Develop strategic partnerships to manage risk - camps

Operating a camp in today's environment is increasingly challenging and complex. Regulation by state and local authorities, the diverse nature of our society, a virtual explosion of information driven by enormous advances in technology, and the increasing expectations of the customer all contribute to the complexity.

How many camp directors, or other business people for that matter, could have anticipated the expansion of state and federal laws limiting the rights of employers to hire and fire at will? What is going on in our society when we must overcome inefficient bureaucratic systems to initiate employee background investigations to protect our children and our businesses from the excesses of child abusers? How can we keep informed about the relevant issues in child development, recreation, sports equipment, law, human resource management, insurance, and building maintenance without feeling overwhelmed? How can we manage the expectations of others effectively to develop win-win solutions to problems?

Interesting questions? Certainly tough questions with no clear or easy answers. Each of them presents a business risk that camp directors deal with regularly. The challenge for each of us is to learn enough about these and hundreds of other issues to run a successful business.

It is no longer possible for an individual manager, or camp director, to stay on top of all of these issues. Given the complexity and the demands that confront us, it makes sense to surround ourselves with knowledgeable advisors and willing workers. Developing strategic partnerships offers enormous potential for meeting the challenges of our increasingly complex business environment and for helping us to better manage risk.

In the business that I manage for example, I've been fortunate to find a partner whose strengths compliment my weaknesses. We've divided up the day to day operations to take maximum advantage of our individual abilities. As partners, we are stronger than as individuals. Furthermore, we recognize the need to have specialized talent handle certain key areas within our business. Where we can afford to do so, we hire people to meet those needs. Where we can't afford to hire someone, or the need is infrequent, we utilize outside consultants to help us with perspective and strategy. By taking this approach, we minimize the business risks to our company and reduce the stress that develops from our hectic business environment. This approach requires a major communication effort and an ability to be a team player. But, it works!

Partners to pursue

Who are some of the individuals that a camp director might pursue as strategic partners?

Legal partners

Certainly, good legal advisor's are essential players on the camp director's team. Today, this includes an attorney for most general business matters as well as specialized counsel to help manage the risks of employment.

Vendors

Another important partnership is with your vendors. For example, new products and games are being developed each year. Sporting goods vendors are good sources of information on safety records of equipment, and they might be able to help with suggestions for games or equipment designed to minimize injury.

Technology experts

Where would a business be today without automation? Computer systems have been designed specifically for the camp industry, although there are many other software programs that meet a camp's business needs. Aside from finding a reliable systems consultant, identifying someone on your staff with systems knowledge or developing that knowledge yourself appears to be an important investment for the future. Everything I've read about the Internet suggests that it will revolutionize how certain business is conducted. Finding someone to help you navigate the Internet seems key in light of these predictions.

Other businesses

Establishing and maintaining good relationships with local businesses is another critical partnership. One camp I'm acquainted with had a crisis that stretched the limits of its own resources. As the camp reached out to the local merchants for emergency supplies, their circumstances became known. Much to the director's delight, several local businesses voluntarily extended themselves to him during this time of need. This is the epitome of relationship development and partnering. While this was a unique situation, I'm sure there are many other camps that would experience a similar offer in time of need. How are your relationships with local business people?

Insurance representatives

Clearly, your insurance representative is another strategic partner. A knowledgeable insurance agent can help you reap big dividends in the risk management arena by placing your insurance with companies that specialize in camp and recreation. In addition, an agent who takes the time to understand your business can be a great resource on a variety of issues. Sometimes it takes someone who is not intimately involved in your business to see clear solutions.

Before your next season begins, take time to think about strategic partnerships. Review your own management style, and consider asking your key staff to help you evaluate your strengths and where you need to improve. Focus on the issues where you need assistance, and forge a relationship that marries responsibility with accountability. You may be surprised with the results. When I engage in a strategic partnership, I often get a higher quality, more comprehensive solution than if I handled the matter on my own. Give this approach a try. You'll be glad you did. For those camp directors already using strategic partnerships, keep up the good work.

Ed Schirick is senior vice president of the Markel Insurance Company camp and youth recreation division. He is a charted property casualty underwriter and a certified insurance counselor. Send your risk management inquiries to: Ed Schirick, c/o Markel Insurance Company, 4600 Cox Road, Glen Allen, VA 23060.

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