Insurance fraud occurs in many industries, and although it’s rare in the health club industry, insurance fraud was at the heart of three recent cases involving health club operators in the state of Pennsylvania. Dr. Joseph Lerner, a chiropractor and owner of Horsham (PA) Fitness, was sentenced in January to 36 months in prison for defrauding eight insurance companies, including Independence Blue Cross, in a $3 million scheme. The office of U.S. Attorney Zane David Memeger for the Eastern District of Pennsylvania, Philadelphia, said that Lerner billed the insurance companies for chiropractic treatments that Lerner did not provide or supervise between 2007 and March 2010. The owner of Horsham Fitness, Horsham, PA, is serving a 36-month prison sentence for insurance fraud. Photo by Robin Leven.“Lerner lied to people who came to join his gym,” according to the sentencing memo, “telling them that they could obtain massages and personal training for the very low price of only a co-payment, usually $10, by having their health insurance company pay for those massages and personal training sessions, when he knew that such sessions were not reimbursable under the gym members’ health insurance policies.”

Memeger, along with Assistant U.S. Attorneys Mary Crawley and Laurie Magid, also submitted in the sentencing memo that Lerner, knowing that no treatments had been provided, prepared the fraudulent bills, including fictitious procedure codes and false representations of patient symptoms and clinical findings. The payments from the eight insurance companies totaled about $1.9 million. In his plea agreement, Lerner agreed to forfeit $432,834.12.

“Insurers saw that there were unusual patterns of billing by Dr. Lerner, so they brought it to our attention, and then we investigated further,” Magid says.

The Eastern District of Pennsylvania office also handled a case involving another chiropractor, Raymond Brozek, and Michael Karp and Mark Levin, owners of Hatfield (PA) Athletic Club and Rehab One, a chiropractic and rehabilitation facility located inside the club.

Levin and Karp hired Brozek to work from 2004 to 2006 and directed members to Brozek, who then created fraudulent bills that were submitted for treatments that Brozek did not perform or were not medically necessary.

In addition to Rehab One, which no longer is in operation at Hatfield Athletic Club, Brozek also saw patients in the basement of Levin’s home at a gym known as Rehab Two and at the homes of Levin’s friends, according to court documents. The fraudulent bills to Independence Blue Cross totaled $1.9 million, resulting in payments from the insurance company totaling almost $400,000.

Last year, Levin, Karp and Brozek each pleaded guilty to one count of health care fraud. Levin received a 12-month prison sentence, and Karp received a six-month prison sentence. Brozek avoided prison time and received a sentence that includes three years’ probation after a motion of leniency was filed based on “substantial” assistance from Brozek that led to charges against Levin and Karp. “It didn’t do as well as I thought … and I guess I lost my mental control and tried to make up for it, and I did that by cheating,” Levin said at sentencing, according to Philadelphia newspapers. Levin added that he did not take the money for himself and instead put it back into the club. The state of Pennsylvania was once again hit with an insurance fraud probe in late January. Investigators from the Northeast Pennsylvania Insurance Fraud Task Force raided the Giacalone Chiropractic and Fitness Center’s two locations in Pocono Summit, PA, and Canadensis, PA. A team of 20 officers in each location carried out computers, records and other items that could be used as evidence, according to local media outlets. Myles Walsh, the task force’s director, said that the father-daughter business operated by Joseph and Maria Giacalone has been under investigation for the past five years, and the case could involve fraudulent insurance bills of more than several million dollars. “This investigation began after an individual contacted us about inconsistencies in Giacalone’s insurance billing statements,” Walsh told media outlets in January. “We’ve found too many billing inconsistencies for all this to be accidental and not intentional. They’ve billed insurance companies 30, 36-hour days. Obviously, there’s only 24 hours in a day.” A representative from the task force said last month that the case is still under active investigation. As of press time, no charges had been filed against the Giacalones, who did not respond to e-mailed requests for comments from Club Industry. Ken Reinig, senior vice president of Association Insurance Group (AIG), Lakewood, CO, says cases such as these are rare in the health club industry. AIG insures more than 3,500 health clubs and has been specializing in the industry for more than 20 years, yet when asked about the three recent cases, Reinig says the Lerner case was the only one with which he was aware.“Although it certainly is horrific when it happens, I don’t think it is that big of a problem [in the industry],” says Reinig, who adds that criminal acts are not covered by insurance. “You are going to find insurance fraud in virtually every industry that involves medical billing. I’m surprised we don’t see more of this.”

Last June, Lerner pleaded guilty to one count of insurance and mail fraud. In an attempt to lessen his impending prison sentence, Lerner asked friends, colleagues and patients to attend a hearing to support him and to write letters to the presiding judge urging leniency.“I have cooperated with authorities at every instance, and am regretful and remorseful that I hurt those around me,” Lerner wrote in the letter to friends dated Sept. 2, 2010. “You may have to think deeply for a while [still have a sense of humor] but if you can recall and relate a good experience about me as a father, helper, healer, a good clinical outcome, value to the community, a reason the world is better off with me ‘out’ instead of ‘in,’ and ask for leniency in sentencing, I would be forever grateful.”Lerner provided his friends with guidelines for how to construct the letter to the judge. Those guidelines included checking for typos and writing the letter on letterhead stationery. Written in italics, all caps and boldface, he also added: “Better to not mention massage or insurance.”The U.S. attorneys said that Lerner submitted to the judge 54 letters from the community and from Lerner’s patients. That information was included in a supplemental sentencing memo filed last November.“It’s an understatement to say that it was inappropriate,” Magid says. “It was clearly inappropriate on his part to try and basically make these people part of his scheme by asking them to provide letters of support, but not the important information to the judge that they may have unwittingly been made part of his scheme by being told that they could get extremely low-cost personal training by billing it to insurance.”Lerner is serving his sentence at the Federal Correctional Institution in Fort Dix, NJ, and his projected release date is Oct. 2, 2013. Karp also is at Fort Dix, and his projected release date is May 28, 2011. Levin is serving his sentence at the Federal Medical Center in Devens, MA, and his projected release date is Dec. 14, 2011.Magid says these cases, and Lerner’s case in particular, can provide a valuable lesson to club operators.“I think the lesson is that even if you are running a gym, if you are a health care provider, you hold a position of trust and are expected to properly bill and follow the law,” Magid says. “And the expectations of you are even a little bit higher than someone who does not hold that position of trust.”Lerner, Magid adds, violated that trust.

Staff buy-in. The first people that need to be sold on investing in health is each of your membership advisors. They must believe in the value of exercise. Everyone knows the value of exercise and now everyone must believe that exercise helps one’s physical and mental well-being. Once your membership advisors embrace the fact that living a healthy lifestyle is a 24/7 attitude, they will make sales.
Sell with passion. Questions that membership advisors need to ask themselves are: Are they exercising? Do they believe in the product? Do they practice what they preach? The biggest component to selling anything is emotion. People buy based on emotion. They can sense whether the club representative is sincere or just trying to make a sale. Today’s consumer is savvy. Do not underestimate their ability to see right through false emotion and excitement. Membership advisors must have a burning passion for fitness and living a healthy lifestyle that must flow through their presentation.
Ignore the negativity. Membership advisors should not get caught up reading doomsayer headlines and watching stock market results. It is important to know what’s going on, but it should not consume their every thought, leading to desperation. Being distracted from a daily success cycle will only make matters worse. Membership advisors must keep a positive mental attitude every day and disregard what is going on around them or in their own personal lives. They must stay focused.
Value proposition. Consumers are evaluating where to spend their hard-earned money these days. Membership advisors must make a value proposition relatable to their goals and fitness needs. They must show prospects the value of starting an exercise program and how starting now makes more sense than ever. They should help prospects determine their daily spending habits and explain how spending less per day is a great value. Prospects can join the club for a low fixed cost and enjoy the benefits of living a healthy lifestyle.
Empathy vs. sympathy. Empathy is the capacity to recognize or understand another’s state of mind. It is often characterized as the ability to put yourself in their shoes. Sympathy is a social affinity in which one person stands with another person, closely understanding his or her feelings. Membership advisors should not sympathize but empathize with prospects. They must understand their situation but be careful not to get caught up in their story. Bring the conversation back to results and benefits of joining the club. Turn each negative into a positive. People on a tight budget usually don’t have much to do other than read, watch TV or surf the Internet. That gets boring quickly and encourages an unhealthy lifestyle. They could be at the gym, exercising, socializing, networking and making new friends all for a low monthly fixed cost. And they can read, watch TV or surf the Internet while doing it.

Staff buy-in. The first people that need to be sold on investing in health is each of your membership advisors. They must believe in the value of exercise. Everyone knows the value of exercise and now everyone must believe that exercise helps one’s physical and mental well-being. Once your membership advisors embrace the fact that living a healthy lifestyle is a 24/7 attitude, they will make sales.
Sell with passion. Questions that membership advisors need to ask themselves are: Are they exercising? Do they believe in the product? Do they practice what they preach? The biggest component to selling anything is emotion. People buy based on emotion. They can sense whether the club representative is sincere or just trying to make a sale. Today’s consumer is savvy. Do not underestimate their ability to see right through false emotion and excitement. Membership advisors must have a burning passion for fitness and living a healthy lifestyle that must flow through their presentation.
Ignore the negativity. Membership advisors should not get caught up reading doomsayer headlines and watching stock market results. It is important to know what’s going on, but it should not consume their every thought, leading to desperation. Being distracted from a daily success cycle will only make matters worse. Membership advisors must keep a positive mental attitude every day and disregard what is going on around them or in their own personal lives. They must stay focused.
Value proposition. Consumers are evaluating where to spend their hard-earned money these days. Membership advisors must make a value proposition relatable to their goals and fitness needs. They must show prospects the value of starting an exercise program and how starting now makes more sense than ever. They should help prospects determine their daily spending habits and explain how spending less per day is a great value. Prospects can join the club for a low fixed cost and enjoy the benefits of living a healthy lifestyle.
Empathy vs. sympathy. Empathy is the capacity to recognize or understand another’s state of mind. It is often characterized as the ability to put yourself in their shoes. Sympathy is a social affinity in which one person stands with another person, closely understanding his or her feelings. Membership advisors should not sympathize but empathize with prospects. They must understand their situation but be careful not to get caught up in their story. Bring the conversation back to results and benefits of joining the club. Turn each negative into a positive. People on a tight budget usually don’t have much to do other than read, watch TV or surf the Internet. That gets boring quickly and encourages an unhealthy lifestyle. They could be at the gym, exercising, socializing, networking and making new friends all for a low monthly fixed cost. And they can read, watch TV or surf the Internet while doing it.

Residents of the southern Florida city of Bonita Springs are planning to protest the imminent closure of the Bonita YMCA at a city council meeting this week. YMCA of the Palms, which manages the branch, announced earlier this month that it would be closing the facility due to financial hardship.

Supporters of the Bonita Y will voice their concerns at this week’s Bonita Springs (FL) City Council meeting.
Members of the Bonita Y want a chance to air their concerns and to try to find a way for the center, which opened in 2005, to continue operating, according to reports in several local media outlets. Many of the center’s supporters say they made financial donations towards its $7.2 million construction cost.

In a statement, Brandon Dowdy, president and CEO of YMCA of the Palms, said the organization already has researched possible solutions to keep the center open.

“Our volunteer and staff leadership have spent the last year exploring options to ensure the YMCA’s long-term success and to best match our organization’s unique capabilities with the community’s needs,” he said. “Unfortunately, we cannot continue to subsidize operating losses, and we have made the difficult decision to suspend operations.”

The statement also said that the YMCA of the USA is working with community leaders to identify ways in which the Y can continue to offer services in Bonita Springs.

In addition to fitness facilities, the center also offers child care and Weight Watchers and Silver Sneakers programs and serves as a hurricane shelter.

YMCA of the Palms executives have not said what avenues are being considered, but about 40 miles up the Florida coast in Fort Myers, the Lee County Y, which also was operating at a loss recently, has found a way to continue—and even expand—its services to the community.

The Lee County Y earlier this month announced it had merged with the South County YMCA, one county away, in an effort to reduce overhead and find financial stability. Lee County Y currently is comprised of the Paul Bush Branch in Fort Myers and another branch in Naples; South County Y operates facilities in Venice and Englewood.

Under the new partnership, and with the help of another local nonprofit organization, the Lee County Y now is planning to expand. The Y last week confirmed that it will be opening a new center in Cape Coral this August. The branch will be located in a former Shriners Club building that the Cape Coral Kiwanis Club is buying with the intention of having the YMCA operate the new center’s programming.

Residents of the southern Florida city of Bonita Springs are planning to protest the imminent closure of the Bonita YMCA at a city council meeting this week. YMCA of the Palms, which manages the branch, announced earlier this month that it would be closing the facility due to financial hardship.

Supporters of the Bonita Y will voice their concerns at this week’s Bonita Springs (FL) City Council meeting.
Members of the Bonita Y want a chance to air their concerns and to try to find a way for the center, which opened in 2005, to continue operating, according to reports in several local media outlets. Many of the center’s supporters say they made financial donations towards its $7.2 million construction cost.

In a statement, Brandon Dowdy, president and CEO of YMCA of the Palms, said the organization already has researched possible solutions to keep the center open.

“Our volunteer and staff leadership have spent the last year exploring options to ensure the YMCA’s long-term success and to best match our organization’s unique capabilities with the community’s needs,” he said. “Unfortunately, we cannot continue to subsidize operating losses, and we have made the difficult decision to suspend operations.”

The statement also said that the YMCA of the USA is working with community leaders to identify ways in which the Y can continue to offer services in Bonita Springs.

In addition to fitness facilities, the center also offers child care and Weight Watchers and Silver Sneakers programs and serves as a hurricane shelter.

YMCA of the Palms executives have not said what avenues are being considered, but about 40 miles up the Florida coast in Fort Myers, the Lee County Y, which also was operating at a loss recently, has found a way to continue—and even expand—its services to the community.

The Lee County Y earlier this month announced it had merged with the South County YMCA, one county away, in an effort to reduce overhead and find financial stability. Lee County Y currently is comprised of the Paul Bush Branch in Fort Myers and another branch in Naples; South County Y operates facilities in Venice and Englewood.

Under the new partnership, and with the help of another local nonprofit organization, the Lee County Y now is planning to expand. The Y last week confirmed that it will be opening a new center in Cape Coral this August. The branch will be located in a former Shriners Club building that the Cape Coral Kiwanis Club is buying with the intention of having the YMCA operate the new center’s programming.

Residents of the southern Florida city of Bonita Springs are planning to protest the imminent closure of the Bonita YMCA at a city council meeting this week. YMCA of the Palms, which manages the branch, announced earlier this month that it would be closing the facility due to financial hardship.

Supporters of the Bonita Y will voice their concerns at this week’s Bonita Springs (FL) City Council meeting.
Members of the Bonita Y want a chance to air their concerns and to try to find a way for the center, which opened in 2005, to continue operating, according to reports in several local media outlets. Many of the center’s supporters say they made financial donations towards its $7.2 million construction cost.

In a statement, Brandon Dowdy, president and CEO of YMCA of the Palms, said the organization already has researched possible solutions to keep the center open.

“Our volunteer and staff leadership have spent the last year exploring options to ensure the YMCA’s long-term success and to best match our organization’s unique capabilities with the community’s needs,” he said. “Unfortunately, we cannot continue to subsidize operating losses, and we have made the difficult decision to suspend operations.”

The statement also said that the YMCA of the USA is working with community leaders to identify ways in which the Y can continue to offer services in Bonita Springs.

In addition to fitness facilities, the center also offers child care and Weight Watchers and Silver Sneakers programs and serves as a hurricane shelter.

YMCA of the Palms executives have not said what avenues are being considered, but about 40 miles up the Florida coast in Fort Myers, the Lee County Y, which also was operating at a loss recently, has found a way to continue—and even expand—its services to the community.

The Lee County Y earlier this month announced it had merged with the South County YMCA, one county away, in an effort to reduce overhead and find financial stability. Lee County Y currently is comprised of the Paul Bush Branch in Fort Myers and another branch in Naples; South County Y operates facilities in Venice and Englewood.

Under the new partnership, and with the help of another local nonprofit organization, the Lee County Y now is planning to expand. The Y last week confirmed that it will be opening a new center in Cape Coral this August. The branch will be located in a former Shriners Club building that the Cape Coral Kiwanis Club is buying with the intention of having the YMCA operate the new center’s programming.

I would like to thank “America and especially Star Trac” for sending us this plant and laying off thier American workers. Thank you Star Trac!

In a continuing effort to shift more production to its plant in China, Star Trac is shutting down its factory in California, resulting in close to 50 layoffs. The Irvine, CA-based company announced in early April that it would shut down its factory in Murrieta, CA. Production was scheduled to stop May 31, but new Star Trac President Dustin Grosz says that deadline may get extended by a few more weeks. A total of 48 employees currently work at the Murrieta factory, which had produced Flex Fitness products. In addition to those jobs that will be eliminated, Star Trac laid off about 25 employees from its corporate headquarters last month. Most of those employees were in departments such as sales, finance, accounting and IT, says Grosz, who adds that some of those departments are being consolidated with the StairMaster offices in Vancouver, WA. Star Trac owner Michael Bruno purchased the StairMaster and Schwinn brands from Nautilus Inc. last year. “In Irvine, we’re going to continue to have our marketing team, our product development team, our warehousing and shipping of goods,” Grosz says. “We’re going to keep our showroom here for our customers to come into. We have all of our testing labs and everything else that’s still going to be here.” Bruno has been in China for about a month overseeing the company’s production in its Xiamen, China, plant. Bruno, who bought Star Trac 10 months ago, said in March that he hoped 75 percent of the company’s production would be shifted to China by June and 90 percent would be shifted to China by the end of the summer.

Grosz says Star Trac should be close to Bruno’s percentage prediction by summer’s end. In the meantime, Grosz says the company will continue to be in a turnaround phase over the next couple of months. He says he does not anticipate more layoffs.“We believe that we made the necessary changes with the decisions that we’ve made in the past 45 to 60 days,” Grosz says. “With those decisions, we feel very strongly that we’re going to be able to make the transitions and consolidate some of the functions and then be back to profitability and growth in the not-too-distant future.” Grosz, who came from StairMaster to take over as Star Trac president after Mike Leveque resigned in March, says the company has gained some momentum after the International Health, Racquet and Sportsclub Association show in March—where it announced several international club agreements—and the FIBO trade show last month in Germany.

“A lot of the buying decisions for a lot of our customers had been made for the spring and summer, so therefore, we’re not going to be able to get the business for spring and summer,” Grosz says. “But as we go into the fall and winter, we’re starting to pick up that business that we’ve maybe lost in the past 18 months of downturn in our company. It’s coming back. It just takes time. We feel good about where we’re at in the process.” Grosz acknowledges some of the mistakes the company has made in the recent past, mistakes the company is now trying to correct. “We’ve lost customers, we’ve disappointed customers, but a lot of that can be easily fixed,” Grosz says. “What we failed at is not delivering on our commitments, not providing the product on time, not providing the parts when we have a quality issue. We’re making a lot of headway there. Are we where we want to be? No, absolutely not. We’ve got a lot of work to do. But we’re getting the traction we needed and the focus we needed.” Shame ,Shame, Shame on Star Trac For Shutting Down California Plant as More Production Moves to China

Health Club News: …. Brought to you by courtesy of http://fitnesslifemarketing.com/

I would like to thank “America and especially Star Trac” for sending us this plant and laying off thier American workers. Thank you Star Trac!

In a continuing effort to shift more production to its plant in China, Star Trac is shutting down its factory in California, resulting in close to 50 layoffs. The Irvine, CA-based company announced in early April that it would shut down its factory in Murrieta, CA. Production was scheduled to stop May 31, but new Star Trac President Dustin Grosz says that deadline may get extended by a few more weeks. A total of 48 employees currently work at the Murrieta factory, which had produced Flex Fitness products. In addition to those jobs that will be eliminated, Star Trac laid off about 25 employees from its corporate headquarters last month. Most of those employees were in departments such as sales, finance, accounting and IT, says Grosz, who adds that some of those departments are being consolidated with the StairMaster offices in Vancouver, WA. Star Trac owner Michael Bruno purchased the StairMaster and Schwinn brands from Nautilus Inc. last year. “In Irvine, we’re going to continue to have our marketing team, our product development team, our warehousing and shipping of goods,” Grosz says. “We’re going to keep our showroom here for our customers to come into. We have all of our testing labs and everything else that’s still going to be here.” Bruno has been in China for about a month overseeing the company’s production in its Xiamen, China, plant. Bruno, who bought Star Trac 10 months ago, said in March that he hoped 75 percent of the company’s production would be shifted to China by June and 90 percent would be shifted to China by the end of the summer.

Grosz says Star Trac should be close to Bruno’s percentage prediction by summer’s end. In the meantime, Grosz says the company will continue to be in a turnaround phase over the next couple of months. He says he does not anticipate more layoffs.“We believe that we made the necessary changes with the decisions that we’ve made in the past 45 to 60 days,” Grosz says. “With those decisions, we feel very strongly that we’re going to be able to make the transitions and consolidate some of the functions and then be back to profitability and growth in the not-too-distant future.” Grosz, who came from StairMaster to take over as Star Trac president after Mike Leveque resigned in March, says the company has gained some momentum after the International Health, Racquet and Sportsclub Association show in March—where it announced several international club agreements—and the FIBO trade show last month in Germany.

“A lot of the buying decisions for a lot of our customers had been made for the spring and summer, so therefore, we’re not going to be able to get the business for spring and summer,” Grosz says. “But as we go into the fall and winter, we’re starting to pick up that business that we’ve maybe lost in the past 18 months of downturn in our company. It’s coming back. It just takes time. We feel good about where we’re at in the process.” Grosz acknowledges some of the mistakes the company has made in the recent past, mistakes the company is now trying to correct. “We’ve lost customers, we’ve disappointed customers, but a lot of that can be easily fixed,” Grosz says. “What we failed at is not delivering on our commitments, not providing the product on time, not providing the parts when we have a quality issue. We’re making a lot of headway there. Are we where we want to be? No, absolutely not. We’ve got a lot of work to do. But we’re getting the traction we needed and the focus we needed.” Shame ,Shame, Shame on Star Trac For Shutting Down California Plant as More Production Moves to China

Health Club News: …. Brought to you by courtesy of http://fitnesslifemarketing.com/

Q: “With natural disasters occurring around the world in Japan, New Zealand and, most recently, the American South, what steps should a health club that’s been affected by such a disaster take to begin the recovery process?”

A: Responding to a national disaster is all about prioritization. The extent of the damage to both the club and the regions infrastructure will determine what these priorities are. You may have to go through a simple clean up or find new premises.

One thing that should be at the top of the list in all circumstances is staff. Make sure that they feel safe and their home life is as secure as possible. Not only will every staff member’s situation be different (some may be relatively unaffected, others may have lost their homes, or loved ones), but how they react to this will vary considerably. We all know how home life issues can distract people at work, and a natural disaster is an extreme case of this. Until people feel safe in their home life, their ability to constructively add value to any recovery process of a club is hindered, and the workplace may be one of the few places where any scene of normality takes place for some months.

Another important consideration is preparing for an insurance claim. Before starting any remedial work, photos should be taken and as much evidence recorded to support any insurance claim. For business more significantly affected, a loss of business, or business interruption claim may also need to be prepared, and this will often require substantial financial calculations to be made before a claim can be. Of course this assumes that the club has the correct type and level insurance – and it is a timely reminder to all to ensure that the club is insured for not only the likely, but the unlikely, and potentially catastrophic events. (After all until 2010 everyone knew that Christchurch was not on a fault line, and did not have large earthquakes. Oh how wrong we all were!)

Most clubs insure physical assets well, but many do not fully insure business interruption and more significantly, depopulation insurance (the terms used in different countries may vary – but any insurance broker should know these terms) – and unfortunately it’s too late once the disaster strikes.

A: From an insurance standpoint, be sure your facility is covered for disasters, before they strike.

If your club is in a flood zone, you will need to secure flood insurance. If your club is not in a flood zone you still have the ability to purchase flood insurance through the NFIP (National Flood Insurance Program). If your club is in an earthquake zone, you will want earthquake coverage. For wind damage caused by storms or tornadoes, ensure that your existing property and casualty insurance provides wind and hail coverage.

Property insurance covers building repair or replacement when damage is caused by the stated covered causes of loss. If your building is badly damaged or destroyed, it can take months to get running again. So be sure to secure business interruption insurance to pay your ongoing expenses while you get your business back on track.

Another disaster planning coverage is contingent business income coverage. This covers you for business income loss caused by the inability of a service you depend on to provide such service, such as a local power or water supply company.

Be sure that all your insurance is with an A+ rated company with the resources to actually pay your claim. There have been instances where lower-rated companies have been so burdened by claims that their ability to pay claims is jeopardized. This is not the case with an A+ rated company. It has the resources necessary to pay all claims.

A: The best way to emerge from a disaster is to prepare ahead of time. All membership and accounting data should be backed up at an off-site, secure location; you should have an up-to-date list of all your FFE items, especially fitness equipment (photos or videos are helpful); have an email data-base for your entire membership; assure adequate insurance to cover loss of income while you are rebuilding; have a Facebook Fans page, Twitter, and LinkedIn accounts. After a disaster, communication with your staff, members and the community is critical. Use email, phone chains, your social networking and local media to frequently update your plans.

Q: “With natural disasters occurring around the world in Japan, New Zealand and, most recently, the American South, what steps should a health club that’s been affected by such a disaster take to begin the recovery process?”

A: Responding to a national disaster is all about prioritization. The extent of the damage to both the club and the regions infrastructure will determine what these priorities are. You may have to go through a simple clean up or find new premises.

One thing that should be at the top of the list in all circumstances is staff. Make sure that they feel safe and their home life is as secure as possible. Not only will every staff member’s situation be different (some may be relatively unaffected, others may have lost their homes, or loved ones), but how they react to this will vary considerably. We all know how home life issues can distract people at work, and a natural disaster is an extreme case of this. Until people feel safe in their home life, their ability to constructively add value to any recovery process of a club is hindered, and the workplace may be one of the few places where any scene of normality takes place for some months.

Another important consideration is preparing for an insurance claim. Before starting any remedial work, photos should be taken and as much evidence recorded to support any insurance claim. For business more significantly affected, a loss of business, or business interruption claim may also need to be prepared, and this will often require substantial financial calculations to be made before a claim can be. Of course this assumes that the club has the correct type and level insurance – and it is a timely reminder to all to ensure that the club is insured for not only the likely, but the unlikely, and potentially catastrophic events. (After all until 2010 everyone knew that Christchurch was not on a fault line, and did not have large earthquakes. Oh how wrong we all were!)

Most clubs insure physical assets well, but many do not fully insure business interruption and more significantly, depopulation insurance (the terms used in different countries may vary – but any insurance broker should know these terms) – and unfortunately it’s too late once the disaster strikes.

A: From an insurance standpoint, be sure your facility is covered for disasters, before they strike.

If your club is in a flood zone, you will need to secure flood insurance. If your club is not in a flood zone you still have the ability to purchase flood insurance through the NFIP (National Flood Insurance Program). If your club is in an earthquake zone, you will want earthquake coverage. For wind damage caused by storms or tornadoes, ensure that your existing property and casualty insurance provides wind and hail coverage.

Property insurance covers building repair or replacement when damage is caused by the stated covered causes of loss. If your building is badly damaged or destroyed, it can take months to get running again. So be sure to secure business interruption insurance to pay your ongoing expenses while you get your business back on track.

Another disaster planning coverage is contingent business income coverage. This covers you for business income loss caused by the inability of a service you depend on to provide such service, such as a local power or water supply company.

Be sure that all your insurance is with an A+ rated company with the resources to actually pay your claim. There have been instances where lower-rated companies have been so burdened by claims that their ability to pay claims is jeopardized. This is not the case with an A+ rated company. It has the resources necessary to pay all claims.

A: The best way to emerge from a disaster is to prepare ahead of time. All membership and accounting data should be backed up at an off-site, secure location; you should have an up-to-date list of all your FFE items, especially fitness equipment (photos or videos are helpful); have an email data-base for your entire membership; assure adequate insurance to cover loss of income while you are rebuilding; have a Facebook Fans page, Twitter, and LinkedIn accounts. After a disaster, communication with your staff, members and the community is critical. Use email, phone chains, your social networking and local media to frequently update your plans.

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