HomeMy WebLinkAbout4.a. Fiscal Year 2017-18 Risk Management Annual Report Page 1 of 47
Item 4.a.
,,fICCE TR L SAN
CENTRAL CONTRA COSTA SANITARY DISTRICT
October 9, 2018
TO: ADMINISTRATION COMMITTEE
FROM: SHARI DEUTSCH, RISK MANAGEMENT ADMINISTRATOR
REVIEWED BY: PHILIP R. LEI BER, DIRECTOR OF FINANCE AND ADMINISTRATION
SUBJECT: FISCAL YEAR 2017-18 RISK MANAGEMENT ANNUAL REPORT
Attached is the Fiscal Year 2017-18 Risk Management Annual Report and the Fiscal Year 2017-18 Risk
Management Annual Report Presentation.
GOAL TWO: Strive to Meet Regulatory Requirements
Strategy 2- Strive to minimize the number of sanitary sewer overflows, Strategy 3- Comply with all federal, state, and
local regulations related to District administration
GOAL THREE:Be a Fiscally Sound and Effective Water Sector Utility
Strategy 2- Manage costs
GOAL FOUR: Develop and retain a highly trained and innovative workforce
Strategy 3- Meet or exceed industry safety standards
GOAL FIVE:Maintain a Reliable Infrastructure
Strategy 3- Protect District personnel and assets from threats and emergencies
ATTACHMENTS:
1. FY 2017-18 Risk Management Annual Report
2. FY 2017-18 Risk Management Annual Report Presentation
October 9, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 6 of 54 Member Pilecki Alt. for Member Williar
Page 2 of 47
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Risk Management Division
Annual Report
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October 9, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 7 of 54 Member Pilecki Alt. for Member Williar
Page 3 of 47
INTRODUCTION
am pleased to present the Risk Management Division Fiscal Year (FY) 2017-18
Annual Report. Risk Management's purpose is to protect Central San from unexpected
loss or damage, and to minimize the impact of the adverse events that occur. This
requires Risk Management staff to be both proactive and maintain a constant state of
readiness. The following report details some of the ways we've met these challenges.
Risk Management also plays a role in helping Central San meet its strategic goals.
Each section of this report references the FY 2016-18 Strategic Plan goals that it
supports.
In addition to the items discussed in this report, Risk Management does a number of
things to protect Central San that aren't widely seen. Examples of these services
include pre-bid risk assessments of capital projects, insurance and indemnity reviews
for both capital and operational contracts, maintaining Central San's insurance
coverage, and providing litigation support to District Counsel.
This year ended with the addition of Laci Kolc to the team. As our new Risk
Management Specialist, she will assume responsibility for some programs and will
assist with the other projects and services we provide. However, our success will
always depend on our ongoing partnership with management and Central San staff.
These partnerships are essential to help us identify new and emerging risks, to improve
how Central San accepts and transfers risk, and to control and reduce risks to our
employees and our operations.
In FY 2018-19, we will continue to advance the risk management function by
implementing elements of the Security Improvement Plan, updating and improving our
risk register, taking our emergency management program to the next level, and
continuing the coordination between Risk Management and the Internal Audit function.
Thank you all for your continued support and commitment to these efforts.
Shari Deutsch
Risk Management Administrator
Risk Management Division Annual Report FY 2017-18 1
October 9, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 8 of 54 Member Pilecki Alt. for Member Williar
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Table of Contents
ExecutiveSummary--------------------------------------------------------------------------------------------------------------3
Insurance and Risk Financing --------------------------------------------------------------------------------------------5
Workers' Compensation Claims ----------------------------------------------------------------------------------------?
GeneralLiability Claims -----------------------------------------------------------------------------------------------------16
Other Risks and Exposures ---------------------------------------------------------------------------------------------22
Security---------------------------------------------------------------------------------------------------------------------------------24
Emergency Management--------------------------------------------------------------------------------------------------25
Total Cost of Risk 28
Metrics and Other Accomplishments..............................................................................30
Risk Management Division Annual Report FY 2017-18 2
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Executive Summary
Workers' Compensation: In FY 2017-18, the Workers Compensation Program incurred
eight medical-only claims, and four indemnity claims as compared to 10 medical-only
claims and one indemnity claim in FY 2016-17. Other significant results include the
following:
• Central San's Experience Modifier, one factor used to calculate the Worker's
Compensation premium, remained well below the target of 1.00 but increased
from .67 in FY 2016-17 to .71 in FY 2017-18;
• Strains and sprains remain the most common types of injuries that result in
Workers' Compensation claims;
• Slips, trips, and falls remain the most common causes of injury;
• Back injuries continue to be the most expensive types of Workers' Compensation
claim;
Overflow Claims: Central San has seen a reduction in overflow claims per year from a
high of 27 in FY 2001-02. In FY 2017-18 there were four overflow claims as compared
to nine overflow claims in FY 2016-17. While the number of claims went down, the cost
of those claims were somewhat higher, increasing the annual average cost per overflow
claim to $25,639 from the previous average of$12,221.
Overflow Claims FY 21 1 12017-18
Number 11 11 9 4
Cost $1031948 $1501948 $1091993 $1021557
Average Cost $91450 $131723 $121221 $251639
Other Liability Claims: While the types of other liability claims were similar to those of
last year, the volume of those claims has notably dropped, decreasing from 22 in
FY 2016-17 down to only 12 other claims in FY 2017-18. This resulted in a total of 16
liability claims filed in FY 2017-18. This is discussed in more detail later in this report.
Property Losses: There were two small property losses this year; one vehicle repair
and a theft. The total cost for these losses was $4,855.
Risk Management Division Annual Report FY 2017-18 3
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The following table summarizes the cost of retained claims by type for FY 2016-17 and
FY 2017-18.
Claim • - J r Cost116-17 Cost FY 2017-18
Liability—Auto $81385 -
Liability - Overflows $1421109 $1021557
Liability— Plumbing $31141 $11978
Liability— Other $261341 $71743
Property - $11000
Auto Physical Damage $111034 $31855
Securit Security improvements and accomplishments in FY 2017-18 included
completion of the Security Vulnerability Assessment and development of the Security
Master Plan as well as establishment of the Security Committee to maintain
communication and coordination among the various capital and administrative projects
to be implemented under the plan.
Emerges Management: Significant developments in the Emergency Management
Program this year include:
• Receipt of$620,011.92 in disaster recovery funds from the Federal Emergency
Management Agency (FEMA) and the California Office of Emergency Services
(CalOES);
• Completing the Local Hazard Mitigation Plan Update which was adopted by the
Board on March 15, 2018, and approved by FEMA on April 19, 2018.
Total Cost of Risk: The Total Cost of Risk (TCOR) is a risk management industry
benchmark that allows an organization to evaluate the cost of its Risk Management
program over time. TCOR includes the cost of Central San's Safety program, as well as
Risk Management program administration, claims, and insurance premiums. This total
is reduced by any revenue accrued by the Self-Insurance Fund.
The TCOR for FY 2017-18 was $2,430,462, a decrease of over $500,000 from the
previous year. This decrease resulted from a reduction in personnel and claims costs
compared to FY 2016-17. Personnel costs were lower in FY 2017-18 because of one
retirement and one vacant position.
Risk Management Division Annual Report FY 2017-18 4
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Insurance and Risk Financing
Goal 3: Be a Fiscally Sound and Effective Water Sector Utility
Liability Insurance Coverage
Central San purchases commercial liability insurance for Workers' Compensation,
Employers' Liability, Excess General Liability, Pollution Legal Liability, Employment
Practices Liability, and Fiduciary Liability.
Workers' Compensation: Central San participates in the California Sanitation Risk
Management Authority (CSRMA) Workers' Compensation insurance pool, a joint
powers authority comprised of over 50 sanitary districts within California. Risk
Management staff serves as Central San's representative on the Authority's Board of
Directors. Insurance Premium Cost - $411,607.
Excess General Liability: This policy covers claims in excess of Central San's $500,000
retention. Coverage includes defense and indemnification for inverse condemnation.
Insurance Premium Cost - $341,889.
Pollution Legal Liability_: This policy covers claims and losses arising from the collection
and disposal of household hazardous waste. It applies only to the Household
Hazardous Waste Collection Facility and the contracted non-owned disposal sites. It
does not cover claims alleging pollution conditions arising from the operation or
maintenance of the collections system. Insurance Premium Cost - $64,500.
Employment Practices Liability_: This is a gap policy that reduces the self-insured
retention for employment-related claims from $500,000 to $35,000 per occurrence. The
policy is limited to $500,000 in coverage as the Excess General Liability policy will
respond to claims that exceeds this amount. Insurance Premium Cost - $9,687.
Fiduciary Liability_: This policy protects Central San from claims filed by participants in
District-maintained retirement and other post-employment benefit funds. Insurance
Premium Cost - $4,157.
Property Insurance Coverage
Central San purchases property insurance, and crime insurance.
Property Insurance: Central San is self-insured for damage to its property and facilities
up to $250,000 per occurrence. Insurance coverage for losses in excess of this
retention is purchased through the Alliant Property Insurance Program (APIP), a group
purchasing program administered by Alliant Insurance Services. The APIP policy
includes Boiler and Machinery coverage, and Cyber Liability coverage.
Risk Management Division Annual Report FY 2017-18 5
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This program was recently enhanced to provide Identity Theft coverage to the
employees of agencies participating in the program. Insurance Premium Cost -
$119,370.
Crime Insurance: This policy covers losses caused by employee theft, forgery or
alteration, funds transfer fraud and certain types of computer fraud. It does not cover
cyber-attacks or loss of data. Insurance Premium Cost - $1,780.
All Central San insurance policies renew on July 1 of each year.
Self Insurance Fund
Central San has self-insured most of its liability and some of its property risks since
July 1, 1986, when the Board approved the establishment of the Self-Insurance Fund
(S I F).
In 1994, the Government Accounting Standards Board issued Statement No. 10
(GASB-10) which established requirements on how public agencies must fund their self-
insured risks. To comply with GASB-10, Central San segregated reserves for certain
types of liability risks into a sub-fund that must be actuarially reviewed at least every two
years. The next actuarial study will begin in July 2018.
In 2014, the Board established a reserve policy to maintain reserves for losses covered
by excess liability insurance of at least three times the amount of Central San's self-
insured retention. With the current retention of $500,000, this reserve is $1.5 million.
Retained losses and claims expenses are paid from this fund during the year. The fund
is replenished annually after the Board adopts the Self Insurance Fund budget via
transfer from the Operations and Maintenance Fund.
The Board also wanted to reserve funds for catastrophic losses or emergency response
and sought to simplify reserving for all risks that do not require GASB-10 compliance by
consolidating other liability claim reserves and property loss reserves into a single fund.
In order to meet these goals, the balance of the SIF has been consolidated into a single
sub-fund with a $5 million reserve.
Other claims and program expenses are paid from this fund during the year. The fund
is replenished annually after the Board adopts the Self Insurance Fund budget via
transfer from the Operations and Maintenance Fund.
Risk Management Division Annual Report FY 2017-18 6
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Workers' Compensation Claims
Goal 3: Be a Fiscally Sound and Effective Water Sector Utility
Claim Types
Workers' Compensation claims are classified as either Medical Only (MO) or Indemnity
(IND) claims. MO claims are those where injured employees only need medical
treatment to cure or relieve their injuries. In these circumstances employees did not
lose any time from work and suffered no permanent effects from the injury.
IND claims are those where injured employees received ongoing medical treatment
and:
• were taken off work by their treating health care providers;
• were given permanent physical restrictions; and/or,
• suffered some permanent disability or physical limitation as a result of their
injuries.
Summary of Recent Claims
The following table shows the distribution of Workers' Compensation claims for
FY 2017-18, and the two prior years. The cost of claims indicates the total cost of those
claims to date.
JEW,=r.-.,.
Famm
Number of Cost of Number of Cost of Number of Cost of
Claims Claims Claims Claims Claims Claims
Medical Only 17 $311265 10 $491610 8 $171259
Indemnity 4 $2331683 1 $421808 4 $2131967
Total 21 $2641948 11 $921418 12 $2311226
Risk Management Division Annual Report FY 2017-18 7
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The following tables detail these totals by functional group.
Claims Frequency (number of claims filed by FY)
MO IND MO IND MO IND
ADM 1 0 1 0 0 0
CSO 13 1 4 0 7 3
ENG 2 0 1 0 1 0
POD 1 3 4 1 0 1
Total 17 4 10 1 8 4
Claims Severity (costs for all claims by FY)
MO IND MO IND MO IND
ADM $21937 - $585 - -
CSO $241158 $61246 $51719 - $121079 $1851167
ENG $41170 - $391645 - $51180 -
POD - $2271437 $31661 $421808 - $281800
Total $311265 $2331683 $491610 $421808 $171259 $2131967
Trends and Analysis
Since Central San has very few Workers' Compensation claims in any single year, it is
difficult to identify any trends with such a small data set. As a result, the following
analysis uses Workers' Compensation claims data from the last five years.
Medical Only(MO, Claims: The chart below shows the total number and cost of MO
claims by functional group for the last five years. The following table shows the average
cost per MO claim for each group during that same period.
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Medical Only Claims - Last 5 Years
$70,000 40
38
$60,000 35
$50,000 30
25
$40,000
20
$30,000
15
$20,000 12
- 10
$10,000 5
$3,521 2 ',: •
$- 0
ADM CSO ENG POD
ENG includes HHWCF and Environmental Compliance
• ADM CSO ENG POD
5 Yr • $11174 $11575 $61567 $743
Collection System Operations (CSO) had the highest number of MO claims (38) over
this period but also had the second lowest average cost per MO claim. Overall, CSO
has more frequent, but generally less serious injuries than other groups.
CSO is also the most active participant in Central San's Return to Work Program, which
is discussed later in this section. CSO's active participation allows their employees to
recover and to return to work faster than if they did not participate as fully. This
improves recovery time and further reduces the cost of MO claims.
Engineering had fewer claims (9) than CSO but its total MO claims cost was similar,
resulting in a much higher average cost per claim than CSO. As noted earlier, a small
data set can have a significant effect on the metrics we use. One Engineering claim
involves ongoing medical treatment far in excess of what would normally occur in the
treatment of a MO claim. Thanks to participation in our Return To Work program the
injured employee has not missed any work, thus keeping the claim in the MO column.
This single event skews the total cost for Engineering higher than one would normally
expect.
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Indemnity (IND) Claims: The chart below shows the total number and cost of Indemnity
claims by functional group for the last five years. The costs include medical expenses
and other payments made by the program (i.e. temporary disability paid to employees
while off work). The following table shows the average cost per IND claim for each
group during that same period.
Indemnity Claims - Last 5 Years
$700,000 8
$600,000 ' 7
$500,000 — 6
. 5
$400,000 4
4
$300,000
3
$200,000
2
$100,000 1 1
$7,813
$— I a alp
0
ADM CSO ENG POD
• ADM CSO ENG POD
5 Yr • 'MME
$7,813 $471853 $261660 $871403
These results illustrate the limitations of a small data set when looking for trends. The
single Administration (ADM) claim was relatively minor when compared to the overall
population of IND claims. However, a single claim within Engineering pushed its five
year average well above those of ADM. During this same time, CSO had four claims
averaging over $47,000 each and POD had six IND claims at an average cost of over
$85,000 each.
When IND claims over the last five years are consolidated, the average cost per claim
remains just above $64,000. In contrast, the consolidated average cost of a MO claim
over the last five years is just over $2 000.
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Cost Drivers
Even with a small data set, it is clear that IND claims are significantly more expensive
than MO claims, as shown in the following chart.
Average Incurred Costper Claim
Last 5 Years
Medical Only vs. Indemnity
POD J$743 $101,971
ENG "MM P $26,66
$6,567
As . group,
CSO06m" $47,853 Indemnity •
st an
11,575 average • •4% more
Medicalthan .
ADM $7,813
1$1,761
This illustrates the differential costs between MO and IND claims. Since IND claims are
so expensive, Risk Management and Safety staff work with Human Resources, injured
employees and their supervisors to reduce the amount of time employees lose from
work, to ensure ongoing and proper medical treatment is received, and help employees
recover as soon as possible. In many cases, these efforts prevent MO claims from
becoming IND claims.
Over the last five years, IND claims costs are 3194% higher than MO claims costs.
When evaluated using data over the last 10 years, that differential rises to 3951%,
indicating that our collaborative efforts to control these more expensive claims has been
somewhat effective.
Soft Costs: The above chart only shows the claims cost difference between MO and
IND claims. Since IND claims usually include time away from work, there are additional
costs associated with these injuries not captured by claims data. These include lost
productivity, overtime for other staff needed to fill in while an injured employee is off
work, time off work to attend medical appointments, and supplemental benefit costs
including salary continuation provided to augment temporary disability payments.
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Expert opinions vary on the scope of these soft costs but estimates range from three to
five times the claims cost. Considering that indemnity claim costs for the last five years
exceeded $837,000, this equates to $2.5 million to $4.1 million in soft costs incurred by
Central San.
Loss Control
As noted above, IND claims constitute the most severe injuries and are the primary cost
driver in Workers' Compensation. This is why Risk Management and Safety staff work
closely together to reduce both the risk and the frequency of injuries to employees, and
to reduce the cost of claims. Such loss control activities are addressed more fully in the
Safety Annual Report provided after the end of each calendar year. The following
charts serve as a snapshot of these more severe claims by injury type, cause, and
affected body parts.
IND Claims by Injury Type
Last 5 Years vs. Last 10 Years
10 Yr
S Yr
0 S 10 15 20 25 30
Pain Other Hearing Loss Strain/Sprain ■Fracture Cut/Bruise
Strains and sprains remain the most common type of IND claim. It is worth noting that
the majority of these claims occurred more than five years ago. However, four of the 10
strain/sprain claims shown in the five year span occurred in FY 2017-18.
Risk Management Division Annual Report FY 2017-18 12
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IND Claims By Cause of Injury
Last 5 Years vs. Last 10 Years
Other
Transportation
Pushing/Pulling
Exposure
Strike/Impact...
Slip/Trip/Fall/Jump
Repetitive Motion
Lifting/Reaching
0 1 2 3 4 S 6 7 8 9
■10 Yr S Yr
Repetetive Motion remains the most frequent cost of IND claims over the last 10 years
but there has only been one such claim in the last five years. Lifting/Reaching and
Slips/Trips/Falls/Jumps are now the most common causes of injury.
IND Claims by Injured Body Part
Last 5 Years vs. Last 10 Years
12
10
8
6
4
2
�_\e, fir°
S Yr ■10 Yr
As with the preceding charts, data from the last five years demonstrates some
improvement. While shoulder, back and knee injuries are still the most common IND
claims, the frequency of knee and shoulder claims has diminished significantly in recent
years. Of the six shoulder injuries in the last 10 years, only two occurred in the last five
years and only one of the five knee injuries occurred in the last five years.
Unfortunately, back injuries, especially lower back injuries, are on the rise. Four of the
six back injuries occurring in the last five years occurred during FY 2017-18.
Risk Management Division Annual Report FY 2017-18 13
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Return to Work
In 2007, Risk Management implemented a Return to Work Program to facilitate
employees' recovery from work-related injuries and to help reduce the number and cost
of IND claims. In many cases, Central San's ability to provide temporary modified duty
(TMD) can prevent a MO claim from becoming an IND claim. This makes the Return to
Work Program an essential component of both employees' recovery and cost control.
The program incorporates use of the interactive process which is required for
compliance with the Fair Employment and Housing Act (FEHA) and the Americans with
Disabilities Act Amendments Act (ADAAA).
It is not easy to compare metrics from year to year as each potential TMD assignment is
considered individually and depends on the nature of each employee's physical
restrictions, and Central San's ability to offer TMD within those restrictions. In
FY 2017-18, Central San provided TMD assignments to two of the four employees who
would otherwise have been off work and received temporary disability payments. The
other two employees were taken off work by their treating physicians until they could
return to some form of modified duty.
Experience Modification Factor (ExMod)
One of several factors used to calculate Central San's annual Workers' Compensation
premium is the Experience Modification factor (ExMod). CSRMA calculates each pool
member's ExMod by comparing its loss data from the three prior years with all
members' combined loss data for that same period. Each member's premium rate is
adjusted up or down to reflect its performance compared to the pool as a whole. This
calculation is adjusted each policy year.
Because the pool determines members' ExMod using a rolling three-year period of loss
data, no member is penalized for poor performance (higher than average claims
frequency or severity) in a single year indefinitely.
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Workers' Comp ExMod - Last 10 Years
1.20
1.00 � 90
.
0 —
0.80 .79
0.73 0.74 .71
0.60 U.b I w.64,
0.40
0.20
0.00 i
0$.09 .NP ,JOAN .ti2 -L.ti3 ,�3.tiN ,�N'.ti ,�c�.As ,�6.1�
V 10Og20 20 20 20 10 20 10 10"
There are two primary reasons for the increasing ExMod. First, we settled a few severe
claims which increases the amount paid within the timeframe used to calculate ExMods.
Second, as the entire membership controls losses and reduces costs, high dollar losses
take on a greater weight in the aggregate loss portfolio. As Central San's losses
comprise a higher percentage of the combined pool losses, its ExMod will increase to
offset that effect. Over time, as the the rolling three year loss data moves forward,
higher cost claims will drop out of the data used to calculate the ExMod. At that time,
staff would anticipate some reduction in the ExMod.
Overall Performance
Central San's overall Workers' Compensation performance remains generally better
than its peers within the CSRMA pool of similar agencies. Minor increases in Central
San's ExMod factor reflect improved performance of other member agencies as much
as it reflects Central San's continued active management of losses and focus on
employee recovery.
This steady improvement is the result of Central San's proactive approach to safety,
Risk Management staff's focus on active case management, and the commitment of
staff, supervisors and managers who actively participate in the Return To Work
Program.
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General Liability Claims
Goal 3: Be a Fiscally Sound and Effective Water Sector Utility
Claims Philosophy
Central San's focus on customer service informs it's claims management process.
Claimants are contacted immediately, their claims are investigated thoroughly, and
when damages are found to be Central San's responsibility, claims are settled promptly
and fairly. This approach has resulted in satisfied claimants and in reduced cost.
Liability Claim Types
Self-insured general liability claims are classified into four types; Auto Liability, Plumbing
Reimbursements, Sanitary Sewer Overflow claims, and other General Liability claims.
These claims are all paid from the Self Insurance Fund and would be covered by
Central San's excess liability insurance if the losses exceeded the self-insured
retention.
Claim costs include emergency response expenses, settlements, legal expenses and
reserves for open claims.
Auto Liability Claims
Auto Liability claims are those filed by third parties for damages caused by Central San
personnel while operating its vehicles. This includes claims for injuries to persons or
damage to others' property.
The data for these claims does not include costs to repair or replace damaged Central
San vehicles from such events. Repairs to these vehicles are paid from a different Self-
Insured Fund.
The chart below shows the total number and cost of Auto Liability for the last five years,
followed by a table showing the average cost per Auto Liability claim for each of those
years. There were no Auto Liability claims in FY 2017-18.
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Auto Liability Claims
$10,000 3
$9,000 $8,777
$8,000
$7,000
2
$6,000
$5,000
$4,000
$3,000 1
$2,000
$1,000
$- 0
2013-14 2014-15 2015-16 2016-17 2017-18
Tota I Cost Number
Year FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 N FY 2017-18
$21157 $11546 $41388 $41192 -
Claim M
Plumbing Reimbursement Claims
Plumbing reimbursements are small claims usually made by homeowners after they
called a plumber for service only to learn that the problem was in Central San's main
line. In most cases, collection system staff provide the homeowner with the claim form
while they are on scene. This facilitates a simple reimbursement process where Risk
Management receives the claim, confirms the call out and the findings, then processes
reasonable reimbursements.
Plumbing reimbursements do not include reimbursement requests arising out of an
overflow or any event where sewage escaped from the collection system. These
circumstances involve additional expenses and often include other property damage.
Claims arising from these situations are considered overflow claims, which are
discussed in the following section.
The chart below shows the total number and cost of plumbing reimbursement claims for
the last five years, followed by a table showing the average cost per plumbing
reimbursement claim for each of those years.
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Plumbing Reimbursements
$5,000 14
$4,000 12
10
$3,000 8
$2,000 6
4
$1,000
2
$- 0
2013-14 2014-15 2015-16 2016-17 2017-18
Total Cost -Number
Year FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18
Avg $ per $384 $330 $379 $449 $495
Claim M
Sanitary Sewer Overflow Claims
Sanitary Sewer Overflow claims are filed by customers whose homes or businesses are
damaged by a sewer overflow. Collections System staff respond to the overflow and
contacts Risk Management as soon as they become aware of an overflow affecting a
home or business. This allows Risk Management staff to:
• immediately respond and begin coordination of emergency clean up and
remediation as needed;
• provide for the affected customers' immediate needs;
• work with the customers to define damages;
• help customers prepare their claims; and
• settle the claims in a timely and reasonable manner.
This process has evolved into a partnership between CSO and Risk Management staff
that benefits both Central San and the customer.
The following chart shows the total number and cost of overflow claims for the last five
years, followed by a table showing the average cost per overflow claim for each year.
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Sanitary Sewer Overflow Claims
$160,000 $150,948 16
$140,000 14
$120,000 FM 12
$102,557
$100,000 10
$80,000 8
$60,000 6
$40,000 4
$20,000 2
$- 0
2013-14 2014-15 2015-16 2016-17 2017-18
Tota I Cost Number
�I
- . FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18
Avg $ per $51844 $91450 $131723 $131777 $251639
Claim
Staff benchmarks sanitary sewer overflow claims costs against the average cost per
overflow claims incurred by the CSRMA general liability pool. Although Central San
does not participate in this pool, it's loss data presents a relevant benchmark for
comparison. As of the last available data, CSRMA's average cost exceeded $17,000
per overflow claim. Central San has met this benchmark four of the last five years.
Thanks to the partnership with CSO and the ongoing support of management and the
Board, Risk Management staff frequently resolves sanitary sewer overflow claims at a
lower cost than that of Central San's peers.
Still, as the chart above suggests, while large overflow claims occur infrequently they
are not unlikely. Any overflow claim can develop into a significant loss, even if
addressed in a timely, thoughtful and professional manner.
Other General Liability Claims
Other general liability claims include losses arising from Central San's operations that
don't readily fit in the categories above. Examples of these claims include damage to
homeowners' property caused by sewer cleaning activities, damages alleged to arise
from offset manholes, damage to other utilities' infrastructure from maintenance or
construction activities and other claims where the affected party believes Central San
caused their loss.
Risk Management Division Annual Report FY 2017-18 19
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Page 22 of 47
All such claims are investigated and, if found to be Central San's responsibility, promptly
settled for reasonable amounts. Claims found not to be Central San's responsibility are
either denied or tendered to the at-fault party.
The chart below shows the total number and cost of other general liability claims for the
last five years, followed by a table showing the average cost per claim for each year.
Other General Liability Claims
$11200,000 14
$1,063,620
$11000,000 12
$800,000 10
8
$600,000
6
$400,000
Q.
$200,000 2
$- 0
2013-14 2014-15 2015-16 2016-17 2017-18
Tota I Cost Number
- . FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18
$18,3291 $88,635 $11085 $101535 $968
Claim I A1—
The average cost per claim for FY 2014-15 is skewed by the inclusion of Central San's
$1 million contribution toward a flood loss arising from construction activities. Absent
that single event, the average cost of claims for FY 2014-15 would only be $5,748.
FY 2017-18 is unusual for its high number of claims but minimal cost. Of the eight
claims received in this category, four were tendered to contractors for resolution and
two were denied. Only two claims were paid in FY 2017-18.
Liability Claims Overall
The following chart ties together each of the liability claims types. This shows the
impact of each type of claim compared to other types and gives a consolidated view of
Central San's overall liability losses.
Risk Management Division Annual Report FY 2017-18 20
October 9, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 27 of 54 Member Pilecki Alt. for Member Willic,
Page 23 of 47
Cost of Liability Claims - Last 10 Years
$11400,000
$11200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
ti�
Boyo
AL ■GL ■PL ■SSO
In the larger view, plumbing and auto liability claims comprise a very small portion of
Central San's losses. Overflow claims have a larger impact but not as much as one
might expect. The greatest expense arises from other liability claims, often including
litigated matters.
Risk Management Division Annual Report FY 2017-18 21
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Page 24 of 47
Other Risks and Exposures
Goal 3: Be a Fiscally Sound and Effective Water Sector Utility
Goal 5: Maintain a Reliable Infrastructure
Property Losses
Central San is self-insured for damage to its property and facilities up to $250,000 per
occurrence. Insurance coverage for losses in excess of this retention is purchased
through the Alliant Property Insurance Program (APIP), a group purchasing program
administered by Alliant Insurance Services. The APIP policy includes Boiler and
Machinery, and Cyber Liability coverage. There was one small property loss in
FY 2017-18.
Earthquake and Flood Risks
The APIP policy does not include coverage for damages arising out of flood or
earthquake. Risk Management staff periodically evaluate the cost of insuring these
risks through the commercial insurance market. This evaluation considers recent
hazard modeling results and Central San's implementation of mitigation projects that
reduce the potential impact of earthquake and flood damage against available
insurance coverage and pricing.
In March and June 2017, staff presented the Administration Committee with an analysis
of current earthquake insurance pricing, and the results of a February 2017 hazard
model using multiple earthquake and flood scenarios. After some discussion, the
Committee decided against purchasing earthquake insurance at that time. Staff will
continue to monitor hazard models and the insurance market and report back to the
Committee when more favorable options emerge.
At this time, Central San is essentially self-insured for flood and earthquake risks. To
finance this risk, the Board approved and funded a $5 million catastrophic loss fund
within the Self-Insurance Fund (SIF) to pay for emergency repairs after a natural
disaster. Central San has not suffered any catastrophic losses to date.
Auto Physical Damage
Central San is self-insured for Auto Physical Damage. Auto Liability is covered under
the Excess Liability policy, but the cost to repair or replace its damaged vehicles is not.
When our vehicle is damaged by a third party, the SIF pays for repairs and Risk
Management staff pursues cost recovery from the at-fault party. When damage is
caused by Central San staff, the SIF pays repair costs in excess of $1,000. All vehicle
repairs are coordinated through Central San's Vehicle Shop.
Risk Management Division Annual Report FY 2017-18 22
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Page 25 of 47
The following chart shows the number and cost of Auto Physical Damage losses over
the last five years.
Auto Physical Damage Losses
$12,000 $11,034
IN
$10,000
$8,000 4
$6,000 3
$4,000 2
$2,000 1
$- 0
2013/14 2014/15 2015/16 2016/17 2017/18
Tota I Cost Number
Although there were an unusually high number of damaged vehicles in FY 2016-17,
there does not appear to be a trend at work. Two of the five vehicles belonged to
construction inspectors (two different drivers), one was a CSO TV truck, one was a
Pump Station pickup, and one was a Laboratory vehicle.
Household Hazardous Waste Claims
Central San purchases a separate Pollution Legal Liability insurance policy to cover
losses arising out of the collection and disposal of household hazardous waste. No
claims have been filed since the Household Hazardous Waste Collection Facility
opened in 1997.
Other Pollution Risks
Central San has chosen to self-insure pollution-related risks other than those arising
from providing the Household Hazardous Waste Facility. Coverage for such pollution
losses is either not available or extremely expensive. Claims costs arising from an
alleged pollution condition would be paid from the SIF's Catastrophic Loss Fund. No
pollution claims have been filed in the last five years
Risk Management Division Annual Report FY 2017-18 23
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Page 26 of 47
Security
Goal 5: Maintain a Reliable Infrastructure
Strategy 3 — Protect District Personnel and Assets from Threats and Emergencies
Risk Management is responsible for the security of Central San's facilities. Day-to-day
security operations includes oversight of, and coordination with, the contracted security
guard company, issuance of badges and keys to staff and the maintenance and support
of the electronic security systems including security cameras, panic buttons, burglar
alarms and related software.
Risk Management staff partners with other work groups to accomplish a variety of tasks
and projects in order to secure Central San property, and protect its employees and the
public from security breaches.
Major security initiatives this year included Risk Management staff working with:
• Senior Management to create a Security Committee to oversee projects with
District-wide impact, and to ensure coordination and consistency in policy,
procedure and practice;
• Capital Projects to begin implementation of the Security Master Plan;
• Plant Operations Control Systems to develop Cybersecurity best practices;
• Information Technology to support existing electronic security systems, and to
plan for expected improvements.
The Information Technology Division has implemented software and tools to identify
and control unauthorized access to Central San's networks, and has developed an
education and training program to increase employee awareness and reporting of
potential threats.
Risk Management staff is also working on longer term projects including updates to
security procedures, security system upgrades, and facility hardening measures to
protect employees and further restrict access to Central San facilities from unauthorized
parties.
Risk Management Division Annual Report FY 2017-18 24
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Page 27 of 47
Emergency Management
Goal 5: Maintain a Reliable Infrastructure
Strategy 3 — Protect District Personnel and Assets from Threats and Emergencies
Central San's Emergency Management Program is comprised of four elements that
work together to ensure a prompt and effective emergency response to disasters, to
make sure such response is properly documented for potential cost recovery, and to
make permanent repairs to damaged infrastructure as soon as practicable. These four
elements are discussed following the Highlights section below.
Highlights
In FY 2017-18, Central San received reimbursements from both FEMA and CalOES for
damages and expenses occurring during the winter storms of 2017. The most notable
event was the collapse of Miner Road in Orinda, which damaged two sewer mains,
resulting in many months of bypass pumping and coordination with the City of Orinda to
make repairs.
After all repairs were completed in June, 2017, staff continued to work with FEMA to
prepare and submit three projects to the Public Assistance program. Central San's
reimbursement request totaled $620,011.92. By the end of FY 2017-18, all requested
funds had been received.
The Four Elements
Risk Management is responsible for developing, implementing, evaluating and
improving Central San's Emergency Management Program. The program includes the
four components discussed below.
Plan Development and Maintenance
Risk Management is responsible for developing and maintaining the Emergency
Operations Plan, Local Hazard Mitigation Plan, and the Continuity of Operations Plan.
Emergency perations Plan: The California Emergency Services Act requires all public
entities to prepare and maintain an Emergency Operations Plan (EOP) that complies
with the Standardized Emergency Management System (SEMS). Risk Management
released and the Board adopted a major EOP update in 2010 to reflect changes in the
EOC staffing structure and to comply with the federal National Incident Management
System (NIMS).
Risk Management Division Annual Report FY 2017-18 25
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Since then, Risk Management staff reviews the EOP at least annually and posts needed
updates to the intranet. No changes were made during this fiscal year. Hard copies of
the EOP are kept in the primary and backup Emergency Operations Centers (EOCs).
Additional hard copies of the plan are stored in the emergency supplies cache. A major
EOP update is planned for next fiscal year.
Local Hazard Mitigation Plan: FEMA requires local governments to update their plans
every five years as a prerequisite to seek grants under the Hazard Mitigation Grant
Program and the Pre-Disaster Mitigation Program. Central San's first plan was adopted
in 2011, and accepted by FEMA in 2012. FEMA acceptance is valid for five years.
After that, an updated plan must be submitted to maintain program compliance.
In keeping with its commitment to coordinate emergency planning and responses with
other agencies, Central San joined with 35 other agencies to prepare a multi-
jurisdictional update to the 2012 Local Hazard Mitigation Plan. Staff served on the
Steering Committee managing this process.
The Board adopted Central San's portion of the updated plan on March 1, 2018. The
update was submitted to FEMA for review and was approved on April 19, 2018.
Continuity of Operations Plan: Improvements to the Continuity of Operations Plan
(COOP) were limited in FY 2017-18, primarily because staff time was reallocated to
work on the Local Hazard Mitigation Plan and working with FEMA and CalOES toward
the Public Assistance reimbursement. However, staff was able to start work on a new
section of the COOP detailing essential vendors for services and supplies.
Emergency Action Plan: The Emergency Action Plan (EAP) is required by CalOSHA
and details the specific responsibilities and procedures to follow if Central San staff
need to evacuate or shelter in place. Since the EAP is part of the Safety Directive
catalog, responsibility for EAP maintenance, testing and exercises resides with the
Safety Division in the Operations Department.
Training and Exercises
During the year, Risk Management offered the following classes and exercises to
emergency response staff. Items marked with an asterisk (*) were funded through a
Bay Area Urban Area Security Initiative grant from Homeland Security.
Introduction to Emergency Management 10/25/17
EOC Activation Exercise 10/26/17
CSTI 4-day Earthquake Class * 5/14-18/18
Disaster Service Worker Program Management 5/24/18
Risk Management Division Annual Report FY 2017-18 26
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Page 29 of 47
Supplies and Equipment
Primary and Backup EOC: The Multi-Purpose Room is Central San's primary
Emergency Operations Center (EOC). The Crew Room at the CSO facility in Walnut
Creek serves as Central San's backup EOC. Both locations are designed as `warm'
sites, meaning that all needed supplies and equipment are stored on site, but must be
set up before the EOC becomes operational.
These facilities must be continuously stocked with the necessary supplies and
equipment to enable immediate set up and operation of the EOC. In FY 2017-18, Risk
Management staff conducted inventory audits of each location to ensure that the
necessary items were available on site, secured as needed and maintained in an
operable condition, including replacement of any outdated or non-operational items.
During these audits, staff also tested the analog phones, satellite television and the
satellite internet to ensure continued operability.
Communications: Several years ago, Contra Costa and Alameda Counties created a
Joint Powers Authority (JPA) to develop and maintain an interoperable radio
communications infrastructure, the East Bay Regional Communications System
Authority (EBRCSA). Central San joined this group in FY 2014-15, and purchased its
first batch of radios in FY 2016-17. The Radio Unit of the County's Department of
Information Technology has programmed all the handheld and mobile radios and
installed the mobile radios in selected Collections System vehicles.
Central San also maintains Handheld Amateur (HAM) radios at both the Walnut Creek
and Martinez campus.
Coordination with Other Agencies
As a single-service agency, Central San must coordinate its emergency response with
first responders in other local governments within its service area. All local
governments in the County report incidents, damage and resource requests to the
Operational Area EOC. The Operational Area EOC is housed at the Contra Costa
County Sheriff's Office of Emergency Services (OES). The County EOC analyzes and
forwards local status reports and unfilled resource requests to the regional, state and
federal emergency management coordinators.
Risk Management staff continues to serve on the Operational Area Council, a group of
emergency managers from within the County who meet quarterly to share information
and best practices, coordinate multi-agency drills and training opportunities, and
facilitate coordinated area emergency planning. The Council is sponsored by the
Contra Costa County Sheriff's OES.
As the Operational Area point of contact, County OES also works with state and federal
agencies to collaborate on projects of regional or national concern. Operational Area
Council members are encouraged to participate in these larger group meetings.
Risk Management Division Annual Report FY 2017-18 27
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Total Cost of Risk
Goal 3: Be a Fiscally Sound and Effective Water Sector Utility
The Total Cost of Risk (TCOR) is a risk management industry benchmark that allows an
organization to evaluate the cost of its Risk Management program over time. TCOR
includes the cost of Central San's Safety program, as well as Risk Management
program administration, claims and insurance premiums. This total is reduced by any
revenue accrued by the Self-Insurance Fund.
The TCOR for FY 2017-18 was $2,430,462, a decrease over $500,000 from the
preceding year. The differential resulted from reduced personnel costs and lower
claims costs. Personnel costs were lower in FY 2017-18 because of one retirement and
one vacant position. This position was filled in FY 2018-19.
The following chart shows Central San's TCOR for the last 10 years. The years with the
highest TCOR are shown in orange while the year with the lowest TCOR is shown in
green.
TCOR Totals and Trend
$4,500,000
$4,133,585 $4,176,262
$4,000,000
$3,500,000
$3,000,000
$2.317.447 $2,430,462
$2,500,000
-
$2,000,000
$1,500,000
$1,000,000 -
$500,000
$-
N�l N100
OOcb I)S Opp
Note: Prior year totals have been adjusted to 2018 dollars
The FY 2010-11 and FY 2014-15 spikes in TCOR are the result of a few large claims
occurring in those years. In spite of the two spikes, the TCOR trend is stable.
Risk Management Division Annual Report FY 2017-18 28
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Page 31 of 47
The costs that make up the TCOR generally fall into five categories: personnel,
insurance, claims, risk management program costs and safety program costs. The
following chart shows these categories for the last 10 years.
TCOR Categories by Fiscal Year
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
00 00 Off' Off" Off" Off" Off" Off" Off"
rl• rl• rl• rl• rl• 'l� 'l� rl• rl• �0�
1 Personnel Insurance ■Claims ■RM Program Safety Expenses
Note I. Chart does not include productivity loss or other soft costs arising from losses.
Note 2. TCOR segment totals have not been adjusted for inflation.
Personnel costs were lower in FY 2017-18 as explained earlier. Additionally, claims
costs were around $125,000 lower in FY 2017-18 than in FY 2016-17.
Risk Management Division Annual Report FY 2017-18 29
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Metrics and Other Accomplishments
Central San's Strategic Plan covering FY 2017-18 includes six goals with associated
strategies, initiatives and metrics to track performance toward achieving these goals.
Risk Management is responsible for metrics under two of the goals. The tables below
summarize Risk Management's FY 2017-18 performance for the metrics associated
with these goals.
[Goal 3: Be a Fiscally Sound and Effective Water Sector Utility
Strategy: Evaluate and implement risk management practices to minimize loss.
-F �" r w - r
6L A 6 - I —
Workers' Comp Experience Maintain ExMod at 1.0 or 71 ✓
Modifier (ExMod) lower
Provide Temporary
Return to Work Modified Duty to at least 100% ✓
80% of employees injured
on the job
Reduce the Average Cost of Maintain cost at $25,000 or 25 639 x
Overflow Claims lower $ '
Provide an Annual Risk
Management Report to the Present Report Presented Oct 2017
Board
[Goal 5: Maintain a Reliable Infrastructure
Strategy: Enhance Capability to Mitigate, Prepare, Respond and Recover from
Emergencies
S ucccess Measure L Year End Result
Emergency Operations Center Conduct one exercise per Completed Oct 2017 ✓
Activation Exercise year by the third quarter p
Participate in multi- Plan Update has
Complete 5 year update to the jurisdictional process with p
been approved by � ✓
Local Hazard Mitigation Plan other agencies to facilitate FEMA
completion.
Evaluate and implement Developa Comprehensive Plan completed June
security improvements to meet p p ✓
new or evolvin threats Security Master Plan 2018
g
Provide Annual Emergency Provided March
Management Report to the Present Report ✓
2018
Board
Risk Management Division Annual Report FY 2017-18 30
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Page 33 of 47
Risk Management Division Annual Report FY 2017-18 31
October 9, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 38 of 54 Member Pilecki Alt. for Member Willic,
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