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HomeMy WebLinkAbout12.b. Receive Fiscal Year (FY) 2023-24 Risk Management Annual ReportPage 1 of 42 Item 12.b. 110ENTRAL SAN November 21, 2024 FROM: SHARI DEUTSCH, RISK MANAGEMENT ADMINISTRATOR REVIEWED BY: PHILIP LEIBER, DEPUTYGM -ADMINISTRATION ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE FISCAL YEAR (FY) 2023-24 RISK MANAGEMENT ANNUAL REPORT Attached is the Risk Management Division's Annual Report for Fiscal Year (FY) 2023-24. Strategic Plan Tie -In GOAL ONE: Customer and Community Strategy 1— Deliver high-quality customer service GOAL FOUR: Governance and Fiscal Responsibility Strategy 3 - Maintain financial stability and sustainability GOAL FIVE: Safety and Security Strategy 2 - Protect personnel and assets from threats and emergencies ATTACHMENTS: 1. FY 2023-24 Risk Management Annual Report 2. Presentation November 21, 2024 Regular Board Meeting Agenda Packet - Page 99 of 164 PWOM V,g(ft(S DC E N T R A L S A N Page 2 of 42 Attachment 1 Risk Management Division Annual Report Fiscal Year 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 100 of 164 Page 3 of 42 INTRODUCTION We are pleased to present the Risk Management Division's Annual Report for Fiscal Year (FY) 2023-24. Risk Management's role is to protect Central San from unexpected loss or damage, and to minimize the impact of adverse events that occur. This requires Risk Management staff to be proactive and to maintain a constant state of readiness. The following report details some of the ways we've met that challenge. Risk Management also plays a role in helping Central San meet its strategic goals. Each section of this report references the FY 2022-24 Strategic Plan goals that it supports. In addition to the items discussed in this report, Risk Management does several things to protect Central San that aren't as apparent. Examples of these services include pre- bid risk assessments of capital projects, insurance and indemnity reviews for both capital and operational contracts, coordination with excess insurers for both underwriting and claims management, evaluation of insurance and other risk financing measures to manage the risks of new programs and providing litigation support to District Counsel as needed. Our ability to manage risk at Central San has, and will always, depend on our ongoing partnership with management and staff. These partnerships help us to 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. Thank you all for your continued support and commitment to these efforts. Shari Deutsch Risk Management Administrator Risk Management Division Annual Report FY 2023-24 Laci Kolc Risk Management Specialist November 21, 2024 Regular Board Meeting Agenda Packet - Page 101 of 164 Page 4 of 42 Table of Contents ExecutiveSummary------------------------------------------------------------------------------------------------------------ 3 Insurance and Risk Financing--------------------------------------------------------------------------------------------5 Workers' Compensation Claims--------------------------------------------------------------------------------------- 7 LiabilityClaims---------------------------------------------------------------------------------------------------------------------16 Other Risks and Exposures-------------------------------------------------------------------------------------------- 22 Enterprise Risk Management----------------------------------------------------------------------------------------- 25 Security-------------------------------------------------------------------------------------------------------------------------------- 26 EmergencyManagement--------------------------------------------------------------------------------------------------27 Total Cost of Risk 31 StrategicPlan Metrics--------------------------------------------------------------------------------------------------------33 A Look Ahead 34 Risk Management Division Annual Report FY 2023-24 2 November 21, 2024 Regular Board Meeting Agenda Packet - Page 102 of 164 Page 5 of 42 Executive Summary Workers' Compensation: In Fiscal Year (FY) 2023-24, Central San incurred seven medical -only claims, and two indemnity claims. Other significant results include the following: Central San's Experience Modifier (ExMod) was further reduced from a respectable 0.82 last year to an impressive 0.76 this year. ExMod reductions occur when open claims either resolve favorably or are too old to be used in the pool's ExMod calculation. After a few years of poor loss development, FY 2023- 24 is the second year since our ExMod remained below our target goal of 1.00 or lower. Overflow Claims: Central San has seen an overall reduction in overflow claims from a high of 27 in FY 2001-02, to generally less than ten claims per year since FY 2010-11. In FY 2023-24, there were four overflow claims, two fewer than in the preceding year. Most of these were small matters which were closed at little cost and with minimal property damage. However, one overflow resulted in a significant loss for a local business. As a result, the FY 2023-24 average cost per overflow claim exceeds our benchmark of $20,000. Overflow Claims I FY 2022-23 Number 7 5 9 6 4 Total Cost $180,302 $40,631 $127,334 $56,056 $177,215 Average Cost / Claim $25,757 $8,126 $14,148 $9,343 $44,304 Other Liability Claims: Claims in this category decreased in both frequency and severity, lowering the average cost per claim from $44,048 in FY 2022-23, to $2,413 in FY 2023-24. Other aspects of these claims will be discussed in more detail later in this report. Property Losses: Central San had one Property loss and two Auto Physical Damage losses during FY 2023-24. The following table summarizes claims costs for FY 2023-24 as compared to the preceding year. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 103 of 164 3 Page 6 of 42 Claim Type Cost FY 2022-23.2023-24 Liability — Auto $3,378 $36,084 Liability — Overflows $56,056 $177,215 Liability — Plumbing Liability — Other Property $561 $249 $2,413 $132,143 $6,907 $28,916 Auto Physical Damage $2,266 $5,866.71 Enterprise Risk Management (ERM): ERM is a systematic and organization -wide process to identify, evaluate, mitigate, and monitor strategic risks. The ERM team aims to meet twice per year to review, update, and prioritize items on Central San's strategic risk register, and then identifies potential mitigations to reduce or control those risks. Results of these team meetings are presented to the Board of Directors (Board) shortly thereafter. Security: Staff continued to work toward the implementation of the Security Master Plan and, with the assistance of security consultants, made additional improvements to security systems, procedures, and practices. Emergency Management: Staff conducted one activation exercise of Central San's Emergency Operations Center (EOC). Staff continued to monitor and update Central San's claims for reimbursement of eligible COVID-19 expenses under the Federal Emergency Management Agency (FEMA) Public Assistance program and submitted two more projects for damages arising from Orinda landslide in January 2023. 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 Employee Health and Safety (EHS) program, as well as Risk Management program administration, claims, and insurance premiums. This total is reduced by any revenue accrued or funds recovered by the Self -Insurance Fund. The TCOR for FY 2023-24 was $4,109,512, an increase of $277,981 (7.3%) from the previous year. This increase was the result of higher payroll and insurance premiums. However, the overall TCOR trend remains generally flat, as shown on page 32. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 104 of 164 M Page 7 of 42 Insurance and Risk Financing Liability Insurance Coverage Central San purchases 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. As a result of greater stability in the excess insurance markets and closing of a few large but open claims, Central San's Workers' Compensation premium decreased by 4% in FY 2023-24 from the previous year. Pooled and Excess Insurance Premium Cost —$679,408 Excess General Liability: This policy covers claims costs exceeding Central San's $500,000 retention up to $15 million. Coverage includes defense and indemnification for inverse condemnation. Insurance Premium Cost - $702,031. 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 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 - $82,286. 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 exceed this amount. Insurance Premium Cost - $21,341. 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 - $5,544. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 105 of 164 5 Page 8 of 42 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 above 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 limited Cyber Liability coverage. This program also includes Identity Theft coverage for all Central San employees. Insurance Premium Cost - $580,436. 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 - $2,272. All Central San insurance policies renew annually on July 1. Self -Insurance Fund (SIF) Central San has at least partially self-insured most of its liability and some of its property risks since July 1, 1986, when the Board approved the establishment of the SIF. 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 use loss data through June 30, 2024. 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 each fiscal year after the Board adopts the SIF budget. The Board also wanted to reserve funds for catastrophic losses or emergency response costs 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. To meet these goals, the balance of the SIF has been consolidated into a single sub -fund with a minimum $7.5 million reserve. Other claims and program expenses are paid from this fund during the year. The fund is replenished each fiscal year after the Board adopts the SIF budget. Risk Management Division Annual Report FY 2023-24 6 November 21, 2024 Regular Board Meeting Agenda Packet - Page 106 of 164 Workers' Compensation Claims Claim Types Page 9 of 42 Workers' Compensation claims are classified as either Medical Only (MO) or Indemnity (IND) claims. MO claims are those where employees only need medical treatment to cure or relieve their injuries. Injured employees do not lose any time from work and fully recover. IND claims are those where injured employees receive ongoing medical treatment and • are taken off work by their treating physician, • are given permanent physical restrictions and/or, • suffer some permanent disability or physical limitation because of their injury. Summary of Recent Claims The following table shows the distribution of Workers' Compensation claims for FY 2023-24, and the two prior years. The Claim Count column indicates the number of claims occurring during the year. The Claim Costs column shows the total cost of those claims to date. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 107 of 164 7 Claim Count Claim Costs Claim Count Claim Costs Claim Count Claim Costs Medical Only 6 $10,134 7 $5,091 7 $10,638 Indemnity 7 $56,779 4 $7,788 2 $43,072 Total 13 $66,913 11 $12,878 9 $53,710 Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 107 of 164 7 Page 10 of 42 The following tables detail these totals by functional group. Trends and Analysis Central San has very few Workers' Compensation claims in any single year making it difficult to identify loss trends with a small data set. As a result, the following analysis incorporates 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. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 108 of 164 11 Claims Severity (incurred costs for all claims per FY) Claims Frequency (number of claims filed per FY) MO IND MO IND MO IND M07 IND i - - ADM - - - - - - - CSO 5 $2,427 3 1 2 4 1 ENG - POD - 1 - - - POD 1 $10,134 4 5 2 3 1 Total 6 7 7 4 7 2ML Trends and Analysis Central San has very few Workers' Compensation claims in any single year making it difficult to identify loss trends with a small data set. As a result, the following analysis incorporates 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. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 108 of 164 11 Claims Severity (incurred costs for all claims per FY) MO IND MO IND MO IND ADM - - - - - - CSO $9,627 $24,241 $629 $1132 $6,836 $2,427 ENG - - 301 - - - POD $507 $32,538 $4,161 $6,456 $3,802 $40,645 Total $10,134 $56,779 $5,091 $7,788 $10,638 $43,072 Trends and Analysis Central San has very few Workers' Compensation claims in any single year making it difficult to identify loss trends with a small data set. As a result, the following analysis incorporates 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. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 108 of 164 11 Workers' Comp: Medical Only Claims - Last 5 Years $25,000 ig $20,000 $15,000 $10,000 $5,000 ADM CSO ENG POD ENG includes HHWCF and Environmental Compliance . ADM CSO ENG POD . ', - $1,522 $301 $1,303 Page 11 of 42 16 14 12 10 8 6 4 2 0 The Collection System Operations group (CSO) had the highest number of MO claims (15) during the five-year period. However, the average cost per MO claim does not vary significantly among the groups since medical appointment costs for treatment remain constant. Indemnity (IND) Claims: The following chart shows the total number and cost of IND 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 payments to employees while off work). The following table shows the average cost per IND claim for each group during that same period. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 109 of 164 M $500,000 — $450,000 — $400,000 — $350,000 — $300,000 — $250,000 $200,000 $150,000 $100,000 $50,000 Workers' Comp: Indemnity Claims - Last 5 Years ADM CSO ENG POD Page 12 of 42 14 12 10 When all IND claims over the last five years are consolidated, the average cost per claim remains just over $23,600. In contrast, the consolidated average cost of a MO claim over the last five years is only $1,300. Cost Drivers IND claims are more expensive as they usually arise from more severe injuries and often include time away from work. Whenever someone is off work with an injury, Central San incurs additional `soft' costs that cannot be captured by claims data. These include lost productivity, overtime for staff needed to fill in while an injured employee is off work, paid release time to attend medical appointments, and supplemental benefit costs including salary continuation provided to augment temporary disability payments. Expert opinions vary on the scope of these soft costs, but estimates range from three to five times the claims cost. Considering that IND claim costs for the last five years are nearly $500,000, this equates to $1.5 million to $2.5 million in soft costs incurred by Central San. The following chart illustrates the disparity in cost between MO claims (blue columns) and IND claims (red columns) across functional groups for the last five years. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 110 of 164 10 . ADM CSO ENG POD I Claim - $4,117 - $34,095 Page 12 of 42 14 12 10 When all IND claims over the last five years are consolidated, the average cost per claim remains just over $23,600. In contrast, the consolidated average cost of a MO claim over the last five years is only $1,300. Cost Drivers IND claims are more expensive as they usually arise from more severe injuries and often include time away from work. Whenever someone is off work with an injury, Central San incurs additional `soft' costs that cannot be captured by claims data. These include lost productivity, overtime for staff needed to fill in while an injured employee is off work, paid release time to attend medical appointments, and supplemental benefit costs including salary continuation provided to augment temporary disability payments. Expert opinions vary on the scope of these soft costs, but estimates range from three to five times the claims cost. Considering that IND claim costs for the last five years are nearly $500,000, this equates to $1.5 million to $2.5 million in soft costs incurred by Central San. The following chart illustrates the disparity in cost between MO claims (blue columns) and IND claims (red columns) across functional groups for the last five years. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 110 of 164 10 Page 13 of 42 Total Incurred Cost Last 5 Years - Medical Only vs. Indemnity $450,000 $400,000 $350,000 $443,229 $300,000 $250,000 $200,000 $150,000 $100,000 glllIIlllllllllp $28,82 $50,000 $22,82 _ ADM --. - $19,53 CSO -._.-------- ENG POD Since the high cost of IND claims is the primary cost driver in Workers' Compensation, Environmental Health and Safety (EHS) staff work with employees, supervisors, and managers to identify the root causes of injuries to reduce the frequency and severity of future incidents. These loss control activities are addressed more fully in the EHS Division's Annual Report provided after the end of each calendar year. Behind the Dollars These charts show all Workers' Compensation claims by type of injury, cause of injury, and which body parts were injured over the last five years. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 111 of 164 11 Page 14 of 42 51 Claims by Cause of Injury - Last 5 Years Transportation/MVA ■ Puncture ■ Causes followed by (OE) indicate Pushing/Pulling (OE) Hearing Loss or Impairment those generally occurring from Continuous Trauma ` overexertion. Animal/Insect (Person) COVID-19 These account for 28% of [non - Other COVID] claims over the last 5 Strain/Sprain years. Strike/Impact (Contact) Hot Obj/Substance (exposure) Infectious Agent COVID-19 Contact w/Obj/Eq Slip/Trip/Fall/Jump Lifting/Reaching (OE) 0 2 4 6 8 10 12 51 Claims by Type of Injury - Last 5 Years Infection ■ Puncture ■ Other ■ Hearing Loss or Impairment Bite/Sting Irritation/Burn COVID-19 Cut/Bruise Strain/Sprain 25 of the 46 non-COVID Workers Comp claims occurring in the last 5 years (54%) were strains and sprains. 25 0 5 10 15 20 25 30 Risk Management Division Annual Report FY 2023-24 12 November 21, 2024 Regular Board Meeting Agenda Packet - Page 112 of 164 Page 15 of 42 51 Claims by Injured Body Part - Last 5 Years Toe(s) Foot Elbow(s) Buttocks Back (All Other) Ankle(s) Head/Face Hand(s) Eye(s) Ear(s) Wrist(s) Lower Leg Arm/Shoulder Multiple Knee(s) Respiratory System COVID-19 Finger(s) Back - Lower 0 1 2 3 4 5 6 7 8 9 • Over the last 5 years our employees most frequently injure their fingers and lower backs. • Of the 51 Workers' Compensation claims occurring over that period, 6 were finger injuries and 8 were lower back injuries. • However, that similarity ends with the treatment and recovery of these injuries, as shown below. Body Part % of Injuries % of Injury Cost Finger 13% <1% Lower Back 17% 23% Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 113 of 164 13 Page 16 of 42 Lost Time and Return to Work Risk Management established Central San's Return -to -Work Program in 2007 to facilitate employees' recovery from work-related injuries and to reduce the number and cost of IND claims. The program incorporates use of the interactive process which is required by the Fair Employment and Housing Act (FEHA) and the Americans with Disabilities Act Amendments Act (ADAAA). When injured employees are allowed to return to work but cannot perform their full job duties, EHS staff work to identify Temporary Modified Duty (TMD) assignments within the organization. When a TMD assignment is not available within an injured employee's work group, staff asks other groups if they have small projects or other short-term tasks that the recovering employee can perform within their physical restrictions. In many cases, Central San's ability to provide TMD assignments will prevent an injured employee from losing time from work. This single change of circumstance may stop a MO claim from becoming a more expensive IND claim. As a result, our Return -to -Work Program is an essential element in both employees' recovery and cost control. It is not easy to compare Return -to -Work Program metrics from year to year as each potential TMD assignment depends on the nature of each injured employee's regular duties and Central San's ability to offer TMD assignments within their physical restrictions. It is also important to note that restrictions provided to employees by the treating physicians are so strict that we cannot find any TMD assignments. Nevertheless, we strive to provide TMD to 100% of eligible employees. Improving Outcomes Central San continued to offer tools and services proven to improve outcomes for injured employees. New TPA: Athens Administrators started on July 1, 2023, and staff have found them extremely knowledgeable, responsive and the feedback from employees is that they are helpful and efficient. On -Call Nurse: Central San implemented a Nurse First Call Program which allows a nurse to evaluate non -emergency injuries over the phone before medical treatment can be provided. Employees now get direction from a medical professional regarding their immediate and ongoing treatment needs. This service also routes detailed injury information to the clinic to inform subsequent treatment. Medical Provider Network (MPN): Central San joined CSRMA's MPN to provide injured employees access to many medical specialists. After seeing a doctor at a designated occupational injury clinic, an injured employee may follow up with a doctor in the network rather than wait for an approved referral to a specialist. Medical treatment is Risk Management Division Annual Report FY 2023-24 14 November 21, 2024 Regular Board Meeting Agenda Packet - Page 114 of 164 Page 17 of 42 subject to review as required by law, but injured employees may receive follow-up care faster within the MPN. Experience Modification Factor (ExMod) One of several factors used to calculate Central San's annual Workers' Compensation premium is the ExMod. CSRMA calculates each pool member's ExMod by comparing its loss data from the preceding three years to the entire pool's combined loss data for that same period. Members' ExMods are then adjusted to align a portion of the members' premium with their relative loss experience. Because the pool calculates a member's 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. Workers' Comp ExMod - Last 10 Years 1.40 1.20 WIII 0.80 �1 0.74 0.61 0.64 0.60 0.40 0.20 1.19 1.06 1.10 — 0.82 0.76 0.00 201,15 201,16 2016,1 201 ,1$ 20 $,19 2019,20 20 Lp-21 2021,22 2022,23 2023 2� This is evident in the chart above. Claims occurring in FY 2018-19 and FY 2019-20 had developed more significantly than anticipated, resulting in larger than expected case reserves. Some of these cases resolved favorably while others occurred far enough in the past that those claims were not used to calculate Central San's ExMod for FY 2023-24. This results in an ExMod of 0.76, which meets our performance standard of below 1.00. It is important to note that while Central San's ExMod has stabilized, it is only one of three factors used to determine our Workers' Compensation premium. Rising excess premium costs and increasing payroll have offset some of the savings derived from the lower ExMod this fiscal year. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 115 of 164 15 Page 18 of 42 Liability Claims Claims Philosophy Central San's focus on customer service informs its 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 generally satisfied claimants and in reduced costs. Liability Claim Types We categorize self-insured liability claims into four types: Auto Liability, Plumbing Reimbursements, Sanitary Sewer Overflows, and Other 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 its self-insured retention. Claim costs include emergency response expenses, settlements, legal expenses, and reserves for open claims. It does not include staff time to adjust and settle claims. Auto Liability Claims Auto Liability claims are those filed by third parties for damages they believe Central San personnel caused while operating its vehicles. This includes claims for injuries to persons or damage to others' property. These claims do not include costs to repair or replace damaged Central San vehicles from such events. Repairs to these vehicles are paid from a different sub -fund and discussed under the Auto Physical Damage section of this report. The chart below shows the total number and cost of Auto Liability claims for the last five years. There were three Auto Liability claims in FY 2023-24. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 116 of 164 M^, . Page 19 of 42 Auto Liability Claims $35,000 3 $30,000 $25,000 $28,708 2 $20,000 $15,000 $10,000 1 $5,000 $- — – 0 2019-20 2020-21 2021-22 2022-23 2023-24 Total Cost Number Plumbing Reimbursement Claims Plumbing reimbursements are small claims usually made by homeowners after they have called a plumber for service, only to learn that the problem was in Central San's main sewer line. CSO field staff respond to these situations and often provide the homeowner with a claim form while they are on site. 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 are often included as part of a larger claim. 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. Risk Management Division Annual Report FY 2023-24 17 November 21, 2024 Regular Board Meeting Agenda Packet - Page 117 of 164 Page 20 of 42 Plumbing Reimbursements $1,800 $1,600 $1,400 $1,200 $1,000 $800 2 $600 $400 1 $200 ■ ■ 0 2019-20 2020-21 2021-22 2022-23 2023-2 Total Cost Number Sanitary Sewer Overflow (SSO) Claims SSO claims are those filed by customers whose property has been damaged by a sewer overflow. CSO staff respond to the overflow and contact Risk Management when they determine that an overflow has resulted from a problem in the main sewer line. This allows Risk Management staff to: • respond immediately to begin coordination of emergency clean up and remediation as needed, • provide for 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 our customers. The following chart shows the total number and cost of SSO claims for the last five years, followed by a table showing the average cost per SSO claim for each year. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 118 of 164 18 Page 21 of 42 SSO Claims $200,000 $180,30210 $180,000 $177,215 9 $160,0008 $140,000 $127,334 7 $120,000 6 $100,000 5 $80,000 4 $60,000 $56,056 $40,631 3 $40,000 2 $20,000 , 1 $- 0 2019-20 2020-21 2021-22 2022-23 2023-24 Total Cost Number Year FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 Avg $ per $25,757 Claim W_ $8,126 $14,148 $11,191 $44,304 Staff benchmarks SSO claims costs against the average cost per SSO claim incurred by CSRMA's Primary Insurance Pool. Although Central San does not participate in this pool, its loss data presents a relevant benchmark for comparison. As of the last available data, CSRMA's average cost per overflow claim is about $20,000. Unfortunately, a mid-sized overflow caused a significant loss to a local business, resulting an unusually high -dollar claim. Notwithstanding this single event, Central San usually outperforms this benchmark which is shown as the blue line in the chart below. Average Cost of SSO Claim by FY $50,000 $45,000 $44,304 $40,000 $35,000 $30,000 $25,000 $25,757 $20,000 S14,148 $15,000 $10,000 $5,000 $8,126 $9,343 $0 2019/20 2020/21 2021/22 2022/23 2023/24 Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 119 of 164 19 Page 22 of 42 Thanks to the partnership with CSO and the ongoing support of management and the Board, it is common for staff to resolve SSO claims at a lower cost than that of Central San's peers. Larger overflow claims do occur, although infrequently, but any overflow claim can develop into a significant loss, even when addressed in a timely, thoughtful, and professional manner. Other Liability Claims This category includes claims that don't readily fit in the preceding categories. Examples include damage to customers' property caused by sewer cleaning activities, damages alleged to arise from field work, damage to other utilities' infrastructure from maintenance or construction activities and other claims where the affected party believes Central San caused their loss. As of FY 2021-22, we assign this category to claims alleging SSOs were caused by problems in the main sewer line but we were unable to substantiate in the claim investigation. There is little similarity among the claims in this group but they include litigated or complex claims that take longer to settle and may incur reserves and legal expenses. 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. Because these claims defy any ready classification, claims within this group fluctuate it frequency and severity over time. A claim filed today might settle for $500, while one filed tomorrow could exceed the self-insured retention. Furthermore, since some claims do not settle within the year in which they occur, reserves are adjusted to reflect current assumptions. The chart below shows the total number and cost of these Other Liability claims for the last five years. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 120 of 164 20 Other Liability Claims $700,000 7 $615,898 $600,000 PP__ 6 $500,000 5 $400,000 4 $300,000 3 $200,000 $143,734 $132,143 2 $100,000 $46,288 1 _ , , $2,413 2019-20 2020-21 2021-22 2022-23 2023-24 Total Cost Number Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 120 of 164 20 Page 23 of 42 Liability Claims Overall The following chart combines the four liability claim types and compares costs by fiscal year and type of claim over the last five years. 2023-24 Cost of Liability Claims by Type ■ sso ■PL 2022-23 ■ OL 2021-22 ■ AL 2020-21 FEE 2019-20 $- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 From this perspective, plumbing reimbursements and auto liability claims comprise a very small portion of Central San's liability claim costs. SSO claims have a more noticeable impact but have not changed significantly in either frequency or total cost in the last few years. As indicated earlier, other liability claims, shown above as `OL', fluctuate more widely in both frequency and severity from year to year. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 121 of 164 21 Other Risks and Exposures Property Losses Page 24 of 42 Central San is self-insured for damage to its property and facilities up to $250,000 per occurrence. Insurance coverage for losses costing more than $250,000 per occurrence 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 limited Cyber Liability coverage. There was one property loss in FY 2023-24; a boiler leak that affected several parts of the HOB. Clean up costs totaled $28,917 and repairs were made by contractors. Self -Insured Property Losses $70,000 $60,000 $63,664 $50,000 2 $40,000 $ $30,000 28,917 $20,000 1 $10,000 — $- • 0 2019-20 2020-21 2021-22 2022-23 2023-24 Total Cost Number 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 earthquake insurance pricing, and the results of FEMA's 2017 update to HAZUS, its Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 122 of 164 22 Page 25 of 42 hazard model using multiple earthquake and flood scenarios. After some discussion, the Committee decided against purchasing flood or 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. As a result, Central San is essentially self-insured for flood and earthquake damage. Any losses arising from these hazards would be paid from the catastrophic loss fund described in more detail on page 6. Central San has not suffered any flood or earthquake losses to date. Auto Physical Damage Central San is entirely self-insured for Auto Physical Damage. Damage to other parties' vehicles is insured by the Excess Liability policy, but the cost to repair or replace Central San vehicles is not. If a Central San 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 more than $1,000. All vehicle repairs are coordinated through Central San's Vehicle Shop. The following chart shows the number and cost of Auto Physical Damage losses for the last five years. Retained Auto Physical Damage Losses $12,000 $10,000 4 $8,000 $5,867 3 $6,000 2 $4,000 $2,000 1 2019-20 2020-21 2021-22 2022-23 2023-24 ME= Total Cost Number Two vehicles were damaged during FY 2023-24. However, staff successfully recovered the cost of one incident from an at fault party, reducing the net loss to $5,687. 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 Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 123 of 164 23 Page 26 of 42 claims have been filed since the Household Hazardous Waste Collection Facility opened in 1997. 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. As with flood and earthquake damage, liabilities or claims costs arising from an alleged pollution condition would be paid from the SIF's Catastrophic Loss Fund. No pollution claims have been filed since the fund was created. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 124 of 164 24 Page 27 of 42 Enterprise Risk Management Enterprise Risk Management (ERM) is a process used to identify, assess, and address strategic risks that may affect an organization's ability to meet its goals and objectives. Utilities and very large public agencies began implementing ERM over twenty years ago. Since then, smaller public entities have gradually implemented some form of ERM with enough success that ERM has become a best practice in public sector risk management. ERM requires that agencies continuously identify their strategic risks, rank and prioritize those risks for oversight, mitigation or elimination, and periodically report progress to key stakeholders. Central San's ERM team includes the Executive Team, Human Resources and Organizational Development Manager, Risk Management Administrator, and Internal Auditor. This group usually meets twice per year to review risk rankings, to review mitigations and risk reduction priorities, and to identify any new strategic risks or opportunities that may affect Central San's ability to meet its objectives. Fiscal Year 2023-24 The ERM team was unable to meet in both Fall 2023 and Spring 2024 as staff redirected its focus on developments in a major lawsuit. The ERM team is scheduled to meet in October 2024 and staff will bring the results of that assessment to the Board shortly thereafter. Risk Management Division Annual Report FY 2023-24 25 November 21, 2024 Regular Board Meeting Agenda Packet - Page 125 of 164 Page 28 of 42 Security Risk Management is responsible for the physical security of Central San's facilities. Day-to-day security operations includes oversight of, and coordination with, the security guards, issuance of badges and keys to staff and the maintenance and support of the electronic security systems including security cameras, card readers, panic buttons, burglar alarms and related software. Risk Management staff partners with other work groups to accomplish a variety of tasks and projects to secure Central San property and protect its employees and the public from security breaches. Staff works closely with the Information Technology Division to modify and update electronic access control systems. IT has also developed an education and training program to increase employee awareness and reporting of actual or potential cyber security threats. In addition to these ongoing projects and practices staff also accomplished the following: • Staff acquired and issued new high security badges to all employees and authorized vendors and contractors • All new badges included updated photos of the recipients. • Staff worked with Capital Projects staff to integrate and update security features in multiple capital projects designs. • Staff updated to the newest software versions of the security software in use and worked with IT to improve the storage capacity for security servers. Risk Management staff is also working on longer term projects including updates to information security protocols, electronic security systems, and facility hardening measures to protect employees and further restrict access to Central San facilities from unauthorized parties. Risk Management Division Annual Report FY 2023-24 26 November 21, 2024 Regular Board Meeting Agenda Packet - Page 126 of 164 Page 29 of 42 Emergency Management 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. Emergency Management Program Elements 1) Plan Development and Maintenance Risk Management is responsible for developing, maintaining, and continuously updating the Emergency Operations Plan and the Continuity of Operations Plan. Planning and Development has assumed responsibility for updating the Local Hazard Mitigation Plan and Environmental Health and Safety (EHS) retains responsibility for maintaining, and continuously updating the Emergency Action Plan. Emergency Operations 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 staff produced, and the Board adopted a major EOP update in 2010 to reflect changes in the emergency staffing structure and to comply with the federal National Incident Management System (NIMS). Since then, Risk Management staff reviews the EOP at least annually and posts needed updates to the intranet. 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 emergency supplies caches. Continuity of Operations Plan: The Continuity of Operations Plan (COOP) was activated when the COVID-19 pandemic reached Contra Costa County. During February and March 2020 staff updated and then modified the Pandemic Response segment of the plan to keep up with the changing information and direction received from County and State public health professionals. Since then, staff have made minor adjustments to the plan as COVID rules changed the way we work, and technology expanded the universe of alternative workspaces. This Pandemic Response segment of the COOP should not be confused with the pandemic Exposure Prevention Plan, which was prepared by, and is expertly maintained by, our EHS staff. This critical document governs current workplace operations under pandemic conditions. The Exposure Prevention Plan has been Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 127 of 164 27 Page 30 of 42 incorporated into the Pandemic Response section of the COOP as a deliverable within the overall response protocol. A major update to the COOP is scheduled for Fall of 2024. Staff has hired a consultant to update the plan which will incorporate current best practices and ensure we comply with applicable changes in federal and state requirements. Local Hazard Mitigation Plan: Before a local government may apply for Building Resilient Infrastructure and Communities (BRIC) or hazard mitigation grants, it must prepare and maintain a FEMA -approved Local Hazard Mitigation Plan. FEMA approval expires in five years. Thereafter, a local government must follow FEMA's detailed procedures to update the plan and submit it for FEMA's review, comment, and hopeful approval to maintain compliance with this grant requirement. The FEMA -mandated update procedures are quite burdensome for small agencies but can be easily scaled to include multiple participants. To take advantage of this situation Contra Costa County sponsors a multi -jurisdictional plan update project for interested local governments within its boundaries. Central San has participated in these combined plan update projects since 2011. Central San's Planning and Development Division has assumed responsibility for this plan and will present the next update for Board review and adoption. Emergency Action Plan: The Emergency Action Plan (EAP) is required by the California Division of Occupational Safety and Health (CaIOSHA) 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 EHS staff. 2) Training and Exercises To maintain compliance with SEMS, Central San must conduct at least one EOC Activation exercise annually. Staff conducted one exercise in FY 2023-2024 at the primary EOC location. Primary and Backup EOC: The Multi -Purpose Room is Central San's primary 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 supplies and equipment to enable immediate set up and operation of the EOC. Risk Management staff conduct inventory audits of each location to ensure that items are available on site, secured as needed and maintained in an operable condition, including replacement of any expired or non- functional items. During these audits, staff also test the analog phones, satellite television service and the satellite internet service to ensure continued operability. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 128 of 164 28 Page 31 of 42 Communications: Contra Costa and Alameda Counties are partners in the East Bay Regional Communications System Authority (EBRCSA), a Joint Powers Authority that developed and maintains an interoperable radio communications infrastructure using the P25 standard. 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 radios. Risk Management has also worked with the IT and EHS Groups to convert Central San's mass notification system from Everbridge to Informacast. The systems are quite similar, but Informacast is better able to integrate with other information technology already in use at Central San. As with Everbridge, Informacast allows authorized users to send messages to all employees or selected groups through multiple communications mediums. The system is currently configured to contact personnel via desk phone, email, cell phone and then by text message, using the next device in the hierarchy until each person responds. If someone does not respond through an entire cycle, the system will wait five minutes then restart contact attempts until the person responds or the authorized user cancels the notification. Central San also maintains handheld amateur (HAM) radios at both the Walnut Creek and Martinez campus and has three licensed HAM radio operators on staff. 4) Coordination with Other Agencies As a single -service agency, Central San must coordinate its emergency response with first responders from 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) at 1850 Muir Rd. in Martinez. 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. Central San is also a member of the California Water and Wastewater Agency Response Network (CaIWARN), which coordinates the distribution of members' specialized equipment and trained personnel to other member agencies to help with disaster and emergency response. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 129 of 164 29 Page 32 of 42 FEMA Reimbursement — Public Assistance Grants Public Assistance (PA) is FEMA's largest grant program providing funds to assist local governments responding to and recovering from major disasters or emergencies declared by the President. The program provides funding for emergency assistance to save lives and protect property and assists with funding for permanently restoring community infrastructure affected by a federally declared incident. Because the COVID-19 pandemic was considered a major disaster, local governments were able to request reimbursement for otherwise non-recoverable emergency protective measures Central San took to protect lives and secure its physical operations. As of fiscal year end, Central San has 4 COVID-19 projects under review with FEMA. Upon final review, and unless FEMA disallows some portion of our costs, Central San should recover costs as shown below: Project # Requested Recovery Expected Amount 548915 $387,203 00% 685751 $302,012 100% $302,012 730085 $87,655 90% $78,890 751044 $38,843 100% $38,843 TOTAL $806,948 This recovery will be in addition to other forms of recovery as Federal law prohibits recovery under the PA program for costs recovered under other programs or grants. Staff have also submitted two projects for emergency protective measures and permanent repairs for collection system damages arising from the Winter 2023 landslide in Orinda. Updates on these FEMA PA projects will follow as they develop. Risk Management Division Annual Report FY 2023-24 30 November 21, 2024 Regular Board Meeting Agenda Packet - Page 130 of 164 Page 33 of 42 Total Cost of Risk The Total Cost Of Risk (TCOR) is a risk management industry metric that allows an organization to evaluate the cost of its Risk Management program over time. TCOR is the sum of five categories of expenses: personnel, insurance premiums, claims costs, and Risk Management and EHS Program expenses. This total is reduced by any revenue accrued or recovered by the Self -Insurance Fund. The following chart illustrates these costs by category for the last ten years. $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 TCOR Categories by Fiscal Year ti� ti° do titi titi ,y3 ti� �ti� hti° °tip ■ Personnel ■ Insurance ■ Claims ■ RM Program EHS Program Note 1: Chart does not include lost productivity or other soft costs arising from claims. FY 2023-24 TCOR is $4,109,512, an increase of $277,981 (7.3%) from the preceding year. This is mostly the result of increased insurance premiums. The totals for most categories are fixed at the end of each fiscal year. However, prior year claims costs may include reserves for open claims occurring in specific fiscal years. This may result in fluctuation of claims costs over time as losses develop or claims resolve favorably. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 131 of 164 31 Page 34 of 42 Overall, Central San's TCOR remains stable. The following chart shows Central San's total TCOR with a trend line for the last 10 years. $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 TCOR Totals and Trend ° ,yo titi titi ti� ti� ti°�� ti°�h ti°moo otic °tip °� ti ti ti ti ti ti ti Prior year data on both charts have been adjusted by CPI to facilitate trend analysis. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 132 of 164 32 Page 35 of 42 Strategic Plan Metrics Central San's Strategic Plan includes seven goals with associated strategies, initiatives, and metrics to track performance toward achieving these goals. Risk Management is responsible for metrics under three of the goals. The tables below summarize Risk Management's FY 2023-24 performance for the metrics associated with these goals. GOAL 1: CUSTOMER AND COMMUNITY SERVICE STRATEGY. SUPPORT MEMBER ORGANIZATIONS AND SISTER AGENCIES. Metric s Measure Year • Result Continue participation in Provide Mutual Aid where possible 2 requests CaIWARN GOAL 4: GOVERNANCE AND FISCAL RESPONSIBILITY STRATEGY: EVALUATE AND APPLY RISK MANAGEMENT PRACTICES. Year • Result Manage the Cost of Overflow Average cost per claim $44,304 O Claims < $25,000 GOAL 5: SAFETY AND SECURITY STRATEGY: PROTECT PERSONNEL AND ASSETS FROM THREATS AND EMERGENCIES W• Success Measure �W-year Result —4 Control Workers' Compensation Coverage Maintain Experience Modifier of 1.00 .76 Costs or lower Maintain and report on Coordinate ERM Team, monitor risk Updated Board Enterprise Risk Management scores over time, present results to in Winter 2024 program Board twice per year �1 Ensure the currency of Updated Emergency Operations Ongoing Emergency Plans Plan Evaluate and implement security improvements to Implement the Security Master Plan Ongoing meet new or evolving threats Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 133 of 164 33 Page 36 of 42 A Look Ahead As staff presents this report, the first quarter of FY 2024-25 is complete. Staff has included this new section to provide updates on the items discussed in this report since FY 2023-24 ended. Many of these items will be included in the FY 2024-25 Annual Report, Staff is finalizing an update to insurance requirements for UPCCAA and Capital Projects as they expose Central San to the highest risk from non-compliance. To date, the updated requirements for UPCCAA and Capital Projects are in their final review and should be implemented by December 2024. Capital Projects and Risk Management continue working with security consultants to update and revise Central San's vulnerability assessment, to identify and recommended high impact projects and to consolidate physical security guidelines to ensure consistency in capital improvements to District facilities. An updated version of the Security Master Plan will be presented to the Executive Team in November 2024. • The Workers' Compensation ExMod dropped from 0.76 in FY 2023-24 to 0.67 in FY 2024-25. Staff were asked to serve on the 2024 PRIMA Institute Planning Committee. The Institute is sponsored by the Public Risk Managers Association (PRIMA) and is considered the premier educational opportunity for public agency risk management in the United States. Risk Management Division Annual Report FY 2023-24 November 21, 2024 Regular Board Meeting Agenda Packet - Page 134 of 164 34 November 21, 2024 Risk Management Annual Report Fiscal Year 2023-24 Finance Committee Meeting Shari Deutsch Risk Management Administrator Page 37 of 42 Attachment 2 November 21, 2024 Regular Board Meeting Agenda Packet - Page 135 of 164 Workers' Compensation: Claims and Costs 5 Yr. Avg Cost - Med Only. $1,376 5 Yr. Avg Cost - Indemnity: $23,602 Last Year's 5Yr. Avg = $1,219 Last Year's 5Yr. Avg = $19,639 Workers' Comp: Workers' Comp: Medical Only Claims - Last 5 Years Indemnity Claims - Last 5 Years ]2�,pOO Fm,naa Sis,000 $10.000 Fs,00a 5• ADM cso Ee+G ENG r0tfud" NHWCF and Enwron0lWal Corrpofience 3 Workers' Comp: Claims, Costs, Causes Medical Only vs. Indemnity Claims Total Incurred Cost Last 5 Years - Medical Only vs. Indemnity $500,000 iraenirrn ■ 25 of the 46 non -COV ID $400,000 Puncture Workers Com p claims $443,229 $300,000 c ring in the last 5 $200,000 yea rs(54%) were 5tra ins $100,000 $28,82 $_ $22,823 i,rrtel:orJ6�,� S 41111111111110 ADM - - -. CSO $19,53 [u[�Bruise � ENG Strginr5prain POD 4 $s Ama $asnpnn $dnopnn $350,ou0 5300,000 $2SO,W0 1200A00 s1 A,W 0 F1W,uuo gspnno F Page 38 of 42 n0M M Eno FOD Cause of Injuries 51 Claims by Type of Injury - Last 5 Years iraenirrn ■ 25 of the 46 non -COV ID Puncture Workers Com p claims 09ho, c ring in the last 5 H -rim Less or lmpd—w M yea rs(54%) were 5tra ins e�relsrins 11111111110 and sprains. i,rrtel:orJ6�,� S cawo-la � [u[�Bruise � T6 Strginr5prain November 21, 2024 Regular Board Meeting Agenda Packet - Page 136 of 164 14 u 10 a 4 d z _RILCENTIR SAN Liability Claims and SSOs 5 i Average Cost of SSO Claim by FY 550,000 $45,000 - 544;304 $40,000 535,000 $30,000 525,000 $20,ppp 514,198 515,000 510,000 $5,000 Sa '0120 2020121 2021/22 2WW2 M3124 Enterprise Risk Management (ERM Ewnomic Uncertainty/ Recession 7 8 2 a 25 1 Global Pandemic 6 10 3 5 24 2 Internal Controls Failure 4 3 2 7 16 3 Top Ten Strategic Risks - Summer 2023 40 30 20 10 0 tn" T I November 21, 2024 Regular Board Meeting Agenda Packet - Page 137 of 164 Page 39 of 42 Cost of Liability Claims by Type 2028-24■SSD ■ PL 2022-23 � ■OL ■A mu-zz 2Wz 21 X 2msz0 _ $- $100,000 $200.000 $300.000 $400.000 $500.000 $600,000 $700,000 5 i Average Cost of SSO Claim by FY 550,000 $45,000 - 544;304 $40,000 535,000 $30,000 525,000 $20,ppp 514,198 515,000 510,000 $5,000 Sa '0120 2020121 2021/22 2WW2 M3124 Enterprise Risk Management (ERM Ewnomic Uncertainty/ Recession 7 8 2 a 25 1 Global Pandemic 6 10 3 5 24 2 Internal Controls Failure 4 3 2 7 16 3 Top Ten Strategic Risks - Summer 2023 40 30 20 10 0 tn" T I November 21, 2024 Regular Board Meeting Agenda Packet - Page 137 of 164 Page 39 of 42 Emergency Management: Public Assistance (PA) Grants in Progress R} y�s FEMA as u � �y� II Emergency Management: EOC Activation Exercise 12/6/23 Page 40 of 42 L 11 \ Y s November 21, 2024 Regular Board Meeting Agenda Packet - Page 138 of 164 548915 $387,203 100% $387,203 685751 $302,012 100% $302,012 730085 $87,655 90°/n $78,890 751044 $38,843 100% $38,843 TOTAL $806,948 II Emergency Management: EOC Activation Exercise 12/6/23 Page 40 of 42 L 11 \ Y s November 21, 2024 Regular Board Meeting Agenda Packet - Page 138 of 164 Total Cost of Risk: The Metric Elements of Total Cost of Risk (TCoR) Insuran[e premiums The irsl and most ea*vadred cprnpw[enl of Tocol C= of RUk Id •nprgnw p—luras. Thls Includes the amount a"spends on Insurance —ado and brokors' commlSWms- Retained losses THOn a[ egeMn[!p r.kdrr.d Ime... In, rpW O m.� rola[. K.h enresm[ M— rhm. 0.. spoons "wrt W p-ko' lw Iry^zµt Inr:urrgd- The^ .re ce5[s Uw[ Z.bo a crnip:rn,S dl d...h . An --ple rc n Uma rnwh such as dry-dmW q a client's suli due 10 spHoge hem pn employee, Costs to protect employees/customers from injury Th* n da pplk.blv.d W-0yn,A lrp.s". y to lrxk avl er0 61111 lmp t cornparin,q caplyred in O Q TcOAe.k=., Tl v" ore [ha coda F".d.dm pane.[y«..mpby..!«crmm�r.rafror. irj.d.e. F ampbs .re y equpmard, mous, —1,q c1,—,1v nlny, e[r:. These cx[s rJrouW he vwked :n par[ or [he TOA for Your business internally Costs to engage firms for help with risk & Insurance Issues Thn next mmp—A Is runs+� WM praYSeion.l Tlmre fo h.lp y h.rdt. imwarw-ear WMr rifle .—d—d! Isw..s.1 hysp arwdd in[3ud. coR[s rar w,.1—my C. n-pund 10. c—pl"In r r.w r 's Iwlamnl0r:adwr a wwnan[. Tl,rsw ore Ms. pm[ INUr. TCuR ulnrla[Iwr arrrl arw e'rxrckleewl 9 exser[w r[sk coned co>:i� TCOR Categories: The Last 10 Years TCOR Categories by Fiscal Year $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $- "fill 1", le 1001'10 le", e" I/ ,/ ■ Personnel ■ Insurance ■ Claims ■ 11 Program . EH$ Progmm 10 10 TCOR for FY 2023-24 was $4,109,512. Increased 7.3% over prior year. • Increase was mostly attributable to higher r insurance premiums (payroll). All categories have been adjusted for inflation. November 21, 2024 Regular Board Meeting Agenda Packet - Page 139 of 164 Page 41 of 42 A TCOR Trending: The Last 10 Years TCORTotals and Trend $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 :- - - ll fl 'YEA\ ti�\�•b ti��` ^\� �\� ti�\Q~O ti�ryO~\ ~Ory titi ~Oryry� ti�~�~p Totals have been adjusted for inflation. TCOR does not include productivity loss or other soft costs arising from employee injuries. Trend remains flat / stable. Page 42 of 42 Questions? ro� -- _---_ _. R . -: w,R DCENTRALSAN 12 November 21, 2024 Regular Board Meeting Agenda Packet - Page 140 of 164