Peter Winterburn:
Hello and welcome to the Five for 20 Senior Living podcast from CAC Group. I'm your host, Peter Winterburn. Today, we have a special guest, Erica Holman. Erica is a risk manager here at CAC and a licensed nursing home administrator. She’s worked in senior care for about 30 years and brings tremendous hands-on experience.
She’s a dynamite risk manager, helping operators and clients across CAC. This show covers five questions in 20 minutes—quick insights into what’s happening in senior living and healthcare. Today, we’re focusing on risk management.
Peter:
Erica, tell us a bit about your role and background.
Erica Holman:
Thanks, Peter. Like you, I was hired by CAC Specialty to bring real, hands-on expertise. I’ve worked in distressed facilities, served as a mediator, and bring clinical, operational, and crisis management experience. Think of me as a Swiss Army knife—ready to help hands-on or refer to experts. I’m available 24/7 for our clients when something goes wrong.
Peter:
When building or refreshing a risk management program, what’s your advice?
Erica:
Start by assessing how the organization handles complaints—especially around abuse, neglect, and negligence. Look at past issues or losses, then prioritize accordingly. From there, focus on policies, procedures, and incident reviews. And always consult legal counsel from the beginning. They’re essential partners.
Peter:
And that includes documenting the systems, right?
Erica:
Absolutely. Documentation needs to be airtight. Legal counsel should help craft the right language and structure to support compliance and defense if a claim arises. It's also vital for regulatory success.
Peter:
What were your interactions like with legal teams during your time as an administrator?
Erica:
I worked with attorneys proactively—not just when something went wrong. We’d review compliance programs, incident responses, and risk strategies regularly. That partnership saved time, money, and heartache down the road.
Peter:
What are the biggest barriers to creating a strong risk management program?
Erica:
The biggest myth is that there’s “no time.” A good program actually saves time. The other is siloed thinking—teams need to collaborate. Risk management requires full buy-in.
Peter:
Lack of stakeholder engagement really does short-circuit programs. It starts with the administrator building a collaborative, accountable culture.
Erica:
Exactly. I remember visiting a skilled nursing center where even housekeeping helped investigate falls. That team had incredible buy-in, and their root cause analyses were spot-on.
Peter:
Same here. I could walk into a facility and instantly sense whether it had a culture of cooperation or fear. Execution is key—and that’s a leadership responsibility.
Erica:
Yes. People need to feel safe admitting mistakes. Otherwise, nothing improves.
Peter:
How does risk management tie into QA, compliance, and ethics?
Erica:
They’re all interconnected. A strong QA program aligns naturally with risk management. Compliance and ethics cover equipment reviews, policies, and external accountability. Risk is woven into every element.
Peter:
And legal protection varies by state, so it's important to structure these programs with legal support to keep QA discussions privileged and protected.
Erica:
Right. Legal counsel helps ensure sensitive info stays protected. It’s all part of keeping residents and staff safe.
Peter:
Final question—how do you know a program is working?
Erica:
When the team is proactive. Are they reporting problems before they escalate? Are they engaged and accountable? A strong culture leads to better morale and outcomes.
Peter:
Well said. Everything ties back to culture. When you see strong documentation, helpful admissions processes, and consistent follow-through, that’s when you know it’s working.
Erica:
Absolutely.
Peter:
Thanks, Erica. And thank you all for listening to Five for 20 from CAC Group. See you next time.