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September 2024 
The Difference


Table of Contents

About Our Issue

Learning the Insurance Language

This issue marks our third installment in “The Difference” series. What started as a request from an agency for tools to assist in training their new hires has grown into a multi-year project. In addition to providing company specifics to assist your sales conversations and industry particulars to assist you in training new hires at your agency, we have transformed our articles to educate your clients as well.

We consistently get feedback that insureds wish to educate themselves prior to meetings with you so they may properly converse about their insurance needs. There is also increased demand for insurance education by those entering the healthcare field so they may properly evaluate employment offers and understand their obligations when it comes to insurance coverage.

Our collection in this year’s “The Difference” roundup focuses on some insurance basics—ratios, claims items, and the like—as well as some of the nuance associated with the healthcare profession.

As always, we are happy to take your requests for future articles. If there is a piece that would be particularly useful to your agency partners, or as a leave-behind for a meeting with your clients, send your queries to AskMarketing@ProAssurance.com.

Thank you.

 

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What's the Difference? Topics from ProVisions Past

This is our third annual “The Difference” issue of ProVisions magazine. Below you will find a selection of popular topics from our two previous issues.

From the February 2022 issue of ProVisions, “Do You See a Difference that Makes a Difference?”:

Long-tail vs. Short-tail

Long-tail insurance involves claims that may be made long after the end of the insured period. The claims traditionally involve a claim period that can be several years long. Short-tail claims are often resolved close to the occurrence that triggered the necessary coverage. Statutes of limitations vary by state and circumstance surrounding the claim; a general rule is that long-tail insurance business claims take a year or more to resolve, while a short-tail claim can be resolved in a year or less.

Standard vs. Specialty

Standard, or Physician, new business submissions route to Standard Underwriting when the submission has a gross primary premium that is less than $2M or has exposures in no more than two bordering states in a single Standard Underwriting region. New business submissions that are appropriate for routing to Specialty Underwriting include multi-state exposures in three or more states, multi-state exposures in two or more Standard Underwriting regions; accounts generating $2M or more of gross primary premium; accounts on Excess and Surplus lines; and accounts that are not physicians.

Hard vs. Soft Market

Soft markets are typically classified as times when the insurance industry sees losses stabilize and profits become more secure. Rates also traditionally decrease, and new carriers will enter the market. This creates price-based opportunities and increased competition. The medical professional liability market entered a soft market cycle in 2005 and saw the longest soft market cycle until COVID-19 shut down courts in 2020. A hard market cycle has attributes of less available insurance, tightening policy conditions, and increasing premiums. Rates increase to help minimize loss and maintain reserves; unprepared carriers who entered in more favorable conditions may exit the market; and coverage options decrease as policy conditions tighten. Medical malpractice claims can take years to resolve.

ALAE vs. ULAE

In the lifespan of a claim handled by any insurance company, there are cumulative costs known as loss adjustment expenses (LAE). Some LAEs are general and do not apply to a unique claim, while others are specific to a certain claim. Industry standards define expenses as allocated or unallocated. Examples of allocated loss adjustment expenses (ALAE) include claim-specific investigation costs, expert witness fees, and billable attorney fees. Unallocated loss adjustment expenses (ULAE) examples include claims personnel salaries and general office expenses.

Can Do vs. Have Done

MPL companies are ranked by their scale—market share at the national, regional, and local levels. There are very few MPL specialist companies at the national level (ProAssurance being one of them), but a majority of carriers dominate in their home state and only very occasionally write accounts elsewhere. There are a few companies trying to grow at the national level, but they may be at a disadvantage because they are up against the “can do vs. have done” comparison. Established national carriers have placed business in all 50 states, have decades of claims experience all over the country, and have specific (or tailored) products for different specialties, large healthcare entities, emerging medical procedures, etc. When choosing a carrier, it is important to consider whether they have a filing in a state to provide a certain kind of coverage; you also need to consider the depth of experience they have managing that type of business to help ensure a quality experience for the insured.

Publicly Traded vs. Mutuals

Publicly traded companies need to meet a higher standard of conduct due to additional regulatory requirements and become inherently transparent for consumers. With more transparency, a consumer can feel more confident in selecting a carrier, and an agent can be more comfortable when advising a client. Insurance companies owned by publicly traded companies also have additional financial capacity to weather market cycles due to more flexibility in accessing capital markets, investment banking opportunities, and other financial industry relationships. Publicly traded insurance companies also have a diversified board of directors. ProAssurance has physicians as well as legal and financial representation on its Board. There is also investor accountability. With this level of accountability, institutional investors are proficient in evaluating the business operations and performance of companies in their portfolios. This leads to investors having the ability to dig through financial statements and build valuation models. It also gives ProAssurance the chance to answer questions with transparency.

Patient Compensation Fund Programs

This is a program that provides excess medical liability insurance coverage for eligible healthcare providers. The patient compensation funds are supported by surcharges on the underlying coverage and vary state to state.

From the August 2023 issue of ProVisions.

Admitted vs. E&S

The greatest differences between admitted and Excess and Surplus (E&S)—or non-admitted—lines are the amount of regulation, the flexibility in writing policies, and the level of state involvement in guaranteeing coverage. Admitted insurance companies are licensed and authorized by each state’s insurance department. They are subject to all state insurance regulations and must be filed for specific rates, rules, and forms that can be used. E&S carriers are able to draft their own insurance contracts and do not submit their forms and rates to state regulators for approval. E&S carriers are required by many states to only write a policy if it has been rejected by admitted insurers. Carriers must meet certain financial and regulatory mandates in each state, and these requirements typically include the establishment of substantial surplus or demonstration of adequate reinsurance. States also require E&S carriers to disclose in the policy documents that the company is not covered by the state’s guaranty fund, and that their rates, rules, and forms have not been reviewed by the state’s insurance department.

Occurrence vs. Claims-Made

Occurrence policies cover incidents that occur during the policy period regardless of when they are reported. Tail coverage is not needed and is reflected in the higher premium charged for the coverage. However, the buyer’s coverage is restricted to the limits purchased during the policy period. A claims-made policy covers incidents that are reported or made during the active policy period. This includes on or after the retroactive date and before the policy expiration date. Tail coverage needs to be purchased to provide continuous protection for incidents reported after the policy expiration date.

Patient Compensation Funds vs. Joint Underwriting Association vs. Guaranty Funds

Patient compensation funds (PCF), joint underwriting associations (JUA), and guaranty funds are several resources managed by states to support stakeholders in the medical professional liability market. A PCF is state operated and provides excess medical liability insurance coverage for eligible healthcare providers. A JUA is a nonprofit risk-pooling association that is established by a state legislature in response to an availability crisis in specific types of insurance coverages. A guaranty fund is a state fund assuming responsibility for payment of covered claims to protect policyholders from “financial losses and delays in claims payments due to the insolvency of an insurance company.”

Risk Retention Group vs. Risk Purchasing Group

The primary differences between a risk retention group (RRG) and a risk purchasing group (RPG) are who bears the group’s risk and how they are regulated. Both groups are limited to placing liability coverage. A mutual RRG is a liability insurance company that is owned by its members. The NAIC describes RRGs as “allowing businesses with similar insurance needs to pool their risks and form an insurance company that they operate under state regulated guidelines.” An RRG bears the liability risks of the group’s members. RRGs operate under the applicable laws and regulations of their state as well as the federal Liability Risk Retention Act (LRRA). An RRG can also write directly in a non-domiciled state without obtaining a license by completing a registration process. An RPG is a group of insureds engaged in similar business or activities authorized to purchase insurance coverage from a commercial insurer. RPGs are traditionally formed to pool purchasing power of their members to negotiate favorable terms with insurance carriers. Because RPGs operate as purchasing entities under LRRA but not as insurers themselves, they are also not subject to state insurance laws.

Shared vs. Separate Limits

The difference between shared limits and separate limits is how these options determine how the coverage limits of the policy are available to its individual insureds. Separate limits allow the entity, each insured, or both to have coverage up to the full limits of the policy. Shared limits typically mean having a single limit covering the organization and the individual insureds on the policy.

ABSA vs. LPS

The Annual Baseline Self-Assessment (ABSA) is the online assessment created by the ProAssurance MPL Risk Management team for a medical practice. The results are benchmarked, and the practice then receives a customized report showing areas where the practice is excelling and opportunities to improve. The Loss Prevention Seminar, or LPS, is an annual risk management program offered to ProAssurance insureds for CME and premium discounts. This material is changed every year.

Claim Status Terminology

Incident Date: The day the alleged injury, death, or adverse event occurred. This can also be known as the occurrence or accident date. This is what leads to the individual’s complaint or claim.

First Notice or First Notice of Loss: The traditional first step of the claims process and concerns the first report made to the insurance provider after the claimant’s alleged loss. It should be noted that this is not a lawsuit or demand of monetary recovery but an alert of potential claim.

Claim: Unless defined otherwise in an insurance policy, a written or oral demand for compensation (money or services) made by a patient or patient representative for a perceived damage or loss.

Lawsuit: In the MPL space, a complaint or action initiated by a patient or patient representative and filed in the respective court system that demands recovery of damages for a perceived damage or loss.

CombinedRatioFix

Combined vs. Expense Ratios

Insurance companies can use simple calculations to measure their profitability and glean a clearer picture of their financial health regarding revenues and losses. The combined ratio and expense ratio are two such examples.

A combined ratio is a measure of underwriting profitability that gauges an insurance company’s performance in daily operations for a given period. It measures the insurer’s losses (paid claims and reserves) and expenses (operating costs) against earned premiums collected from policies. This reveals a percentage that indicates the efficiency of underwriting and management and the ability of a company to drive growth and earn profit.

The combined ratio is found by taking the sum of incurred losses (related to evaluating, defending, and paying claims) and operational expenses (underwriting costs, employee salaries, advertising, commissions, etc.) and dividing that by the earned net premium of new and recurring business.

CombinedRatio

For example, one insurer collects and earns $4,000 in policy premiums, pays out $2,400 in claims, and has $1,000 in operational expenses. The combined ratio would be $3,400 (losses plus expenses) divided by the $4,000 in earned premium, or 85%.

A combined ratio below 100% indicates a company making an underwriting profit. A ratio above 100% indicates the company pays more money in claims and expenses than it receives from premiums. The above example shows a company making a profit.

This ratio is not the only indicator of a company’s drive toward profitability or unprofitability, though many insurers consider it the best indicator as it does not account for investment income. A company with a high combined ratio could still make profit through investments.1

Another measure, the expense ratio, indicates how efficiently a company uses its resources to pay expenses, comparing an insurer’s expenses to what it can expect to receive in revenues.2 This ratio shows how much premium is used to attain, underwrite and service policies.3 In other words, how expensive is it for an insurer to operate its business? The expense ratio is found by dividing the underwriting expenses (underwriting costs, employee salaries, advertising, commissions, etc.) by net earned premiums.2

ExpenseRatio

Like the combined ratio, this calculation does not factor in gains and losses made through investments. It also does not include incurred losses related to claims payments and reserves on policies written. The higher the expense ratio, the lower the net returns will be. A ratio under 100% indicates a company writing more premiums than it pays in underwriting expenses.2

Using the same company above as an example, total expenses ($1,000) divided by earned premiums ($4,000) gives an expense ratio of 25%.

References

1. Adam Hayes, “Combined Ratio: Definition, What It Measures, Formula, Examples,” Investopedia, July 31, 2020, https://www.investopedia.com/terms/c/combinedratio.asp

2. Andrew Sebastian, “What Is the Expense Ratio in the Insurance Industry?” Investopedia, September 12, 2023, https://www.investopedia.com/ask/answers/102915/what-expense-ratio-insurance-industry.asp#

3. National Association of Insurance Commissioners, “Glossary of Insurance Terms,” accessed August 2024, https://content.naic.org/consumer_glossary#C
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Reporting Year vs. Accident Year

Understanding the distinction between a reporting year and an accident year is crucial in the insurance industry for lines of business like medical professional liability (MPL).

In general, these terms and others, like fiscal year or calendar year, refer to the grouping or organization of business data (earnings and losses) for a certain period of time for comparison and analysis. Businesses may choose a year, quarter, month, or any other established timeframe that gives them the best view of their financial picture and allows them to assess company profitability and performance.1,2

What is the significance of “accident year” and “reporting year” in MPL insurance? As noted, these terms represent a method of collecting financial data. They also reference two medical malpractice policy types: claims-made and occurrence.

ClaimsMadeGraphic

A reporting year is a 12-month period that includes the report date, or the day on which an alleged incident preceding a claim, incident report, or lawsuit was reported to an insurance company, regardless of when the incident occurred.3

In claims-made coverage, a provider is covered against any claims reported within policy active dates (on or after the retroactive date—the first day of coverage—and before the expiration date).4 Accounting for a reporting year would compare losses reported in that 12-month period against premiums earned to determine profit, or whether premiums exceeded losses and expenses.

OccurrenceGraphic

An accident year refers to any 12-month period during which incidents and losses occurred and insurance policy premiums were earned, regardless of when those losses were reported.5

An occurrence policy covers an insured for incidents that occur within the policy active dates. Accounting for accident year July 2023 to June 2024, for example, would compare the losses that occurred within these dates to the premiums earned, to determine profit.4,5

Some confusion may arise when considering a calendar year, the period commonly recognized as January 1 through December 31. A calendar year comprises an individual’s or business’s financial information (payments and transactions, losses and revenues) for accounting and tax filing.6

Most MPL claim payment transactions will show up later than the reporting and accident year data and will be represented in calendar year data. For example, when an MPL insurance company views financial information for calendar year 2023, they would see all policy-related transactions, premiums, and paid claims that were processed in that year, regardless of when the associated losses occurred or claims were reported. These transactions can represent multiple policy periods from previous years due to the time it would take to investigate, settle, and eventually pay the claim.

References

1. Will Kenton, “Accounting Period: What It Is, How It Works, Types, and Requirements,” Investopedia, September 28, 2022, https://www.investopedia.com/terms/a/accountingperiod.asp

2. “Insurance Definitions: Accident year data,” International Risk Management Institute (IRMI), accessed August 21, 2024, https://www.irmi.com/term/insurance-definitions/accident-year-data

3. “Medical Professional Liability Terminology: Report Date,” ProAssurance, accessed September 6, 2024, https://proassurance.com/knowledge-center/medical-professional-liability-terminology

4. “Tail Coverage: Claims-Made vs. Occurrence Coverage,” ProAssurance, accessed September 6, 2024, https://proassurance.com/tail-coverage

5. Will Kenton, “Accident Year Experience: Meaning, Overview, Calculation,” Investopedia, March 26, 2022, https://www.investopedia.com/terms/a/accident-year-experience.asp

6. Will Kenton, “Calendar Year Meaning vs. Fiscal Year, Pros & Cons,” Investopedia, February 11, 2022, https://www.investopedia.com/terms/c/calendaryear.asp

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Unpacking Premiums:

Direct Written Premium vs. Earned Premium vs. Net Premium Earned

Different types of premiums will impact operations and financial reporting. The terms direct written premium, earned premium, and net premium each represent distinct aspects of the premium cycle. Let’s break down these terms and their implications.

Direct Written Premium

Direct written premium (DWP) refers to the total premiums an insurance company collects from policyholders, without adjustments for amounts ceded to reinsurers. It includes all premiums recorded within a year, minus any returned premiums. This figure reflects the gross income an insurance company generates from its policies before any reinsurance. In short, direct written premiums are the total amounts insurance companies charge for their policies. These do not account for any amounts transferred to other insurers (reinsurers). A high amount of direct premiums written generally indicates a strong financial position for the insurance company, assuming the pricing is adequate. Understanding DWP helps gauge an insurance company’s financial stability, which is useful when choosing an insurer.

Earned Premium

Earned premium is the portion of insurance premiums that an insurer has earned over time, based on the coverage period that has passed. It represents the amount the insurer can keep for the time the policy has been in effect. Once earned, the amount is non-refundable, even if the policy is canceled. Earned premiums contribute to an insurer’s profit by reducing their potential payout obligations. Insurers aim to maximize profits by managing risks and minimizing claims payments. Conversely, unearned premiums are those that an insurer has collected but not yet earned, often returned if the policy is canceled early.

Net Premium Earned

Net premium earned represents the adjusted amount of premiums an insurance company recognizes as earned over a specific period, accounting for changes in unearned premiums. This adjustment reflects the premiums earned throughout the year, after accounting for any premiums that are unearned at the start or end of the year. Net premium earned is calculated by subtracting unearned premium from written premium, reflecting the revenue earned during the accounting period. Insurance companies often use reinsurance to manage risk, which affects the calculation of net premiums. Gross premiums written represent the total premiums expected over the policy’s life, while net premiums written are the gross premiums minus reinsurance costs.

References

“Direct Premium Written,” USA Coverage: Insurance Learning Center, https://www.usacoverage.com/direct-premium-written.html

“Earned Premium,” USA Coverage: Insurance Learning Center, https://www.usacoverage.com/earned-premium.html

“Net Premiums Earned,” USA Coverage: Insurance Learning Center, https://www.usacoverage.com/life-insurance/net-premiums-earned.html

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Medical Licensing: What’s the Difference?

When pursuing healthcare as a patient or a career, it can be a bit daunting sorting through the various licenses and specialties. MD, DO, NP, RN, LPN ... what’s the difference? While licensing regulations and medical board standards vary by state, we’ll attempt to sort out some of the major differences between the various healthcare providers. 

Medical Doctor vs. Doctor of Osteopathic Medicine

Doctors of medicine (MD) and doctors of osteopathic medicine (DO) receive the most extensive training among healthcare professionals. They both have the same responsibilities and privileges in treating patients, can prescribe medication, and can practice independently. Each receives a four-year undergraduate degree, attends four years of medical school (MD) or college of osteopathic medicine (DO), and completes three to seven years of residency training after receiving a medical degree. Some MDs and DOs also go on to fellowships to train in a specialty. 

Both MDs and DOs diagnose and treat acute and chronic illnesses. Where they differ is in their approach to medicine. An MD focuses on the diagnosis and treatment of diseases, observing symptoms, and treating them directly. While a DO uses some of those same methods, they take a more holistic approach, considering the entire body system, nutrition, and everyday environment as factors in patient health. A DO must also take additional hours of training in the skill of osteopathic manipulative treatment (OMT) to learn how the bones, nerves, and muscles work together and influence health.1 

Advanced Practice Providers

Advanced practice provider (APP) is a broad category rather than a specific medical license. APPs include physician assistants (PAs) and advanced practice registered nurses (APRNs), among others. The roles of the different APPs are similar and often overlap with physicians, although their duties such as prescribing privileges and practicing independently vary by state. Depending on the specific APP license, the education requirement could be as short as six years (a bachelor’s degree and a master’s degree).2 

Physician Assistant (PA): PAs have extensive medical training to diagnose illness, develop and manage treatment plans, prescribe medications, perform procedures, and serve as a patient’s primary healthcare provider. Most PAs have a four-year undergraduate degree and an additional two to three years of postgraduate education. They often work on a team of physicians and have a degree of independence in their practice. They can meet with patients independently but must always consult with a physician regarding patient care including treatment plans, prescribing, and when performing procedures.1 

Advanced Practice Registered Nurse (APRN): An APRN is a registered nurse with additional education, training, and certification. They obtain a Master of Science or doctoral degree as well as advanced clinical training and a specialty certification. As a registered nurse, an APRN can perform any of an RN’s roles and (depending on the state) some roles more traditionally reserved for MDs or DOs, such as diagnosing and treating patients, prescribing medication, and serving as a patient’s main healthcare provider. The full scope of practice for the various APRNs depends on state licensing regulations. For example, some states require the supervision of a physician to prescribe medication, while in other states they can prescribe medication and practice independently.1 

The four APRN specialties are:3 

  • Certified Nurse Practitioner (CNP) 
  • Certified Registered Nurse Anesthetist (CRNA) 
  • Clinical Nurse Specialist (CNS) 
  • Certified Nurse Midwife (CNM) 
General Nursing Licenses

Licensed Practical Nurse (LPN) and Licensed Vocational Nurse (LVN): LPN and LVN are interchangeable as to their roles but have different titles based on state regulations. Both have the same level of education—about a year of nursing education—and generally perform less technical skills than do registered nurses or APPs, including tasks like taking vitals and observing patients under the supervision of a registered nurse or physician.1,3 

Registered Nurse (RN): An RN obtains a four-year nursing degree and has passed a licensing exam. They can provide direct patient care in inpatient and outpatient settings and are often in charge of monitoring patients, taking vital signs, administering medications, and documenting patient history.1 

Other Disciplines

Doctor of Dental Surgery (DDS) vs. Doctor of Dental Medicine (DMD): DDS and DMD are equivalent degrees. Dental schools determine which degree is awarded, but both degrees use the same curriculum requirements and perform the same range of services. Education levels required to become a DDS or DMD include three or more years of undergraduate education and four years of dental school.4 

Doctor of Podiatric Medicine (DPM): Podiatric doctors focus on examining, diagnosing, and treating issues that affect the lower extremities. They can perform surgery and prescribe medication and medical devices. A podiatrist’s education and training require a doctoral degree and residency. Some also choose additional fellowship training.5 

Doctor of Chiropractic (DC): Doctors of chiropractic treat the neuromusculoskeletal system and focus on the body’s ability to self-heal. They study similar subjects, earn a doctoral degree, pass a board exam, and obtain a license to practice. Doctoral programs include supervised hands-on experience.6 

References 1. “MD, DO, PA, NP, MA and More: What Do These Letters Mean?” Banner Health, https://www.bannerhealth.com/healthcareblog/teach-me/md-do-pa-np-ma-and-more-what-these-letters-mean 
2. “Difference Between Advanced-Practice Providers and Physicians” ProspectiveDoctor, https://www.prospectivedoctor.com/difference-between-advanced-practice-providers-and-physicians/ 
3. “Levels of Nursing & Ranks Explained,” Nurse.org, https://nurse.org/education/nursing-hierarchy-guide/
4. “What Are the Difference Between DDS and DMD?” MouthHealthy, https://www.mouthhealthy.org/all-topics-a-z/dds-and-dmd 
5. “Podiatrist,” Cleveland Clinic, https://my.clevelandclinic.org/health/articles/podiatrist
6. “Chiropractor,” WebMD, https://www.webmd.com/a-to-z-guides/chiropractor
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Policy Limits: Incident vs. Aggregate

Policy limits are the maximum amounts an insurance company will pay out for claims. These limits fall into two categories:

  • Incident Limit: The maximum amount payable for a single covered incident.
  • Aggregate Limit: The maximum amount payable for all covered claims during the policy period.
Incident Limits

Incident limits, also known as per-occurrence limits, refer to the maximum amount an insurer will pay for a single claim or incident. This limit applies to each individual event or occurrence that triggers a claim regardless of how many claims are made during the policy period. For example, with a $1 million occurrence limit, the insurer will cover up to $1 million for each individual claim.

Key aspects of incident limits include:

  • Renewal: The occurrence limit resets with each policy period, allowing for payment for new covered claims up to the limit for each incident within the term.
  • Coverage Specificity: Not all incidents are covered, so it’s important to review the policy details to ensure it covers the types of events an insured might face.
  • Premiums: Policies with higher incident limits generally cost more. Balancing the cost with the necessary coverage level is crucial.

Incident limits are detailed in the policy and provide clear coverage amounts for each claim. Some policies may also have sub-limits for specific types of damages. Deductibles, co-insurance, and other policy features can affect the total payout. For instance, a $10,000 deductible would reduce the insurer’s payout by that amount for each claim.

Incident limits provide straightforward coverage for each event without worrying about a total cap. They are generally easy to understand, as they cover single events without tracking multiple claims. Insureds are limited to the coverage amount for each incident, however, without the broader coverage options available with aggregate limits. If a single claim exceeds the incident limit, the policyholder will have to cover the excess cost.

Aggregate Limits

An aggregate limit is the maximum amount an insurer will pay for all covered claims during a policy period. Unlike an occurrence limit, which caps the payout for a single claim, the aggregate limit covers the total payout for all covered claims combined.

Key aspects of aggregate limits include:

  • Coverage Caps: The aggregate limit caps the total amount the insurer will pay for multiple claims within a policy period. For example, if the limit is $1 million and multiple claims of $500,000 each are made, the insurer will pay up to the $1 million limit.
  • Policy Variations: Aggregate limits vary by policy and insurer—some insurance policies may have lower limits than others. Higher-risk entities may have lower aggregate limits due to increased risk.
  • Business Impact: Aggregate limits are particularly significant for practices with multiple potential claims. Knowing the limit helps in managing risk and ensuring adequate coverage.
  • Combination: Some policies include both an aggregate limit and a per-incident limit, where the per-incident limit applies to each claim, and the aggregate limit applies to the total payout for all claims during the policy period.

The aggregate limit is often a multiple of the per-incident limit. For example, a policy with a $500,000 per-incident limit might have a $1.5 million aggregate limit. Reinsurance may impact aggregate limits, potentially allowing insurers to offer higher limits by sharing risk with other insurers.

With the capped total coverage amount of an aggregate limit, policyholders can better estimate and manage their potential insurance costs. They are also suitable for low-risk scenarios where the likelihood of multiple claims is minimal. However, once the aggregate limit is reached, no further claims will be covered during the policy period, potentially leaving policyholders exposed.

Choosing between incident and aggregate limits depends on your coverage needs and risk profile. Incident limits are beneficial for clear, manageable coverage for individual incidents, while aggregate limits offer broader protection for multiple claims over the policy period.

Reference

“Aggregate Limit vs. Occurrence Limit: Decoding Insurance Terminology,” Faster Capital, https://fastercapital.com/content/Aggregate-Limit-vs--Occurrence-Limit--Decoding-Insurance-Terminology.html

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Bad Faith (First vs. Third Party)

A medical professional liability policy represents a contractual agreement between an insurance company and its policyholder. In this agreement the insured pays a premium, and the insurer provides them with financial protections in the event of a claim. The insurance company is expected to fulfill certain duties on behalf of their policyholder in a fair and reasonable manner, and in good faith. These duties include properly investigating a claim made against the policyholder and defending that person if the claim is covered in their policy. The insurer will pay associated settlement costs, court-related expenses, and court-ordered damages, and should evaluate settling a case if a reasonable settlement is possible and warranted. This helps protect the insured from out-of-pocket losses that may result if there is a lawsuit.1

If the insurance carrier fails to meet these obligations when handling a claim for their client, or exhibits any of the below behaviors, they may be acting in bad faith:1,2

  • Denying a claim that clearly should be covered, without reasonable justification
  • Refusing to investigate a claim—or conducting an investigation of a claim—without good reason
  • Misrepresenting policy terms and language, or nondisclosure of policy provisions or exclusions, to avoid payment of a claim
  • Not considering evidence suggesting a claim should be covered and instead seeking justification for denial of the claim
  • Refusal to settle a case (as requested by the policyholder) when a policyholder is clearly liable, and making that insured person vulnerable to a lawsuit and potential damages exceeding policy limits
  • Exhibiting other actions to deliberately avoid obligations under the insurance policy

When an insured makes a claim with their own insurance company, requesting payment for a covered loss, this is known as a first-party claim. If the insurance company fails to fulfill its contractual duties or does not process a claim in a fair or appropriate manner, the insured can file a claim of first-party bad faith against that insurer. An insured may be able to recover compensation for resulting financial losses, court fees, statutory penalties, even emotional distress. These awards vary depending on state law, common law rules for jurisdictions, the nature of the insurance company’s misconduct, and the type of loss.1

When a third party (someone other than the policyholder or their insurance company) makes a claim against that person’s insurer under the policy, this is known as a third-party bad faith claim. The claimant may have been injured by the policyholder, for example, and is alleging that the policyholder’s insurer did not appropriately handle their claim, perhaps by failing to provide full or adequate compensation. It is the duty of the insurance company to defend the insured person, not the third-party claimant. However, they still have an obligation to properly investigate and resolve that person’s claim in a reasonable manner.1

Proving bad faith is not always simple or straightforward, and the exact terms of bad faith do vary by state. An insurance company does reserve the right to deny a claim when it is clear the loss is not covered in a policy. That insurer must, however, provide justification for it.1 State laws are intended to help protect consumers from unfair claims practices and ensure an insured receives the benefits and coverage for which they are entitled.1,2 Many states do require proof of intentional, purposeful, or egregious action on the part of the insurer for a wrongful denial, to establish that bad faith has occurred.1 A simple mistake in claim handling would not constitute bad faith. Neither would a difference of opinion between the policyholder and adjuster regarding a loss amount, unless the adjuster cannot provide reasonable support for their findings.2

References 1. Christy Bieber, “What Is a Bad Faith Insurance Claim?” Forbes, September 8, 2023, https://www.forbes.com/advisor/legal/personal-injury/bad-faith-insurance/
2. Julia Kagan, “What Is Bad Faith Insurance and How Companies Can Act,” Investopedia, April 20, 2023, https://www.investopedia.com/terms/b/bad-faith-insurance.asp
3. “Insurance Bad Faith and Related Topics,” FindLaw, last reviewed October 31, 2017, https://corporate.findlaw.com/corporate-governance/insurance-bad-faith-and-related-topics.html
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Mitigation: Avoidance vs. Prevention vs. Reduction

While there is inherent risk when providing healthcare, there are risk mitigation strategies that—if applied—may help reduce the exposure, aka, risk. None of these strategies are perfect, and different risk scenarios may be best addressed with different strategies or with more than one strategy in combination. There is also overlap in the strategies. Risk mitigation often overlaps with risk reduction but may also include measures to manage and control risks once they do occur. Proactive measures and risk management tools often involve one or more of these strategies.

  • Avoidance seeks to eliminate potential risks before they can impact patients or organizations. Avoidance is also not always possible, though. For example, it would not be practical for an ob-gyn to cease treating pregnant women to avoid the risk of birth injuries. (risk management tools: policies and procedures)
  • Prevention is the process of avoiding or impeding actions that could result in an adverse event. It focuses on eliminating or significantly reducing adverse events, identifying the risks, and then implementing strategies to prevent the risk from materializing. (risk management tools: risk assessment, SBAR tool, standardizing processes and procedures, staff training and education, medication management, infection prevention safety, using data analytics)
  • Reduction involves lessening the likelihood and severity of an adverse event; it accepts that some level of risk is inevitable and focuses on minimizing its impact. (risk management tools: ongoing education and training, monitoring, and continuous improvement)
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Product differentiation:

Introducing ProAssurance’s New Automated Quote-to-Bind Platform

ProAssurance is pleased to announce the upcoming launch of our cutting-edge automated quote-to-bind platform. This tool will be available to our partners via our new secure portal later this year. Simply sign in, select get a quote, and fill out a short application to get a bindable quote within minutes of completion.

The core elements of our vision to be the Carrier of Choice for our partners and insureds include innovation, consistency, responsiveness, and customer experience. Automation helps us strive toward each of these goals. Allowing you to quote and bind business instantaneously will increase efficiency and speed in managing smaller accounts—allowing you to better allocate your resources toward business opportunities that require a more specialized touch.

Our first product on this innovative platform is DentistCare, a trusted insurance solution specifically designed for dental professionals.

For over 25 years, the DentistCare program has been a leader in providing comprehensive coverage to thousands of dentists. With our automated quote-to-bind platform, we are taking this commitment to the next level by offering a streamlined, efficient, and user-friendly experience that simplifies the insurance buying process.

Thank you for your continued partnership with ProAssurance. We are dedicated to delivering world-class service and support, and our new insurtech initiatives reflect our desire to make it faster and easier for you to do business with us.

Stay tuned for additional updates on the initial launch and announcements as we continually add classes of business to this exciting platform.

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Reinsurance Capital Predicted to Grow Again in 2024

Dedicated global reinsurance capital is expected to grow more than 9% by the end of 2024 to between $620 billion and $625 billion, according to a report by AM Best released August 23, 2024. Traditional reinsurance capital is expected to grow 10%, and third-party capital, which includes insurance-linked securities, is expected to grow between 5% and 10%. This follows a 7.2% increase in global reinsurance capital in 2023, including a 13.9% increase in traditional capital, according to Best. (Business Insurance)

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Telehealth Utilization Trends Vary Across Specialties

New research shows that telehealth use varied widely by specialty type after the peak of the COVID-19 pandemic, with telehealth utilization remaining high within mental healthcare and waning within cardiology. Published in npj Digital Medicine, the study assessed telehealth utilization across various medical specialties as well as telehealth disparities. Telehealth utilization has undergone significant ups and downs in the last four years. According to Epic Research, telehealth use encompassed less than 1% of all visits in 2019, then jumped to 31.2% in the second quarter of 2020 before dropping to 5.8% in the third quarter of 2023. (TechTarget)

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4 Ways to Prep for Where Healthcare Will Be Delivered in 2035

Technology will continue to get faster, cheaper, and smarter. So-called “ultra intelligence” artificial intelligence (AI) supercomputers this year are expected to possess four times more parametric capacity than the human brain and be nearly 10 times faster in the number of computations that can be run every second. As for how the field will be impacted by the rapidly evolving tech landscape, the consultancy Oliver Wyman recently published an analysis as a follow-up to its Designing for 2035 report. (American Hospital Association)

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Healthiest Communities Rankings

The U.S. News Healthiest Communities rankings measure crucial health-related components of society with the aim of empowering citizens, healthcare leaders, and officials to make decisions about policies and practices that can improve health outcomes for all. Guided by a pioneering framework developed by a committee appointed to advise the U.S. Department of Health and Human Services, the project scores nearly 3,000 counties on 92 indicators across 10 categories that drive overall community health. Population health and equity are the most heavily weighted categories, based on the assessments of more than a dozen leading experts on what matters most to a community’s health. (U.S. News & World Report)

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COVID-19 Falls to No. 10 Cause of Death in U.S.

There were nearly 3.1 million deaths last year in the U.S., down from 3.3 million in 2022. For many years before the pandemic, deaths usually rose year-to-year, in part because the nation’s population grows. COVID-19 accelerated that trend, making 2021 the deadliest in U.S. history at 3.4 million deaths. But the number dropped in 2022 as the pandemic ebbed. (AP News)

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Understanding Robotic Surgery: Why It’s a Game-Changer in Modern Medicine

Robotic surgery is a type of minimally invasive surgery that has revolutionized the medical field, offering precision, flexibility, and control that can surpass traditional surgical techniques. As technology continues to advance, the capabilities of robotic-assisted surgeries expand, providing new possibilities for patient care and treatment outcomes. Robotic surgery is used in many types of surgeries, from hernia repair to colorectal surgery to heart surgery and more. (Baylor College of Medicine)

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From Numbers to Narrative: The Case for Using Case Studies Alongside Data

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Physicians and other healthcare professionals resist change. As an MPL agent, your goal of persuading them of ProAssurance’s superior coverage and benefits conflicts with their tendency to keep things the same.

How do you resolve this? Do you attempt to hammer them into submission with data and numbers, or do you incorporate the power of case studies and real-life scenarios?

Each has the power to influence healthcare decision-makers on its own, but the combination can be almost irresistible.

The Power of Numbers

Statistics can paint a compelling picture of risk and liability when selling MPL insurance.

You can cite industry trends, claim rates, and settlement amounts to demonstrate the need for comprehensive coverage. Physicians understand the language of probabilities and outcomes.

But here’s the catch: numbers alone might not drive the point home. Physicians are inundated with data in their daily practice, from patient charts to research studies. How do you get their attention when they’re already drowning in statistics?

Enter the Case Study

Doctors may ignore data, but they always pay attention to stories about their colleagues who faced situations they would like to avoid. For instance, a physician may easily dismiss data such as “A study conducted by the AMA revealed that in 2022, 31.2% of physicians reported being sued in their careers to date.1I have seen doctors instantly dismiss similar statistics and respond, “That sounds about right.” However, if you refer to a case study such as, “I want to get your thoughts about a respected urologist in a multi specialty practice similar to yours, whose career was derailed by a single lawsuit,” they’ll likely want to know more.

However, not all case studies are created equal. Before using them in your sales approach, ask yourself:

  • Is It Relevant? The case study should align closely with the prospect’s specialty or practice.
  • Is It Compelling? Does the story resonate with the prospect emotionally? Can they see themselves in that situation?
  • Is It Authentic? Prove that the story actually took place by citing a reputable reference. This makes it more than just anecdotal.

Putting It All Together: A Case Study

Here’s a hypothetical example an MPL agent might share with a prospect combining data and a case study:

Orthopedic adult reconstruction surgeons are twice as likely to be sued for malpractice than other doctors, with approximately 75% of joint surgeons having been sued at least once in their careers, and more than 50% of lawsuits taking place in the first 10 years of their practice.2 Here’s a case study about a highly regarded surgeon whose patient developed a rare infection that ultimately required an above-knee amputation (AK). He always thought his MPL coverage was adequate, yet the ensuing lawsuit cost him money and caused him untold stress. Two or three surgeons out of every 10 I talk to are in a similar situation. Can we take a minute to ensure your coverage is adequate?

As an MPL agent, you understand the importance of communicating the risk of potential lawsuits and damages to physicians. By combining data with a compelling case study, you convey the emotional impact of inadequate coverage and help prospects and clients make informed decisions. So the next time you share data with a physician or other HCP, don’t forget to add the powerful tool of case studies—and show them how ProAssurance coverage helps deliver one of the best emotions: peace of mind.

References 1. Jose R. Guardado, “Medical Liability Claim Frequency Among U.S. Physicians,” AMA Policy Research Perspectives, 2023, https://www.ama-assn.org/system/files/policy-research-perspective-medical-liability-claim-frequency.pdf
2. Mehmet Mesut Sönmez, MD, “Malpractice Litigation After Total Hip Arthroplasty: A Legal 10-Year Database,” ResearchGate, 2023, https://www.researchgate.net/publication/371143888_Malpractice_litigation_after_total_hip_arthroplasty_A_legal_10-year_database

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Written by Mace Horoff of Medical Sales Performance.

Mace Horoff is a representative of Sales Pilot.  He helps sales teams and individual representatives who sell medical devices, pharmaceuticals, biotechnology, healthcare services, and other healthcare-related products to sell more and earn more by employing a specialized healthcare system.

Have a topic you’d like to see covered? Email your suggestions to AskMarketing@ProAssurance.com.

 

ABSA Insights

ABSA Early Results Shed Light on Importance of Emergency Preparedness Training

Since the Annual Baseline Self-Assessment (ABSA) launch in January 2024, more than 400 medical practices have started the self-assessment process, with more than 2,200 individuals completing the survey tool. This influx of data is providing valuable insights for our Risk Management team, highlighting ways we can better support medical offices in their risk management efforts.

One significant finding from the early assessment results points to an opportunity for improvement in emergency preparedness. Specifically, for many offices emergency drills are not being conducted regularly, with nearly one-third of respondents reporting they have not participated in a drill recently. Regular drills ensure medical office staff are ready to respond effectively to emergencies, safeguarding patients and staff.

As we continue to gather and analyze data, we aim to address these gaps and enhance our support for medical practices, helping them to maintain high safety and preparedness standards.

ABSAChartUpdateGuidance for Agency Partners

In speaking with clients, insurance brokers should start by simply understanding if emergency preparedness is established at each insured location. If this is not on your client’s radar, making them aware of carrier resources—whether downloading materials or speaking with a consultant—and recommending they create or improve a plan is the way to start. Understand that there may be additional regulatory requirements based on the services being provided, or that a failure to meet specific standards could harm the defense of an allegation should a patient safety issue arise.

For resources on emergency planning, visit RiskManagement.ProAssurance.com/RM-Guidelines#Natural.
For information on the ABSA, visit RiskManagement.ProAssurance.com/ABSA.

About ABSA Insights

ABSA Insights shares anonymous data gathered from ProAssurance’s Annual Baseline Self-Assessment—allowing the Risk Management team to share trends, points of interest, or potential areas of improvement with you and your clients.

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