague once reminded me that any perfect storm should include dancing in its rain. Perfect storms are opportunities for positive change if we can get our unicorns to understand the complexity of the governance required to facilitate their programming.

While storms bring rain, they also bring new growth and new horizons. As risk professionals, we need to embrace the new horizons with an open mind and measured approach to ensuring the foundations of our good governance preserves in the adversity that may — or may not — occur within our environments … one step at a time.

As risk professionals, we often encounter arguments criticizing the management of risk within our organizations using roadblocks of rhetoric. We become disheartened and dismayed at an inability to recognize the rule of law that we pride ourselves in following. It is important to understand that in the face of that rhetoric, risk professionals need to avoid apathy, indifference and passivity and persevere as best as possible during those negative encounters.

Big ideas for a risk journey often get mired in stress and health deterrents. Try as we all might, the balance of the double pan scale of work and life often tips precariously as it tries to balance.

We need to be aware of the importance of that balance in order to persevere.

Perfect storms in organizational change occur when folks don’t read or understand the foundations of an organization’s functional reality.

A lack of recognition of how an organization

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