Immediate Vault

National Flood Insurance Program Set to Expire

As a tropical storm battered parts of Texas with more than 40 inches of rain in 72 hours last week, Congress is debating whether to extend the National Flood Insurance Program, which expires on September 30. The NFIP is a government-run flood insurance plan that covers 5 million policies and is an alternative to the relatively shallow private flood insurance market. Since the passage of the National Flood Insurance Act of 1968, Congress has often waited until the last minute to reauthorized the program before its expiration and passed only short-term extensions (12 since 2017).

Last week, the U.S. House of Representatives passed a continuing resolution to keep the federal government funded through November 21 and prevent a government shutdown. This measure included an extension for the NFIP through the same date. But it is unclear whether the Senate will pass the resolution or allow a shutdown.

The House of Representatives Financial Services Committee unanimously passed a bill titled the National Flood Insurance Program Reauthorization Act of 2019 (H.R. 3167), which would reauthorize the NFIP for five years and provide funding for flood mapping and flood mitigation programs. It would also mandate a number of reforms, including allowing policyholders to get refunds if they cancel their policy before its expiration date, eliminating penalties if insureds leave the NFIP for the private market, and requiring the NFIP to increase premium rates each year.

On the Senate side, there is a bill of the same name that would also extend the NFIP for five years. The bills would also cap annual rate increases at 9% (as opposed to the current law, which allows increases by up to 25% annually), making the program more affordable, especially for low-income policyholders. Additionally, it includes provisions to protect homebuyers and renters by mandating flood risk and prior flood damage disclosures, and also funds flood mapping modernization and mitigation. As of this writing, the Senate has not voted on the measure.

Climate change has exacerbated annual flooding across the United States, making storms more violent, frequent and costly. In its June report on the flood outlook for 2019, the National Oceanic and Atmospheric Administration noted that non-storm, high-tide flooding “is increasingly common due to years of relative sea level increases. It no longer takes a storm or a hurricane to cause flooding in many coastal areas.” And in May, NASA said that the United States had experienced record-setting precipitation, characterizing it as the “soggiest 12 months in 124 years of modern record-keeping.”

They also mean millions more in property damage, which in turn means more people getting payouts from the NFIP. In fact, the series of hurricanes that hit the United States in 2017 and 2018 also hit the NFIP hard—the program lost billions of dollars in payouts, leading the government to pass a disaster relief bill that helped the NFIP pay the claims. The Federal Emergency Management Agency (FEMA), which runs the NFIP, aims to double the number of people who have flood insurance by 2023, but according to E&E News analysis, coverage in the United States has declined by 31% since 2011, leaving many without protection if they are hit with flooding.

In 2012, Congress passed a law allowing federal agencies to begin accepting private flood policies, but the market has been sluggish to fill the gaps. Some are stepping in—indeed, the American Association of Insurance Services (AAIS) today announced a partnership with Munich Reinsurance America, Inc. (Munch Re) to provide flood insurance aimed at homeowners outside major flood zones. But with few other private insurance companies offering flood policies, if the NFIP is not reauthorized, this could leave more than half-a-million people across the country without coverage.

2016’s Worst U.S. ‘Judicial Hellholes’

This year’s Judicial Hellholes report, published by the American Tort Reform Association, identifies nine “hellholes” in light of changes in the U.S. state court system, the types of cases being seen and the courts’ balance between defendants and plaintiffs.

The top nine judicial hellholes are:
j-hellholesAnd if that isn’t enough, the report also includes a “Watch List,” calling attention to eight additional jurisdictions “that bear watching due to their histories of abusive litigation or troubling developments.” Those are:
jh-watchlistBut the news isn’t all bad. The report examines “Points of Light,” which are examples of “fair and balanced judicial decisions that adhere to the rule of law and respect the policy-making authority of the legislative and executive branches.” Highlights include positive court rulings from 11 states.

These courts made it easier to dismiss groundless claims, tougher to bring junk science into court, gave juries a more accurate understanding of how injuries occurred in auto accident cases, and reduced the potential for inflated damage awards. Courts also confirmed that a state attorney general can dismiss meritless cases brought on behalf of the state, but can’t hand the state’s law enforcement power to private contingency fee lawyers.

The report also points out that there are a staggering number of new laws on the books for companies to keep track of. In fact, since 2010, there was an average of 827 new laws annually in California alone.

From 2010 through 2015, lawmakers in Sacramento managed to tack onto the books an annual average of more than 800 new laws. In 2016, they added another 893, at least some of which (see SB 859, SB 1063, SB 1130, SB 1150 and SB 1241) were designed primarily to foment still more litigation and related costs that for many years have helped drive businesses, along with their jobs and tax revenues, into the arms of less litigious states across the country and around the globe.
new-laws

Wells Fargo: What Should Have Happened

wells-fargo

When Wells Fargo fired 5,300 employees in September for inappropriate sales practices, then-CEO John Stumpf approached the scandal with an outdated playbook. In response to the $185 million in fines levied by regulators, he first denied any knowledge of the illegitimate accounts. Attempting to mitigate press fallout by distancing the company from a group of “bad eggs” acting independently is not the answer, however. Even if Stumpf had maintained this assertion of innocence, changes in the risk environment over the past few years demand a proactive approach.

Rather than simply deflecting responsibility in these situations, executives must be able to accomplish two things:

• Provide historical evidence of due diligence and risk management (if such a program was actually used)
• Demonstrate how the company is adjusting its policies and/or implementing new policies to ensure a similar incident doesn’t happen in the future

In 2010, the SEC’s Proxy Disclosure Enhancement (rule 33-9089) explicitly made boards of directors responsible for assessing and disclosing risk management effectiveness to shareholders. It mandates the use of risk monitoring systems to demonstrate that existing controls (mitigation activities) are effective. Under this rule, “not knowing” about an activity performed by employees is considered negligence.

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This is a crucial development; negligence carries the same penalty as fraud, but it does not require proof of intent. The Yates Memo (2015) gave the SEC ruling more “teeth” by requiring organizations to provide the Department of Justice with all the facts related to responsible individuals.

As a result, many companies have suffered significant penalties and frequently criminal charges, even though their executives were allegedly unaware of illicit activities. Consider the emissions scandal at Volkswagen and fines paid (to the SEC) by global health science company Nordion Inc. In both instances, deceptions were perpetrated by individuals below the executive level, but senior management’s inability to detect/prevent the incidents came back to bite them.

How to Prevent Risk Management Failures at Your Organization

John Stumpf’s approach should have started with an admission of Wells Fargo’s failure in risk management processes across the enterprise, followed by evidence that a more effective, formal enterprise risk management process is being implemented. For example, risk assessments must cascade from senior management down to the front lines and across all business silos. This ensures that the personnel most familiar with operational risks (and how to mitigate them) can keep the board informed.

In other words, instead of simply apologizing and attempting to provide restitution, Stumpf should have demonstrated that Wells Fargo is taking proactive risk management measures to protect its many stakeholders.

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It is the company’s duty to ensure that something like this never happens again.

The scandal is predictably following the same track as have previous failures in risk management: it starts with regulatory penalties, then leads to punitive damages, class action lawsuits, and finally, criminal charges and individual liability, depending on the particular case.

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The key to this pattern is the absence of adequate risk management, which means negligence under the new enterprise risk management laws, regulations and mandates passed since 2010.

The good news is that avoiding serious, long-term consequences is possible if proper actions are taken. For example, by providing a historical record of risk management practices, Morgan Stanley avoided regulatory penalties when an employee evaded existing internal controls. Other corporations that can provide evidence of an effective risk management program (risk assessments, internal controls that address risks, monitoring activities over these internal controls, and an electronic due-diligence trail) are largely exempt from punitive damages, class-action lawsuits, and possible jail time.

When implemented proactively, effective risk management systems have and will continue to prevent scandals, regulatory fines, litigation and imprisonment. For a more in-depth analysis of the Wells Fargo scandal, read the LogicManager blog post “The Walls Fargo Scandal is a Failure in Risk Management.”

Top Board and C-Suite Risks for 2016

Regulatory changes, economic conditions and cyberthreats are the top concerns of board members and company executives this year, according to a new enterprise risk management survey.

U.S.-based companies listed several operational risks as top concerns, while non-U.S. companies listed only one, cyberthreat, as a major concern, according to the report, Executive Perspectives on Top Risks for 2016, by North Carolina State’s ERM Initiative and Protiviti.

Overall, companies see the current business environment as riskier than in 2015, but not as risky as 2014.

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With increased inquiries and added concerns about risk from boards of directors and company executives, respondents indicated they will be investing more in risk management this year. “More organizations are realizing that additional risk management sophistication is warranted given the fast pace in which complex risks are emerging,” the study found.

Boards of directors rated only one strategic risk among their top five concerns, with the remaining falling into macroeconomic and operational risk categories.

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CEOs, on the other hand, saw strategic risks as three out of their top five issues.

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According to the study:

“This disparity in the viewpoints emphasizes the critical importance of both the board and management team engaging in risk discussions, given their unique perspectives may be contributing to an apparent lack of consensus about the organization’s most significant emerging risks.”

ERM Risks