Sexual abuse and molestation concerns.

The prevention of sexual abuse and molestation is the responsibility of a society that sees the children as its future. In a camp setting, it is the camp director's and key staff's responsibility to prevent an incident of abuse or molestation.

Now is the time to begin developing a risk management plan or refining your plan for 1997.

There are several important components of a risk management plan for sexual abuse and molestation. The first step is to acknowledge that it can happen in your program.

Examine state legislation

The ongoing concern about this problem has led to new legislation and regulation requiring criminal background checks for certain individuals working with children. Unfortunately, these laws vary by state, and sometimes the structure for getting the information back on a timely basis is lacking. For example, some states require day camps and child care centers to check the criminal background of employees, but resident camps do not have to do this. In other states, both day and resident camps are required to investigate staff. Several other states do not require that camps do any criminal background checks. While the movement is definitely toward requiring more businesses to check criminal backgrounds, there is no consistent approach at the state level. What are the latest requirements in your state for the summer of 1997?

Manage risks aggressively

The recent experiences of some camps have shown that complying with the letter of the law is not enough as far as parents are concerned. Maintaining the credibility and the confidence of the parents whose children attend your camp will require more effort from you in the future. Parents simply expect that their children will be sheltered from the risks of sexual abuse and molestation while they are at your camp. Taking prudent steps to reduce this risk to an absolute minimum makes good sense from both the risk management and business perspective. Doing anything else runs the risk of damaging your camp's business and reputation.

If you decide not to make the extra effort to prevent and protect the children from this risk, think about how your reasons might sound to a jury. Some camps that have had incidents of sexual abuse recover from the circumstances. Most have been open about what happened and have moved quickly to handle the matter. Other camps never regained the confidence of parents following the incident of abuse or molestation and were forced to close. Planning to handle the crisis after the event is as important as managing the risk aggressively in advance. Do you have a crisis response plan at your camp?

Cross check when hiring

Managing risks aggressively means attempting to create situations in which everyone wins except the abuser. At camp, it includes conducting interviews with potential staff members in person. It includes making criminal background checks even if law does not require it. It means making sure all references are checked and documented. A responsible approach requires directors to make tough decisions. For example, if your staff policy requires three references from applicants for positions at camp and the best qualified candidate for a key position only has one, have the courage to follow your policy.

Remember, do not rely on one method to screen staff. Multiple methods increase the likelihood of eliminating candidates who might not fit or who might cause problems once they arrive at camp. Criminal background checks are not a panacea. They should be considered as one of several tools you use to select staff Abusers have been known to move from one state to another, assuming false identities. A criminal background check might reveal a clean record on such an individual, but a personal interview and a reference check might raise some questions if the individual recently moved to your area. Do you have several check points and cross checks in your hiring process to identify unsuitable candidates?

Supervise staff

Develop comprehensive systems for supervising staff. Challenge your plan annually. Is it still appropriate? Discuss the risks of sexual abuse and molestation openly during staff training. Put potential abusers who might have slipped through your screening process on notice that you and your supervisory staff intend to be vigilant. Create teams. This makes it difficult for an abuser to be left alone with a camper. A 1995 Markel Insurance Company study revealed that abusers like to create situations to exploit campers. They often seek children who have problems at home, behavioral difficulties, or who do not fit in with other campers. In addition, they often see the bunkhouse, shower, bathroom, and trails next to these buildings as ideal locations to take advantage of children. Creating a supervision plan can reduce some risks and ensure campers are where they are supposed to be on time. Some camps and youth organizations have gone even further, requiring two staff members be with campers when they are away from the group.

The proactive approach involves taking time to train head counselors and other key staff Make sure they develop skills that enable them to recognize circumstances in which an abuser might take advantage of a camper. Camp is about developing relationships. Some are appropriate, others are not.

Ultimately, strive to create a balance between creating a blanket of security for campers and giving them an opportunity to grow and discover the value we know lies within the camp experience. Successful management of these risks requires vigilance and hard work. It will make the difference over time. It is never too late to begin; however, starting early will provide time to refine your plan before next summer. This advance planning will give you the greatest chance for success. Can you afford to do anything less?

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.