Insuring your charity is a major management decision. To help you get it right, click on the headlines below and read about the different aspects of charity insurance.
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Insurance broker reviews are usually conducted because they are driven by corporate governance responsibilities, industry practice or to ensure that your charity is paying the most competitive premiums. Or it could be because the service provided by your current broker may be unacceptable or they are no longer suitable.
It is important to establish the reasons for conducting a review of an insurance programme and/or a broker, as the conclusions reached could lead to a better review process and hopefully enable your charity to appoint the most appropriate broker for your needs. Whatever the reasons for the review, there are certain steps that could be followed to make the whole process easier and less stressful for all the parties involved.
If your charity is looking to reduce premiums and indirect costs, such as uninsured losses, and the overall focus is on cost not service then you should choose a costed review. With this type of review you will receive binding quotations and the process is more closely aligned to the actual renewal of your current insurance programme. The decision to review can also be made closer to your renewal date but shouldn’t be less than 10 weeks prior.
The final presentations by your shortlisted brokers should be conducted in the fourth week prior to your renewal date and the appointment should be made in the third week, allowing enough time for the broker to ensure cover is in place.
Alternatively if you are looking for a broker which understands your charity, and is able and willing to align the insurance programme to your key risk exposures, minimise uninsured losses, offer risk management audits/consulting facilities, staff training, claims management and your review can start at least 14 weeks before your renewal date, then your organisation might like to consider a conceptual review.
The advantage of a conceptual review is that the focus is on the broker’s ability to understand your organisation and ensure you are properly protected. Upon appointment it will negotiate with the insurance market on your behalf.
Having one broker approaching the market on your behalf will protect your standing amongst insurers and avoid any mixed messages.
Once you have made the decision as to which type of review you are going to conduct, and you have established a timetable that allows the process to be completed in timely fashion without any undue pressures, you can start the process.
INFORMATION PACK.To enable the participating brokers to conduct their review it will be necessary for you to compile an information pack. Compiling all the information might involve other parts of your charity so make sure you do this in advance of the next step.
The pack should include as a minimum:
• An up to date register of insurances, and copies of up to date policies, if available.
• The latest annual report and accounts.
• Any literature from the charity that is available to the public.
• Any risk management documentation, such as risk registers and business continuity plans.
• Organisational structure, including contact information for the different functions carried out within the charity.
• A timetable of the review process.
• Claims information for the last three (or ideally five) years.
CHOOSING A BROKER TO PARTICIPATE IN THE REVIEW. Many brokers will be keen to compete for your insurance business, but not all will be suitable.
Here are some guidelines that might help you decide which one to choose:
It is advisable to only select brokers which can fulfil your review criteria in terms of scope of services. It is better to choose a broker which can demonstrate experience of managing the insurances for charities of your size and complexity, rather than a broker which specialises in, say, household insurance.
If possible, try to avoid selecting brokers of a similar size or profile. The broking market is highly competitive, and there will be little to choose from if they are in the same guise.
Smaller brokers are generally more customer focused and often employ individuals with broad skill sets, whilst larger brokers have in-house facilities, but can be less customer focused and have greater staff turnover. Similarly, "niche" brokers may offer greater experience in the charity sector, but can lack the lateral thinking of a broker with a broad range of clients.
Select no more than five brokers and ideally no less than three. Some brokers will view competing with too many other brokers as nothing more than a "beauty parade", and may decide not to participate. Also, if there are only a few insurers which have the capability to insure your charity, try to apportion different insurers to each broker, e.g. when asking for examples of cover and pricing.
Recommendations always work well, so ask other charities of a similar size and needs which broker they use, and why.
INVITING YOUR CHOSEN BROKERS. The format of your invitation can be either formal (written) or informal (verbal). To aid the process you may like to ask the invitees to address the charity's specific areas of concern, though the report should not restrict itself to the issues you raise.
You might like to ask for:
• Comments on risk issues identified and how your current insurance programme is aligned with those risks.
• How the broker intends to help your charity manage its risks effectively.
• Any proposed improvements to the current insurance programme.
• Relevant expertise in your sector.
• Details of the broker's proposed team, including CVs and referee details.
• Details of risk and claims management facilities.
• Information on the broker's company history, customer service processes, and how the broker's efficiencies could benefit you.
• Proposed fee and service level agreements.
The invitation should also include who to contact in the charity, your timescales, the format in which you wish to receive the report, and the number of copies required.
In addition it should be made clear that the review is being conducted at the participating brokers’ cost, and acceptance of the invitation is acceptance of this condition.
MEETING THE PARTICIPATING BROKERS. The objectives of the meeting are for you to gain a first impression of the participants and for the brokers to ask you about the organisation. At this meeting it should be the broker who asks most of the questions. Your opportunity to ask questions will come when you receive their proposals or at the presentation stage.
CHOOSING THE RIGHT BROKER. Having considered the proposals, you may or may not choose to select a short-list of brokers, and invite them to prepare a presentation. The presentation should include the service team proposed by the broker, and should focus on perhaps two or three key areas only (either of your choice or the broker's).
Ideally, the presentations should be short, maybe 20 minutes plus questions afterwards, and conducted on the same day, to allow a fair and objective comparison. To ensure a "level playing field", you may wish to set out explicit terms for the presentation. For example, no PowerPoint presentations or no more than three attendees, etc.
Once the presentations have been completed you should be in a position to appoint or re-appoint your broker. To help you with the final decision you might like to rate them on things such as: the knowledge of your charity and its purposes/beneficiaries/clients, understanding your needs, the ability to design a programme that responds to those needs, their willingness to be held accountable, technical expertise, claims support and so on.
Choosing the most suitable broker can be a daunting task but following this process should make it easier and less stressful. However, working with a broker which has a detailed knowledge of the way your charity operates, taking into account your objectives, mission and strategy, the nature of your activities, applicable legislative and regulatory requirements, and identifying lessons learned from any past events will lead to robust insurance and risk management which would help avoid a crisis becoming a reputational disaster.
Correct insurance cover for a charity goes a long way to helping things move along quickly in the right direction should the worst happen.
Charities have a moral and legal duty to ensure that everybody who works for them is safe in the field. Part of that duty is exercised through sensible precautions and good risk management. The other part is through protecting them with appropriate insurance cover. In a poll, 67% of charitable organisations felt that insurers did not understand the risk issues faced by the charity sector and 75% believed that costs could be cut if risk issues were successfully communicated.
Let me give you an example of a most recent conflict and how having appropriate insurance cover can make all the difference to foreign nationals caught up in the middle, and how good insurance brokers with experience of the charity sector understand the risks charities are being faced with.
The political history of modern Sudan has been dominated by conflict between the Islamic north and the predominantly Christian, African south. Following a referendum in 2011, South Sudan became an independent state. A number of issues were left unresolved upon southern independence including border demarcation, citizenship, ethnic rights and oil exports. Violent clashes quickly escalated between north and south which led to a humanitarian crisis.
Many charitable organisations are working in both Sudan and South Sudan with the aim of helping the Sudanese people, whose lives have been badly affected by the consequences of decades of conflict, including the prevalence of disease.
There was a charity whose aim is to reduce the suffering caused by tropical diseases in some of the poorest communities around the world. Their operations take them where help is needed, including South Sudan.
Comprehensive personal accident and travel insurance cover was arranged for all their overseas staff and expatriates, including emergency evacuation expenses and access to advice from a specialist security company which monitors events around the world 24 hours a day.
In addition, international private medical cover was put in place to give staff access to NHS style medical treatment around the world.
When violence flared again in South Sudan in December 2013 the charity were thus ready to react quickly to secure the safety of their staff.
How the insurance policy responded
In mid December 2013 the situation in South Sudan deteriorated. There had been a coup attempt on the night of 15 December by the opposition in Juba, focused on the army barracks and the president’s compound. Juba was under military curfew and soldiers were patrolling the streets. Check points were set up and anyone leaving their home or compound was threatened with arrest. The airport and the land borders were already closed.
While foreign nationals might not be directly targeted in the fighting, they would be exposed to the risk of incidental violence.
The charity contracted their insurance broker in the UK and were referred them to a specialist security company to which their insurance gave them access. An initial call from the charity to the security company was received on 17 December, stating that they had nine staff in Juba, the capital of South Sudan, and two in Arwil, north of the country, all seeking advice on the developing situation.
Given the spread of locations, the priority for the security company was to make sure everyone was in a safe location and the information was reported back to the charity's headquarters. The security advisers continued to feed information in both directions while experts made plans for a possible evacuation.
Within 48 hours the experts had secured an aircraft at Juba airfield to transport the charity’s staff to Kampala in nearby Uganda. The UK and US embassies were urging the South Sudan president to reopen the airport as soon as possible to let the trapped foreign nationals leave. After three nights of fighting the airport reopened on 18 December. Following the reopening, all parties agreed that foreign nationals should be evacuated whilst the airport remained open. The advisors then subsequently coordinated the full evacuation of the staff out of South Sudan.
This flight was amongst the first to leave Juba, but the charity's staff in the north of the country were diverted to Wau because an aircraft had crashed on the runway in Juba. The advisors therefore organised an alternative aircraft for the next day, to take them on to Kampala and onward commercial flights to home destinations.
This is just one example of a rapid deteriorating political situation and a vivid example of how a prompt reaction and speedy communication can help solve even the most complex situation.
The costs of the evacuation were all covered by the insurer and are set to exceed £20,000.
Why insurance is important
Insurance plays an important part in transferring the risk for any charity, and forms part of any comprehensive risk identification, treatment and management programme.
People are sent to potentially dangerous locations to make a difference on behalf of people in need, and the risk to them of injury, illness and disease needs to be identified and managed.
Whilst evacuation cover is available from many insurers, the policy detail and aptitude of their security advisers will vary. Ensuring that the right cover was in place to reflect travel to "high risk" locations, as well as being on hand to help when the worst happened, made the difference in this case.
The insurance policy put together by the broker ensured the safety of the charity’s staff when the political situation deteriorated. If this cover was not in place, or it was not adequate, then they would have been on their own in arranging the evacuation.
In a state of chaos, one can only imagine how long it might have taken to arrange the evacuation and risk missing the window of opportunity when the airport was opened.
Not to mention the costs involved in such an operation!
However, for many of these workers, securing international private medical insurance cover to ensure they can be cared for in the event of illness or accident can be as problematic and difficult as the work they themselves are doing.
War zones are occupied not only by traditional armies, but also by huge numbers of voluntary organisations involved in post war reconstruction. As a member of this latter group, it is vital that an expatriate charity worker can carefully choose an international health policy which is tailored to suit his or her needs and which takes into account the particular dangers of working in a country such as Iraq or Afghanistan. Finding the right policy is not always straightforward, as many insurers have special clauses relating to war and terrorist threats.
Policies which include limited cover against terrorist attacks are available, but with conflicts not solely confined to war zones nowadays, effective cover which reflects this new global reality is now ever more important. Nearly a third of brokers questioned in a recent research survey said that they would not consider a policy if it did not provide some level of war or conflict cover, for example.
Ideally a policy should have a "stand out" benefit that really makes a difference to those expatriates living and working in the world’s hot spots. For these individuals, it really does help to have "passive war" cover including war and terrorist attack, in contrast to where policies may often have a full war risk exclusion.
Passive war cover is likely to be of particular interest staff in aid charities and those involved in rebuilding work where a conflict has occurred or is still going on, e.g. in Africa, the Middle East and even Afghanistan. Overall, the full range of health insurance services should be available, including hospital benefits and evacuation, in the event of injury by terrorists or as part of a broader war conflict.
Evacuation is likely to be particularly relevant in conflict zones, where local medical facilities may be damaged or supplies of medication and blood for transfusions may be an issue.
If that's all you do, however, it's worth digging out that document to make sure it does everything you expect of it. Many off the shelf policies have gaps in their cover, and it can be the case that some charities have been sold cover which isn't actually necessary for their needs and just adds unnecessary cost.
The key thing is to get the correct advice for your charity and a proper assessment of risk, which might require additional cover to what is outlined below. As a pre-emptive measure, proper governance and sensible risk management practices should mean you never have to rely on insurance. If you do though, it's worth knowing you're properly covered. Outlined below is a quick guide to the basics.
PROPERTY DAMAGE. This covers you for the basics like subsidence and against losses from theft and damage (say a lorry crashes into your building, for example). Make sure your policy also covers you for things like damage to or theft of fundraising stock, losses from dishonesty, and cash in the office.
BUSINESS INTERRUPTION. If you can't get into the office because damage to property nearby means the street is cordoned off by emergency services, for example, you'll be covered. It also covers power failures, loss of water supply and so on, if they're caused by damage to nearby property. Likewise, in the event that a property near yours is damaged and it stops people coming to the area, and that has an impact on your operations, a good policy will provide recompense.
EMPLOYERS' LIABILITY. Unpleasant thought it may be, this is an important one and covers you for any financial liabilities resulting from the death, injury or disease of an employee which occurs in the course of their work.
GENERAL LIABILITY. This is similar to the above, but refers instead to death, injury or disease caused to members of the public, or any loss or damage caused to their property. It also covers the same things if they're caused by goods you sell or supply.
TRUSTEES' AND INDIVIDUAL LIABILITY. There have unfortunately been cases where individuals within charities have taken advantage of vulnerable people the organisation is meant to protect. Court action and the resulting financial implications can be very expensive, which is what this feature is designed to cover. It includes trustees, directors and other employees, and covers "wrongful act, error, or omission" for which they may have been responsible.
INTERNET AND EMAIL. Misplaced or stolen data happens to the most well resourced organisations, so if it was to happen to a charity and resulted in legal action the costs could be punishing. Make sure your insurer has you covered for data breaches or thefts, and that you're covered for legal defence and other relevant costs (if your charity has a particularly high profile, for example, you might find it necessary to hire a PR firm to help defend your reputation in the media).
You should also ensure you're covered for other legal expenses, if, for example, you're the chief executive of a charity and find yourself personally subject to legal action. Employee disputes can also incur major costs, particularly if they end up in an employment tribunal, so any insurance products you consider should also take account of that. As with anything, an insurance policy is only as good as the effort you put into it, so it's worth taking at least a little time to get it right.