MEET JENNIFER HOOD
APRIL/MAY/JUNE 2026 | Volume 42, No. 2 | www.primacentral.org
Meet Jennifer Hood, PRIMA’s New President
By Nick Baker
The Public Risk Management Association promotes effective risk management in the public interest as an essential component of public administration.
PRESIDENT Steve M. LePock
Risk Manager
Virginia Beach City Public Schools
PAST PRESIDENT
Adam F. Maxwell, CLRP
Director of Administration
City of Grandview Heights, OH
PRESIDENT-ELECT
Jennifer Hood
Safety & Risk Director
Montgomery County (TN) Government
DIRECTORS
Cathie T. Chancellor, JD, MS, CRM
Risk Manager City of Norfolk, VA
Joe Costamagna
Risk Manager
Schools Insurance Authority
Chester Darden Director of Loss Control Public Entity Partners
Jamee Higgins
Safety & Risk Manager
City of Midland (TX)
Michelle Jordan
HR Manager: Risk, Benefits and Compliance
Clayton County Water Authority
Robert Warren, CRM Risk Manager
Trinity River Authority of Texas
NON-VOTING DIRECTOR
Jennifer Ackerman, CAE
Chief Executive Officer
Public Risk Management Association
Alexandria, VA
EDITOR
Nick Baker
703.528.7701
nbaker@primacentral.org
ADVERTISING
Nick Baker
703.528.7701 nbaker@primacentral.org
Public Risk is published 4 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.
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POSTMASTER: Send address changes to PRIMA, 700 S. Washington St., #218, Alexandria, VA 22314. Copyright 2026 Public Risk Management Association
By Chris Stone
By Tony Barker
As a dedicated provider of both insurance and reinsurance solutions to public entities, Genesis looks to solve the complex issues that entities face. The Genesis team works closely with clients to understand their needs and to deliver solutions that best address those needs. Genesis also brings both local and national perspective to claims, providing deeper and broader claims analysis. Finally, as a wholly-owned subsidiary of General Reinsurance Corporation and a member of the Berkshire Hathaway Family of Companies, the financial strength of Genesis is unparalleled. Genesis is rated A++ by A.M. Best and AA+ by Standard and Poor’s.
Please join us for the PRIMA Signature Social Event at the Mad Arts Museum on Tuesday, June 9th from 7:00 PM – 10:00 PM.
An unforgettable offsite experience sponsored by Genesis, featuring immersive art, live entertainment, and elevated networking in a bold, creative setting.
*Shuttle Service Available
IA Final Note from the President: Looking Back, Moving Forward
f you had told me a year ago how quickly this role would pass, I probably wouldn’t have believed you. And yet, here we are.
Serving as PRIMA President has been one of the great privileges of my professional life. Not because of the title, but because of the people. This organization is filled with individuals who care deeply about what they do, who show up for one another, and who quietly (and sometimes not so quietly) make a difference in their entities every single day. That’s what I’ll carry with me most.
PRIMA didn’t need reinventing this past year; it needed continuing. It was already the leader in public risk management education when I stepped in, and it remains so today. What we’ve done together is build on that strong foundation while expanding our reach, strengthening connections, and creating new opportunities for risk managers to learn and grow.
We saw that in our continued growth in membership. And we saw it in the conversations at conferences, in meetings, and across chapters, which reminded me just how strong and engaged the PRIMA community truly is.
One of my personal goals this year was to turn great ideas into meaningful action. Our Board meetings, whether virtual or in person, were filled with innovative thinking, diverse perspectives, and a shared commitment to moving PRIMA forward. My role wasn’t to have all the answers, but to help move those ideas from discussion to execution. PRIMA has never lacked vision; the difference is what we do with it, and I’m proud of the progress we’ve made together.
As I pass the torch, I do so with a full heart and great confidence in what’s ahead. While leadership is temporary, the impact we make together is lasting—and I’m truly grateful to have been part of yours.
I also made it a priority to spend time with our state and local chapters. From Texas to Tennessee to Virginia, I was reminded again and again that while our challenges may differ, our commitment does not. There’s something powerful about being in a room full of people who understand the work and are willing to share how to do it better.
Of course, no year like this happens without a team. To our incoming president, Jennifer Hood, and the Board of Directors, thank you for your leadership and partnership. I hand this role over with full confidence and zero doubt that PRIMA’s best days are still ahead. To Past President Adam Maxwell, thank you for always being just a phone call away, especially when I needed a sounding board (or a reality check). Your mentorship and friendship over the years have meant more to me than I can fully express.
To our committee members and volunteers, you are, quite simply, the heartbeat of this organization. To our new members, thank you for bringing fresh energy and ideas. To our longtime members, thank you for the steady presence and perspective that keeps us grounded. To our corporate partners and dedicated PRIMA staff, thank you for making the work possible and keeping everything moving forward.
And to my family, thank you for the time, the patience, and the support behind the scenes. None of this happens without you.
This role has taught me a lot, not just about leadership or risk management, but about the value of showing up, listening, and trusting the people around you.
So, while this may be my final message as President, it’s far from the end of my involvement. I’m proud to continue serving PRIMA as Past President this upcoming year and even prouder to remain part of this community.
As I pass the torch, I do so with a full heart and great confidence in what’s ahead. While leadership is temporary, the impact we make together is lasting—and I’m truly grateful to have been part of yours. Thank you for the opportunity, for the trust, and for this incredible journey. I look forward to continuing alongside you and hope to see you in Fort Lauderdale at PRIMA26.
Sincerely,
Steve M. LePock PRIMA President 2025-2026
NEWS Briefs
EXTREME HEAT IS HERE. HERE’S HOW 2 CITIES PLAN TO DEAL WITH IT.
By Robyn Griggs Lawrence, Smart Cities Dive
From data-driven targeting to cross-agency coordination, Miami-Dade County and Philadelphia are mitigating heat risk with concrete interventions.
As a record-breaking heat dome moves east from the western United States — and above-normal temperatures are predicted across the country this spring — many city leaders are focused on protecting residents from extreme heat.
“Cities are getting hotter, not only because of increased greenhouse gases in the atmosphere globally, but because of how we design our cities locally — more asphalt and concrete, less vegetation, less tree canopy, more waste heat from our buildings and vehicles,” Jane Gilbert, chief heat ambassador for the Climate Resilience Center, said during a recent ICF webinar, How to Advance Your Extreme Heat Planning.
Cities are about 10 degrees hotter than surrounding areas, Gilbert said, but “the good news is that heat-related illnesses and deaths are highly preventable with good heat action planning and implementation.”
Gilbert, Miami-Dade County’s chief heat officer from 2021 through 2025, and Abby Sullivan, chief resilience officer for Philadelphia, shared how two local governments in different climates are tackling heat head-on.
MIAMI-DADE COUNTY: TARGETING AT-RISK NEIGHBORHOODS
Over the past 40 years, the annual average temperature in Miami-Dade County has risen by 2.2 degrees Fahrenheit, Gilbert said.
This has resulted in “a dramatic increase in dangerously high heat days,” she said, “and we will see even more dramatic increases going forward.”
Miami-Dade County launched its countywide Extreme Heat Action Plan in 2022 with an assessment of historic temperature and heat index trends, locations where people were most at risk for heat illness and death, and compound risks such as hurricanes causing extended power outages, Gilbert said.
Her team found that residents who lived in ZIP codes with the highest percentage of poverty rates and high daytime surface temperatures had three and four times more heat-related emergency department visits and hospitalizations.
Using that data, a task force including a medical doctor, the state health department, the National Weather Service, communitybased organizations and residents created Miami-Dade’s heat action plan with the goals of preparing residents to affordably stay cool at home, ensuring evacuation shelters and cooling centers have backup power in the event of widespread power outages, and mitigating urban heat island effects for Miami-Dade’s most vulnerable neighborhoods, Gilbert said.
The task force launched an education outreach campaign that included billboards and bus stop signage, as well as social media and radio campaigns, focused on the most vulnerable
populations. The plan also provided weatherization assistance for the most at-risk residents and heat-safety training for summer camp providers, employers and community leaders.
Using the results of an urban tree canopy assessment, Gilbert’s team convinced county commissioners to prioritize tree planting in areas with less than 20% tree canopy and greater than 20% poverty rates, she said. Similarly, the Department of Transportation and Public Works used the team’s heat-risk assessment to choose where to place new bus shelters.
“Heat mitigation and management cannot be managed by one department in a city or county, and it cannot be solved by just local government alone,” Gilbert said. “Your healthcare sector, your community organizations, your university partners all need to be on deck — and even national partners, as well.”
Read the full article here: https://www.smartcitiesdive.com/news/ extreme-heat-cities-philadelphia-miami-dadecounty/815850/
This article originally appeared on SmartCitiesDive.com and is reprinted with permission.
ALASKA TESTS NEW TECH TO PREDICT AND PREVENT AVALANCHES
By Bella Biondini, Anchorage Daily News, TNS
Sensors, drones and air-blast systems are helping officials detect risks earlier and reduce dangers in high-risk areas.
As heavy snowfall began to coat Turnagain Pass last week, notifications started lighting up Tim Glassett’s cellphone around 10 p.m. Instead of text messages, each ping warned of avalanche activity detected on a mountain slope above the Seward Highway.
As the statewide avalanche and artillery program manager for the Alaska Department of Transportation and Public Facilities, Glassett’s job is to prevent snow from sliding to the valley bottom and blocking the highway. In the past, one of the only ways to collect this kind of information was through direct observation, which for Glassett often required driving in poor road conditions midstorm.
Now, a new series of sensors — paid for by a federal grant program to help DOT modernize avalanche monitoring and mitigation systems in Alaska — casts information straight to Glassett’s iPhone. While infrasound has been used for decades to detect earthquakes and volcanic eruptions, crews are now training it on what avalanches sound like.
“Every year, we have individuals driving into avalanche debris or getting hit by avalanches on the highway,” Glassett said. “This technology can keep those people out of that hazard zone.”
This technology, along with blasting and Doppler radar monitoring techniques, are part of the department’s new Avalanche Mitigation Alert Detection project. The ongoing project is making it easier to monitor rapidly changing winter storm conditions, and creates less dangerous ways to trigger controlled avalanches — options not involving artillery or manned helicopters dropping explosives.
Transportation officials hope the technology boosts safety for drivers and winter maintenance crews, and reduces travel disruptions created when snow buries a highway. During a closure, it’s common for there to be no alternative routes for drivers to reach their destination.
The project is supported by a $1.1 million federal grant intended to pilot technologies that are “proven, but not yet widely adopted” in the transportation field, said Stan Caldwell, director of the federal SMART Grants Program. He called the Alaska Department of Transportation “pioneers” in avalanche mitigation, and said it’s a case study that could eventually be scaled up to inform programs in other states.
“How can we use technology to improve safety?” Caldwell asked. “That’s what they’re demonstrating here, and we want to make sure everyone in the Lower 48 learns from that.”
According to Glassett, DOT uses infrasound at two locations statewide: along the Seward Highway near Bird Point, and Juneau’s Thane Road, which extends southeast from the city’s downtown along Gastineau Channel.
Midday Tuesday, Glassett was alerted to infrasonic activity on the slopes above Thane Road. Moments later, a colleague in Juneau shared a video of an avalanche that had come down, kicking up a cloud of snow as it tumbled. Thane Road had been preventively closed prior to the event and remained closed Wednesday morning.
Glassett said infrasonic monitoring, in conjunction with weather information, will help the transportation department determine when a road should close.
Read the full article here: https://www.governing.com/resilience/ alaska-tests-new-tech-to-predict-andprevent-avalanches
This article appeared on Governing.com and is reprinted with permission.
Transportation officials hope the technology boosts safety for drivers and winter maintenance crews, and reduces travel disruptions created when snow buries a highway.
MEET JENNIFER HOOD PRIMA’S NEW PRESIDENT
BY NICK BAKER, PRIMA
TRIAL BY FLOOD.” That’s how incoming PRIMA
President Jennifer Hood describes her first days as risk manager for Montgomery County, TN, when Clarksville was hit with historic flooding.
A mom to two adult children, she’s overseen the County’s risk management department since 2010. Looking back on her tenure, she cites a wellness program for first responders as one of her proudest accomplishments. Jennifer says her leadership is shaped by a commitment to service to others. “Service isn’t about being at the forefront, it’s about lifting others up,” she said.
PRIMA recently spoke with Jennifer about her career, how she became involved with PRIMA and advice she has for newly-minted public risk professionals.
TELL ME A LITTLE BIT ABOUT YOURSELF.
I was born and raised in Montgomery County, TN, a growing community of more than 246,000 people that still feels like the perfect blend of big-city convenience and small-town charm. It’s my “big little city,” with everything I need close by and Nashville just down the road for anything else.
I became a mom at 21, and my beautiful browneyed boy became my world. A few years later, my little princess arrived, and our trio felt complete. I spent those years as their
Helping others is truly the heart of what I love most about risk management. Whether I’m supporting emerging professionals as they find their footing or offering encouragement to seasoned experts feeling a touch of burnout, I find real joy in being a supportive resource. “ “
personal chauffeur, cheerleader, and fulltime singlemom superhero—and I wouldn’t trade a moment of it.
Today, my son, Blake, is a nurse at Vanderbilt Medical Center, and my daughter, Cailynn, is a medical assistant. Both are married to the loves of their lives. And me? I’m happily waiting for the next chapter—the day I finally get to answer to “Grammy.” Hopefully sooner rather than later.
HOW DID YOU GET INTO YOUR CAREER AS A RISK MANAGER?
When I started my career with Montgomery County, I was an On-the-Job Injury Specialist. My role was to guide injured employees through their recovery and make sure they received appropriate care to safely return to work. About a year and a half into the job, my supervisor came to me and said, “Hey, I found a way for you to make more money.” She was leaving the County to pursue another opportunity and wanted to recommend me for her position as risk manager. I am still incredibly grateful for her confidence in me.
On her last day, she gave me one final boost of encouragement: “You’ve got this. I mean, how bad could it get?” That weekend answered her question. On May 1st, 2010, Clarksville was hit by a historic flood. While some people talk about trial by fire, I always say I got trial by flood.
WHAT IS YOUR FAVORITE PART OF THIS INDUSTRY?
Helping others is truly the heart of what I love most about risk management. Whether I’m supporting emerging professionals as they find their footing or offering encouragement to seasoned experts feeling a touch of burnout, I find real joy in being a supportive resource. Guiding others—wherever they are in their journey—is the most rewarding part of my work.
WHAT IS YOUR LEAST FAVORITE PART OF THE INDUSTRY?
Difficult decisions. It can be challenging when difficult decisions must be made that others don’t fully understand. Risk management often requires balancing competing priorities, delivering hard truths, or saying “no” when
it’s necessary for safety or compliance. Those conversations aren’t always easy—but they’re essential. And even in those challenging moments, I know the end goal is protecting people, which makes the tough parts worth it.
WHAT HAS BEEN YOUR BIGGEST HURDLE TO OVERCOME IN THE PAST YEAR?
Navigating the rapid pace of change—whether in regulations, organizational growth, or shifting operational needs. Risk management requires staying ahead of emerging challenges, and this year demanded new levels of adaptability. Balancing longterm strategy with daytoday realities hasn’t always been easy, but it has pushed me to grow, collaborate more creatively, and refine the way I support our teams. In the end, overcoming those challenges has strengthened our processes and made our organization safer.
WHAT HAS BEEN YOUR BIGGEST SUCCESS IN THE PAST YEAR?
This year, my greatest accomplishment has been helping establish a wellness program dedicated to supporting our first responders. These men and women carry emotional, physical, and psychological burdens that most people never see, accumulated over years of service. Being part of a team committed to creating a space that fosters healing, resilience, and longterm support has been incredibly meaningful. Knowing that this program has the potential to positively impact their lives— and the lives of their families—has truly been one of the most rewarding aspects of my work.
HOW LONG HAVE YOU BEEN A PRIMA MEMBER?
I joined in 2012, just in time to attend my first PRIMA Annual Conference in Nashville. I still remember walking in and feeling completely in awe. For the first time, I realized I wasn’t on an island. There were thousands of other risk professionals out there who understood exactly what I did and why it mattered. It was an eye-opening moment that made me feel instantly connected to a much larger community.
HOW HAS PRIMA HELPED WITH YOUR CAREER?
PRIMA has been instrumental in shaping my
career in risk management. From the moment I joined, it connected me with a network of professionals who understood the challenges and opportunities of this field. Through conferences, training, and daytoday conversations with peers, I gained practical knowledge, fresh perspectives, and the confidence to grow as a leader. PRIMA has not only expanded my skill set but also given me a strong sense of community—people who inspire me, support me, and continually push our profession forward.
WHAT THINGS WOULD YOU CHANGE ABOUT PRIMA?
This is a hard question. I am so proud to be part of such an amazing Board of Directors, both present and past, who have worked incredibly hard alongside the outstanding PRIMA staff. They make us look good. If I had to choose one thing to improve, it would be strengthening support for chapter engagement. This is already an active initiative, and I’m excited to see it continue to grow stronger and stronger.
WHAT ARE THE BENEFITS OF BEING A PRIMA MEMBER?
One of the greatest advantages is access to a strong, knowledgeable community of professionals who understand the challenges of public risk and are always willing to share ideas, resources, and real-world experience. PRIMA also provides top-tier educational opportunities through conferences, webinars, and training sessions that keep members informed on emerging trends and best practices.
WHAT INTERESTED YOU IN BEING THE PRIMA
PRESIDENT?
To be completely honest, it still feels a bit like a dream. Never in my life did I imagine I would one day serve as PRIMA President. Over the years, I’ve had the privilege of meeting and working alongside so many former presidents, and I am humbled to share the same title as these remarkable leaders. Each of them has played a meaningful role in my journey, shaping my growth both personally and professionally. Because of that, I’m truly excited for the opportunity to give back. My goal is to inspire, encourage, and support the next generation of risk professionals just as those before me have so generously done for me.
WHERE DO YOU HOPE TO SEE YOURSELF IN FIVE YEARS?
That is a great question! I suppose the answer depends on whether I’ve hit that giant lottery jackpot or not. But in all honesty, five years from now, I hope I’m still making a meaningful impact in the world of risk. Whether it’s mentoring the next risk manager for Montgomery County or sharing my story as a motivational speaker, I want to do work that inspires others. My goal is simple: continue making a difference, wherever that path leads.
WHAT ADVICE WOULD YOU OFFER THOSE WHO ARE NEW TO THE INDUSTRY?
Never underestimate the value of the foundation that has already been laid. Our profession is built upon decades of experience, insight, and hard-earned lessons from those who came before us. Seek out mentorship, lean into that knowledge, and never hesitate to ask questions. This is one of the most effective ways to grow. I encourage you to find your tribe: a network of trusted colleagues who support, challenge and inspire your continued development.
WHAT ADVICE WOULD YOU HAVE GIVEN YOURSELF FIVE YEARS AGO?
Five years ago, I would have told myself that “no” is not a bad word. Sometimes, it’s simply the answer that’s needed. As much as we all want to be everything for everyone, it’s essential to leave room for the things that matter most—faith, family, and friends. Give yourself permission to set boundaries; they’re what will keep you grounded and able to show up fully where it counts.
IS THERE ANYTHING ELSE YOU WOULD LIKE TO SHARE?
Learn to serve—because every great leader begins by understanding the power of service. When you take the time to listen, support, and elevate others, you develop the humility and insight that true leadership requires. Service isn’t about being at the forefront; it’s about lifting others up, learning from every interaction, and recognizing that leadership is earned through actions rather than titles. When you embrace service, you build trust, inspire confidence, and create the foundation for meaningful, lasting leadership.
DUAL RISK IN K–12 SCHOOLS:
BY CHRIS STONE, SIGMA7 RESILIENCE AND TRAINING
WHEN THE CALL WAS HEARD OVER THE SCHOOL RADIO,
“We need assistance in Room 209,” there was nothing alarming in the voice. Schools hear countless calls like this over the year. A student in distress, a sudden escalation in behavior, a classroom moment that moves beyond a teacher’s ability to manage alone.
In this case, the student was a ninth grader spiraling into a panic episode. His agitation rose faster than the adults could adapt. Two staff members were injured during their efforts to help. One sprained her wrist and another struck her head as she stumbled. The student, terrified and disoriented, hit a desk and cut his arm.
It was a painful incident, but not an unusual one in today’s school setting. In the public entity risk world, however, it became the first link in a chain of consequences: workers’ compensation claims, questions about supervision protocols, a review of crisis response training, and concerns about whether the environment contributed to the escalation.
Just six weeks earlier, another incident emerged in the same district. A custodian found a side exterior door propped open. No one could determine how long it had been that way. The discovery triggered a facility assessment, a security audit, and a rapid notification to district leadership. Nothing harmful occurred this time. There was no intruder, no crime, but this kind of vulnerability alone can create anxiety for the district’s insurer. These seemingly small slips in security are “the kind of close call that never makes the news but lights up a claims manager’s dashboard.”
One incident was rooted in student behavioral health, the other in physical security. School
systems tend to treat these as separate operational universes, one under counseling or mental-health staff, the other under facilities or safety personnel. But public risk managers and insurers don’t have the luxury of that separation. For them, both incidents are expressions of the same underlying dynamic: schools carry interdependent risk surfaces, behavioral health and physical safety that overlap constantly and unpredictably. Building on research that distinguishes between physical security measures and supportive school community approaches to safety, this dual perspective clarifies why incidents emerging from different domains so often converge into shared liability pathways.⁵
Most public-entity risk professionals are well acquainted with the physical side of school safety. These are the slips and falls, the playground injuries, the equipment hazards, the locked-door failures, the emergency response errors, and the rare but devastating intruder event. They also know that most schools across the country have widely implemented basic physical-security measures. Ninety-seven percent now control access to buildings during school hours and require visitor sign-in or identification badges, while 93% use security cameras.¹ These measures create a baseline of physical protection, but they don’t eliminate deeper vulnerabilities, especially those that arise when human behavior and physical environments collide.
Where many risk managers are seeing emerging complexity is on the behavioralhealth side. Students bring rising levels of emotional distress, anxiety, trauma, and acute behavioral needs into the school environment. National data reflect this strain. By 2021–22, only 49% of public schools reported providing diagnostic mental-health assessments for students, and only 38% offered treatment services.² At the same time, the Centers for Disease Control and Prevention (CDC) reports that substantial portions of U.S. adolescents now experience persistent feelings of sadness or hopelessness.³ These numbers are not abstractions; they show up as real incidents, real crises, and real claims.
Every year, school employees suffer injuries while trying to de-escalate student behavior. Districts face allegations of negligent supervision when an unchecked behavioral escalation results in harm. Crisis responses are scrutinized for adherence to policy, compliance with federal law, and proportionality. And while many incidents never rise to the level of police involvement or public attention, they frequently appear in losses that shape underwriting decisions, premium changes, and reserve adjustments.
These behavioral-health incidents do not remain neatly within their category. A student in crisis who bolts toward a poorly secured exit creates both a behavioral emergency and a
Integrated preparedness does not require expensive technology or complex policy reform. It requires alignment and practiced repetition: behavioral-health awareness that informs physical-safety decisions, physicalsafety assessments that reflect behavioral dynamics, and emergency procedures practiced with attention to both.
poor room configuration all influence how behavioral incidents unfold. Crime Prevention Through Environmental Design (CPTED) principles reinforce the idea that safer physical spaces reduce the likelihood and severity of misconduct or harm. ⁴
Emergency responses also become more reliable when grounded with sound behavioral health approaches. A lockdown or evacuation may seem like a purely physical event, focusing on movement, doors, and communication, but students’ emotional and behavioral responses during those events are equally influential. Staff trained to anticipate behavioral needs can prevent panic, confusion, or noncompliance that often can lead to secondary injuries.
campus security failure. A chaotic fire drill may trigger panic or dysregulation among students, turning a routine procedure into an injury event. A physical altercation between students creates potential liability not only for the fight itself but for how staff responded, whether safe physical-intervention techniques were used, and whether the environment contributed to the escalation.
Every multifaceted claim tells the same story. In schools, behavioral-health risk and physical-safety risk are not separate lines on a spreadsheet; they are overlapping, mutually reinforcing forces. When there is failure in one domain, failure in the other is not uncommon.
Yet, in many schools, the systems designed to manage these risks remain siloed. To this day, compliance cycles continue to be the mindset in many schools. There is an obligatory training here, a procedural review there, but this pattern of compliance ‘checking the box’ will never form a coherent, integrated safety culture within the school system. Physicalsecurity upgrades may be implemented without meaningful staff training on how to respond during fast-moving crises. Behavioral-health training may be offered without considering the physical environment in which crises unfold. Emergency plans are often robust on
paper but thinly practiced, especially under stress or when behavioral needs complicate movement and decision-making.
These silos create inconsistencies in practice, which in turn lead to unpredictable loss patterns. For insurers, unpredictability is costly. For risk pools, it is destabilizing. But what happens when schools adopt integrated preparedness, intentionally incorporating behavioral/mental health awareness, physicalenvironment design, and the intersection of emergency-response readiness under an umbrella of safety? In schools that train staff to recognize early indicators of student distress, many crises are addressed before escalation.
A teacher who understands the importance of calm verbal approaches and a non-threatening posture can often prevent a behavioral incident from becoming physical. The number of workers’ compensation and negligence claims associated with such events can quietly decline by building competency and capacity among school employees. No event means no report, no injury, no litigation, no actuarial ripple.
Similarly, when a school’s physical environment is assessed through a lens that includes behavioral dynamics, vulnerabilities become clearer. Line-of-sight issues, cluttered corridors, unsecured exits, insufficient lighting, and
Most significantly for risk managers, integrated approaches reduce variance, the “swing” between good years and bad years. Districts that use consistent, documented, methodology-driven preparedness practices produce more stable loss trends. That stability allows insurers to model exposure with greater precision, price coverage more accurately, and avoid sudden spikes in loss ratios caused by preventable failures.
Conversely, when preparedness is inconsistent, such as if one school within the district trains rigorously while another barely reviews procedures, or if behavioral and physical safety are addressed separately, then inevitably, loss volatility rises. Claims cluster unpredictably and patterns blur. For public-entity insurers and risk pools, this is the kind of exposure that strains reserves and undermines long-term financial planning.
Integrated preparedness does not require expensive technology or complex policy reform. It requires alignment and practiced repetition: behavioral-health awareness that informs physical-safety decisions, physicalsafety assessments that reflect behavioral dynamics, and emergency procedures practiced with attention to both.
In practice, that alignment looks like small but consequential moments: school staff who understand the importance of closing propped doors because they understand how access vulnerabilities contribute to risk; a coach
who anticipates behavioral triggers during large student gatherings; a teacher who uses supportive language during a crisis because she has practiced the skill enough to rely on it instinctively; an administrator who adjusts a hallway’s traffic pattern after noticing it consistently contributes to conflicts.
These actions rarely become headlines. But they form the invisible infrastructure of safety, reducing both harm and liability.
For risk managers, the opportunity lies in encouraging districts to adopt these integrated approaches by sharing what the data already tell us about schools as risk environments. The National Center for Education Statistics research showing widespread implementation of basic physical-security measures is encouraging, but it also highlights the limits of hardware-focused safety without broader readiness.¹ The statistics on mental-health service availability reveal how often staff are the first and sometimes only line of response to student distress.² The CDC’s data on
adolescent mental-health trends underscores the urgency of understanding behavioral dynamics that influence safety outcomes.³ CPTED research reminds us that physical design influences conduct and risk.⁴
When these threads are woven together, schools become safer, not simply because a policy demands it, but because an integrated methodology makes it possible.
The ninth grader in Room 209 eventually calmed down. The staff members healed. The propped-open door was secured. But the next incident, or the next near miss, will test whatever system exists in that moment. For the risk professionals who insure and advise school districts, the path forward is clear: encourage integration, foster consistency, and support preparedness as a multidimensional practice.
The safest days in schools will always be the days no one notices. These are the days when incidents do not escalate, when environments do not fail, when staff instinctively make good
decisions, and when risk is reduced long before it becomes a claim.
By Chris Stone is Director of School Safety and Security Programs for Sigma7 Resilience and Training.
ENDNOTES
1. National Center for Education Statistics (2022). School Safety and Security Practices. U.S. Department of Education. https://nces.ed.gov/ programs/coe/indicator/a19
2. National Center for Education Statistics (2022). School Mental Health Services. U.S. Department of Education. https://nces.ed.gov/ programs/coe/indicator/a23
3. Centers for Disease Control and Prevention (2023). Youth Mental Health Trends. https:// www.cdc.gov/healthy-youth/mental-health
4. Learning Policy Institute (2020). Safe Schools and Thriving Students: What We Know. https:// learningpolicyinstitute.org
5. Learning Policy Institute (2023). Safe Schools and Thriving Students. https://learningpolicyinstitute.org
Public Risk Manager of the Year
THE ESCALATING REALITY OF HEAT-RELATED ILLNESS
AS A SYSTEMIC PUBLIC RISK
BY TONY BARKER, CITY OF CONCORD, NC
WHEN EXTREME HEAT FORCES MOST
employers to
reconsider sending workers into the field, public entities do not have that option.
Public safety and utility agencies must remain operational regardless of environmental conditions, while private sector employers retain the flexibility to suspend or reschedule work when conditions become hazardous. That structural constraint is no longer limited to an operational challenge. It represents a financial and workforce stability risk increasing in both frequency and severity.
The examples are straightforward: a construction firm can delay a foundation pour, and a distribution company can shift delivery schedules to cooler hours. Public safety, public works, and utility departments have no equivalent option. Field personnel are deployed precisely when temperatures are most dangerous, and workload intensity does not decline during extreme conditions. That structural reality now intersects with a documented and accelerating rise in global temperatures.
NASA confirms that 2023 and 2024 were the two hottest consecutive years since global temperature tracking began in 1880. NOAA places 2025 as the third-warmest year on record globally, running 2.11 degrees Fahrenheit above the long-term average, and fourth warmest for the lower 48 states, with Nevada and Utah setting all-time temperature records. Continued temperature escalation has created exposure levels that prior occupational experience did not anticipate, and that legacy safety guidance was not designed to address.
Heat-related illness has advanced beyond a seasonal concern and now represents a systemic enterprise risk with measurable impacts on workforce resilience, organizational stability, and long-term financial performance.
THE QUANTITATIVE REALITY OF A WARMING BASELINE
The data on rising temperatures reflects recorded conditions rather than projections. Public sector workers are already operating within elevated thermal environments. According to EPA and NOAA, the average number of days per year with maximum temperatures exceeding 90 degrees Fahrenheit increased from 43 days in the 1980s to 56 days in the 2020s. Over the same period, days exceeding 100 degrees Fahrenheit doubled from an average of 11 days per year to 21. For police officers, firefighters, utility technicians, and public works crews who remain on duty regardless of temperature, each additional high-heat day represents sustained physical exposure without any reduction in workload or operational requirements.
The workers’ compensation consequences of that exposure are documented by the Workers Compensation Research Institute. According to WCRI research:
• The probability of a work-related accident increases by 3 to 6 percent on days when maximum temperatures exceed 90
degrees Fahrenheit compared to days with temperatures in the 60-to-70-degree range
• Heat-related illness claims increase approximately sevenfold on days exceeding 90 degrees Fahrenheit
• On days exceeding 100 degrees Fahrenheit, heat-related illness claims increase to eighteen times the baseline rate.
An important dimension of these figures is what they capture. Clinical heat illnesses, including heat stroke and heat exhaustion, represent the most visible category, accounting for 20 to 30 percent of the total increase in injuries recorded on high-heat days. The larger share, representing 70-80 percent of the increase, consists of heat-related accidents in which elevated temperatures impair cognitive function and physical coordination. Those events result in falls, equipment mishandling, and operational errors, which are recorded as standard workplace injuries.
Because those claims are not coded as heat illness, most organizations do not recognize the full financial impact of heat exposure within their loss data.
THE UNIQUE EXPOSURE PROFILE OF PUBLIC ENTITIES
Workers’ compensation data becomes more significant when evaluated against actual field conditions. According to the California
FIGURE 1: RATE OF HEAT-RELATED ILLNESSES PER 100,000 CLAIMS BY INDUSTRY/OCCUPATIONAL GROUP
Number of HRIs per 100,000 Claims
Note: The underlying data include all paid claims from Detailed Benchmark/Evaluation data for injuries occurring from January 2013 to September 2022 from 31 states. Key: HRI: heat-related illness.
Department of Public Health, occupational data covering 2000 through 2022, public safety occupations recorded the highest heat-related illness incidence of any employment sector at approximately 50 cases per 100,000 workers. Construction records 12.4 cases per 100,000 workers. National highexposure figures from WCRI place the rate at approximately 1,052 cases per 100,000 claims across high-exposure public sector occupations. Public safety occupations experience the highest heat-related illness rates across all sectors, confirming that heat exposure is structurally embedded in essential service delivery rather than driven by discretionary work conditions.
The exposure profile reflects physically demanding work performed while wearing protective equipment designed for hazard protection rather than thermal regulation. Equipment that protects against fire, chemical exposure, or trauma restricts heat dissipation, the body’s primary cooling mechanism. Sustained exertion combined with restricted heat release and elevated ambient temperature produces rapid accumulation of thermal strain.
Public works and utility crews face a different
exposure profile with similar severity. Electrical restoration, water system repair, and infrastructure maintenance are non-discretionary activities. Work often occurs during peak heat periods when service demand is highest. Capital investment in cooling systems, fleet climate control, and upgraded protective equipment requires sustained funding, and gaps in investment lead to increased exposure over time.
ANALYTICAL CHALLENGES: INTENSITY, DURATION, AND THE INDOOR BLIND SPOT
Managing heat as a systemic risk requires evaluation of exposure duration, indoor environments, and cognitive performance degradation.
Heat events are increasing in both frequency and duration. Multi-day exposure without adequate recovery leads to cumulative physiological strain. Core body temperature does not fully reset overnight when ambient temperatures remain elevated. Workers beginning a shift with residual heat load face an elevated risk of illness and injury.
Indoor environments represent an underrecognized exposure category. Non-climatecontrolled facilities such as maintenance
garages, treatment plants, and warehouses generate internal heat through equipment operation and limited ventilation. Heat exposure in those environments can equal or exceed outdoor conditions, yet indoor workers are frequently excluded from prevention programs.
Heat exposure also produces measurable cognitive degradation. Reaction time slows, concentration declines, and motor accuracy decreases as core temperature rises. For personnel operating heavy equipment, responding to emergencies, or working with energized systems, performance degradation increases the probability of serious incidents. The majority of heat-driven losses occur through those indirect mechanisms, which are recorded as traumatic injuries rather than heat illness. That distinction shifts heat from a compliance issue to a performance and operational reliability risk.
FINANCIAL AND OPERATIONAL IMPACTS
Heat-related illness presents a material financial exposure. Severe cases, particularly heat stroke, can result in long-term medical conditions, extended claim durations, and
significant impact on reserves. A single catastrophic event can disrupt actuarial assumptions and long-term funding stability.
Operational impact extends beyond direct claim cost. Heat-related absences create workforce gaps that require backfill, increase overtime, and elevate fatigue exposure among remaining personnel. Workforce strain reduces service reliability and increases vulnerability during subsequent high-heat periods. Heat-related risk introduces volatility into loss development and workforce availability, directly affecting financial planning.
Insurance market response reflects those trends. Carriers are adjusting underwriting approaches to account for climate-driven occupational exposure. Organizations with adverse heat loss experience face higher retention rates, constrained capacity, and more restrictive terms.
A PREVENTION THROUGH DESIGN FRAMEWORK
Effective heat risk management requires defined operational controls integrated into daily work execution. Core elements include environmental monitoring, structured work-rest cycles, engineering controls, and formal acclimatization programs.
Environmental monitoring requires sitespecific measurements of the heat index and Wet Bulb Globe Temperature. Supervisors must use real-time data to trigger mandatory hydration, rest intervals, and task modification based on exertion level.
Work scheduling should prioritize physically demanding tasks during lower temperature periods when operationally feasible. Where schedule modification is not possible, structured rest rotations must be implemented in shaded or cooled environments.
Engineering controls reduce exposure independent of worker behavior. Shade structures, ventilation improvements, spot cooling systems, and climate-controlled vehicles provide consistent protection. Those investments should be evaluated based on reduction in claims, overtime, and workforce turnover.
Acclimatization programs must be formalized. New and returning workers require gradual exposure over a defined period to develop physiological tolerance. Workers in the first two months of employment constitute the highest-risk group and require structured oversight.
STRATEGIC GOVERNANCE AND EXECUTIVE LEADERSHIP
Heat-related risk requires enterprise-level governance. Risk exposure should be defined within organizational risk frameworks with measurable thresholds and accountability.
At the executive level, heat risk must be evaluated alongside other enterprise exposures affecting financial performance, workforce continuity, and service delivery reliability. Investment decisions should incorporate the total cost of risk, including claims, staffing disruption, and insurance impact.
Leadership also defines organizational response. Workers must be supported in reporting early symptoms without concern for perception or consequence. Supervisors must be accountable for the enforcement of heat protocols. Workforce preservation and operational continuity depend on consistent alignment in leadership.
Heat-related illness represents a measurable and increasing systemic risk within the public sector. Rising temperatures, continuous operational demand, and physically intensive work conditions have created exposure levels that exceed historical norms.
Data from NASA, NOAA, and WCRI establish a consistent pattern of elevated risk and measurable financial impact. Organizations that continue to treat heat as a seasonal issue will experience increasing claim frequency, severity, and operational disruption. Organizations that implement defined heat-related prevention measures will reduce heat-related exposures, reduce losses, stabilize workforce performance, and maintain operational continuity under increasingly severe environmental conditions.
Tony Barker is Safety, Health, and Risk Manager for the City of Concord, North Carolina.
REFERENCES:
California Department of Public Health. (2023). Occupational heat-related illness in California, 2000–2022. Occupational Health Branch. https:// www.cdph.ca.gov/Programs/CCDPHP/DEODC/ OHB/Heat/Pages/Publications.aspx
Centers for Disease Control and Prevention, National Institute for Occupational Safety and Health. (2023). Heat-related illness: Guidance for employers and workers. U.S. Department of Health and Human Services. https://www.cdc.gov/niosh/ heat-stress/about/illnesses.html
Environmental Protection Agency. (2024). Climate change indicators: High and low temperatures https://www.epa.gov/climate-indicators/climatechange-indicators-high-and-low-temperatures
National Aeronautics and Space Administration. (2024). 2023 was the hottest year on record, NASA analysis shows. NASA Goddard Institute for Space Studies. https://www.nasa.gov/news-release/nasaanalysis-confirms-2023-as-warmest-year-on-record/
National Aeronautics and Space Administration. (2025). NASA analysis finds 2023 and 2024 were Earth’s hottest consecutive years on record Goddard Institute for Space Studies. https:// climate.nasa.gov/news/
National Institute for Occupational Safety and Health. (2016). Criteria for a recommended standard: Occupational exposure to heat and hot environments (Revised criteria 2016). U.S. Department of Health and Human Services. https://www. cdc.gov/niosh/docs/2016-106/
National Oceanic and Atmospheric Administration. (2025). Global climate report—Annual 2025 National Centers for Environmental Information. https://www.ncei.noaa.gov/access/monitoring/ monthly-report/global/202525
National Oceanic and Atmospheric Administration. (2026). Assessing the U.S. climate in 2025 National Centers for Environmental Information. https://www.ncei.noaa.gov/news/us-climate-2025annual-report
Occupational Safety and Health Administration. (2024). Heat injury and illness prevention in outdoor and indoor work settings: Notice of proposed rulemaking. U.S. Department of Labor. https:// www.osha.gov/heat
U.S. Global Change Research Program. (2023). Fifth National Climate Assessment. U.S. Government Publishing Office. https://nca2023. globalchange.gov/
Workers Compensation Research Institute. (2024). The impact of high-temperature days on workplace injuries. Cambridge, MA. https://www.wcrinet.org/ reports/the-impact-of-high-temperature-days-onworkplace-injuries
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