August 2020 Louisiana Agent

Louisiana Agent August 2020

A publication of the: Independent Insurance Agents & Brokers of Louisiana

A publication of the Independent Insurance Agents & Brokers of Louisiana

A monthly publication of the Independent Insurance Agents & Brokers of Louisiana

Louisiana Agent

August 2020 In this issue:

IIABL STAFF Jeff Albright Chief Executive Officer jalbright@iiabl.com

ACT Agency Cyber Guide 3.0

…………………………….4

Big ‘I’ Survey Reveals COVID-19 Pandemic’s Impact on Independent Agents ...............................................5-6 Data Security Law on LDI Website .............................8

Karen Kuylen Director of Accounting kkuylen@iiabl.com

Public Brokers: What Downturn? ........................... 9-13 Rate & Rule Filings .................................................. 14

Rhonda Martinez, CIC Director of Insurance rmartinez@iiabl.com

Your Remote Hiring Plan ..................................... 15-18

Be an insurance Netflix, not a Blockbuster ............ 20-22

Jamie Newchurch Insurance Services jnewchurch@iiabl.com

Calendar ................................................................. 23 Technology & Insurance ..................................... 24-25

Lisa Young-Crooks Executive Assistant lyoung@iiabl.com

General Information on the NFIP ………………………26-27

LDI Video Presentation of Insurance Data Security Law (La. R.S. 22:2501 et seq.) .............................................. 27 IIABL Partners ......................................................... 31 IIABL Officers & Board ............................................. 32

Agency Cyber Guide 3.0 The Big "I" Agents Council for Technology (ACT) has released an updated version of the free Agency Cyber Guide 3.0.

Handling sensitive information is now one of the most critical responsibilities faced by insurance agencies.

Independent insurance agents and brokers must properly collect and protect sensitive client information every day. This means complying with state and federal regulations as well as adhering to customer service best practice standards, and compliance with Data Privacy Laws as mandated in all Agency/Company contracts.

The Gramm-Leach-Bliley Act ('GLBA') requires all “financial institutions� (including insurance agencies) to protect the personal information of customers. In addition, Louisiana recently passed the new National Association of Insurance Commissioners (NAIC) Model which is now known at the Louisiana Insurance Data Security Law (R.S. 22:2501-2511) which imposes significant data security requirements on all Louisiana licensees including independent insurance agents.

IIABL has distributed Technical Advisory TA 345 which provides a detailed summary of the Louisiana Insurance Data Security Law (R.S. 22:2501-2511). Download TA 345 It is important that all insurance licensees (including independent insurance agents) review their obligations under Louisiana Insurance Data Security Law (R.S. 22:25012511), which can be found HERE. Please refer to this statute for details.

The Agency Cyber Guide 3.0 includes streamlined navigation and provides an excellent user experience. Updated resources are available, including an expanded cybersecurity provider guide.

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New Big ‘I’ Survey Reveals COVID-19 Pandemic’s Impact on Independent Agencies

Agencies report decreased revenue and loss of commercial lines clients.

A national survey of Big “I” leadership agencies by the Independent Insurance Agents & Brokers of America (the Big “I”) shows that the COVID-19 pandemic continues to have a significant impact on the day-to-day operations of independent insurance agencies as the crisis lingers.

Top findings from the survey include: Almost half of agencies transitioned all or most of their staff to remote work.

Nearly half of agencies report decreased revenue for 2020.

46% of agencies have experienced a loss of commercial lines clients.

The survey also found that about 70% of agencies have received a PPP loan (grant) or other grants or financial assistance during the pandemic. In more than 41% of responding agencies, the majority of staff is still working remotely, while 43% of respondents said most their staff is currently working in their offices.

“This research shows that, like the many small business clients they serve, independent insurance agents and brokers around the country have been significantly affected by the coronavirus pandemic and the difficult economic environment it has created,” says Bob Rusbuldt, Big “I” president & Continued on page 6

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Covid-19 Pandemic’s Impact Continued from page 5

CEO. “Our members have had to show resilience in adapting and adjusting to a changed business landscape that may be our reality in the foreseeable future. The Big ‘I’ continues to help them in their time of need with financial assistance and an array of other resources to support them through the pandemic.”

Survey respondents identified areas they would find most beneficial during and after the pandemic in order to continue agency operations. Top responses were assistance with building or enhancing an online presence for marketing, guidance and talking points about the crisis and coverages for their clients, assistance with home-based technology for remote workers and assistance with online business tools.

“The Big ‘I’ has resources and expertise to help our members in these areas where their businesses need it most,” says Madelyn Flannagan, Big “I” vice president for agent development, education and research. “Despite their challenges, independent insurance agents are proving they’re strong and nimble during troubled times, working hard to sustain their own businesses while at the same time assisting many of their clients who are in crisis.”

In April, The Big “I” established the Trusted Choice® COVID-19 Disaster Relief Fund through generous donations of more than $2 million from carrier partners. To date, it has processed more than 2,000 applications from independent agency members needing assistance for operations during and following the pandemic. Through the Big “I” coronavirus resource page, members also have access to tools and other materials which provide guidance in navigating the effects of the COVID-19 crisis.

The survey of Big “I” state and national agent leaders was conducted electronically August 4-12, 2020. It received 356 agent/broker responses from all Big “I” state associations.

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Data Security Law on LDI Website LDI has updated its website in response to the enactment of the Insurance Data Security Law (La. R.S. 22:2501 et seq.). Below you will find a brief explanation of the changes.

The LDI has added a page to its website at ldi.la.gov/cybersecurity to provide information on reporting cybersecurity events as required by the Insurance Data Security Law, which took effect August 1, 2020. The law requires that all insurance licensees report to the Commissioner of Insurance all cybersecurity events involving nonpublic information of Louisiana consumers in accordance with La. R.S. 22:2506.

The website has links to the following:

•

Insurance Data Security Law as passed by the legislature (Act 283)

•

Reporting a Cybersecurity Event Flowchart, which provides a graphic aid to use with the statute to

determine when to report •

Report a Cybersecurity Event Form, for use in notifying the Commissioner of Insurance in a man-

ner consistent with the statutory requirements The definitions of "licensee," "cybersecurity event," "nonpublic information," "consumer," and other terms used in the law are in La. R.S. 22:2503. See Video Presentation information on page 27

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Public Brokers: What Downturn?

The economic impacts of COVID-19 are both immediately apparent and well documented. We all have friends who are underemployed or lost jobs because of the economic downturn. In July 2020, the U.S. unemployment rate was 10.2%, with some states reporting unemployment over 15%. Gross Domestic Product (GDP) decreased at an annual rate of 32.9% in the second quarter of 2020, the sharpest drop ever. Economic challenges surround us.

Yet, despite the numerous economic challenges, the insurance industry continues to thrive.

One indicator of the insurance industry’s resilience is the performance of public brokers in the stock market. The stock market provides a good gauge of how the market views businesses and industries both currently and in the future. How have the public broker stocks performed this year? The results may surprise you. Below is a look at six publicly-traded insurance brokers’ year-to-date stock performance as of July 31, 2020.

Continued on page 10

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As you can see, only one broker is down for the year, while two brokers are up double digits. The average 2020 performance of the public brokers is up 7.32% reflecting the market’s favorable view of the insurance industry and expected positive outcomes.

Public broker performance continues to do well even when compared to other indexes, further emphasizing good news for the insurance industry. How does this compare to the other indexes? The chart below illustrates how insurance brokers have materially outperformed both the S&P 500 (up 1.25%) and the Dow Jones Industrial Average (down 7.39%). While the NASDAQ is up 19.76%, its performance is largely driven by technologybased businesses that represent over 50% of the NASDAQ’s listings

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The high performance of public brokers also coincides with the performance of our private clients who reported 4.4% organic growth and 26.0% EBITDA margin in the 2020 Q2 Organic Growth and Profitability Survey. These brokers are expecting to grow 5.0% organically in 2020, a remarkable prediction in these uncertain times that once again highlights the insurance industry’s positive outlook.

Another interesting and telling metric is what the public brokers are trading for as a multiple of EBITDA (earnings before interest, taxes, depreciation, and amortization). EBITDA multiples provide insight into how the market views future growth and profitability. As seen in the chart below, public brokers are now trading at the essentially same multiple as they were prior to COVID-19. Said another way, the market is still as bullish on insurance brokers as it was at the beginning of 2020.

Continued on page 13 Louisiana Agent 11

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Although the economy is facing material challenges, the insurance industry is resilient, weathering the pandemic with little disruption and continued growth. There is much to be thankful for with such an optimistic and bright future amidst all the uncertainty.

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Company

Coverage Type

Berkshire Hathaway Specialty Insurance Company

Commercial Automobile

Armed Forces Insurance

Exchange

Homeowners

Overall % Impact:

12.6

9.1

Overall $ Impact:

$320,471

$260,902

Number of Policyholders:

Changes

104

New: 06/01/2020 Renewal: 06/01/2020

1235

New: 12/28/2020 Renewal: 12/28/2020

Encompass Property and Casualty Company

Homeowners

6.0

$193,811

720

New: 11/12/2020 Renewal: 11/12/2020

Liberty Insurance Underwriters Inc.

Other Liability

-5.7

$-255,525

5576

Approved, effective 11/01/2019

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Your Remote Hiring Plan In-house hiring practices don’t often translate to hiring employees that will work remotely. What modifications do you need to make to your hiring process? By Sharon Emek, Ph.D., CIC By all accounts, the pandemic-related workfrom-home business model is here to stay, at least for the time being. For the most part, many companies were able to transition quickly, albeit not without some significant challenges.

millennials are showing little interest in insurance industry careers. According The Millennial Survey conducted by The Hartford, a mere 4% of millennials would consider an insurance industry career.

Yet now another significant challenge is looming: how to hire employees you may not meet in person, either during the course of the pandemic or for the duration of their employment with your company.

Yet the very pandemic that has challenged insurers to adopt remote work strategies may be somewhat of a saving grace in the quest to find remote workers. According to World Economic Forum data, 85% of millennials are seeking full-time remote work opportunities.

What’s more, 82% expressed higher company loyalty to those companies with remote work programs.

For the insurance industry, that challenge is multiplied by a shortage of viable candidates.

Veteran insurance professionals are retiring at an alarming rate. The Bureau of Labor Statistics estimated that between 2016 and 2020, 400,000 insurance professionals will head off to retirement.

The situation is made more dire by the fact that

In fact, remote work is appealing across a wider age demographic than just millennials; a recent Zapier-commissioned Harris Poll reveals that 95% of all knowledge workers (those working in Continued on page 16

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a professional setting and using a computer as part of the job) want to work remotely. That means companies that were forced to shift to a remote work arrangement are now facing the very real challenge of trying to build a remote hiring process.

No matter how big or small your agency is, remote hiring takes planning. But if executed properly, your hiring process could do more than just help you hire good talent – it can elevate the number of candidates to choose from, and deliver candidates that have the exact skills needed.

But First, Soft Skills Yet your new hires need a few more traits than a standard in-house hire. Because remote work can be isolating, employees need the right set of traits to be able to perform effectively and productively.

Before you hire, make sure to understand common soft skills that make for a successful remote worker. Your next remote employee should to be able to work with minimal supervision. Ideally, your remote worker should be able to manage time effectively so that daily tasks as well as projects are completed on time.

all technology your company employs. How familiar is the candidate with those tools?

Have they shown proficiency in related technologies? In some cases, technology can be similar, so that the learning curve for your particular application would not be prohibitive.

What could be problematic is your candidate’s ability to maintain connectivity with your team. Spotty internet may not be a deal-breaker unless your team needs to be able to connect quickly during office hours.

By conducting a distance interview, you can assess the quality of the connection.

You can assess also how conducive the candidate’s available workspace is to the tasks at hand. For instance, if you’re hiring a salesperson, having a noisy location or too many people in the residence could hinder the salesperson’s ability to connect with prospects. Your ideal candidate should have a

To do that, your employee should demonstrate the ability to solve common issues as well as some of the more complex challenges that they may face. And your employee should be comfortable with remote communication tools and methods.

Interviewing from a Distance

Any organization that has worked remotely recently knows the need for video conferencing. That same technology is what’s needed to conduct remote interviews. While phone interviews can work for initial screening, they fail to pick up on physical cues, such as body language and facial expressions. Plus, video conferencing is a way to vet those candidates on their comfort level with technology your company uses.

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distraction-free location, or a plan for keeping it quiet and distraction-free during work hours.

That last point can be difficult to navigate. As many families are home with young children and daycares are closed, your ideal candidate may have temporary distractions. If that’s the case, shift the questioning a bit: Would your candidate be able to put in hours after children are in bed or napping? Would a more flexible work schedule help them complete the work necessary?

Identifying the Self-Starters Another question to consider: How much training will your new hire need? Every organization has a unique set of processes, and new employees need to learn them.

However, in a remote position, that means your new hire needs to be able to train on their own with minimal supervision.

To ensure they can, find out how they best

learn: in-class instruction or independent, selfpaced learning? Have they completed any self -guided learning before? What were the results? How easily can they get used to new systems or technology? What challenges them most about technology?

That matters because in remote work, technology is key to getting the job done. And by asking these questions at the outset, you can set expectations for your candidates so that they know what is expected of them.

Hired: Now What?

That’s important too after the candidate is hired. We recommend using the hiring process to outline both your expectations and how you will measure their performance.

One suggestions we ask you to consider is dropping an hourly expectation and replacing it with a per-outcome expectation. As mentioned previously, not all candidates can do their best work during traditional nine-toContinued on page 18

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five hours. By measuring your new hires, as well as all your employees, by benchmarks met and project outcomes, you will get a true measure of their productivity.

Moreover, such a move boosts employee morale and motivation. In an environment in which employers and employees alike are trying to carve out the best way to conduct business, adopting a more flexible employee management style makes the most sense, and helps workers succeed in a remote setting.

Hired, Retained That success results in higher employee satisfaction, which translates into better employee retention. In a global workforce environment that is adapting to what could be permanent changes to business, your business has a great opportunity to grow and to thrive. A strong remote hiring process, complete with vetting for soft skills, setting expectations, and outlining new management strategies can help your organization gain an advantage of those organizations that are still trying to do everything through the traditional business lens.

By setting your remote business on the right path at hiring time, your organization can adapt quickly to whatever changes may come in the future. That flexibility can keep your entire organization moving into a stronger, more resilient future

.About the author Sharon Emek, Ph.D., CIC, is founder and CEO of Work At Home Vintage Experts (WAHVE). WAHVE (www.wahve.com) is an innovative contract talent solution that matches retiring, experienced insurance, accounting and human resource career professionals with a company’s talent needs.

WAHVE bridges the gap between an employer’s need for highly skilled professional talent and seasoned professionals desiring to extending their career working from home. From screening to placement, WAHVE is a comprehensive solution to qualifying, hiring, and managing experienced remote talent.

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Be an insurance Netflix, not a Blockbuster One of Blockbuster's biggest failures was that it failed to harness the latest technology to achieve digital transformation.

By Alex Zuckerman | August 04, 2020 at 06:00 AM Here’s why digitization is to insurance what streaming technology was to the video market. (Photo: Shutterstock) In 2004, when Blockbuster was at its peak, the video rental company operated 9,000 stores across the globe, employed 60,000 people, and posted $5.9 billion in revenue.

The notion that a rival service like the sevenyear-old Netflix could dethrone Blockbuster seemed far-fetched. But within six years, Blockbuster had filed for bankruptcy as Netflix soared in popularity.

The decline and fall of the Blockbuster empire can’t be pinned on any one decision, but one

of the company’s biggest failures was that it had failed to latch onto the growing availability of streaming technology. By contrast, Netflix embraced it, pivoting away from DVD sales and rentals in anticipation of changing viewership habits.

A similar dynamic is unfolding in the insurance industry, where those suspicious of change and slow to innovate may find themselves on the same trajectory as Blockbuster.

Meanwhile, insurers who harness the latest technology to achieve digital transformation will be better positioned to serve an evolving market and win the future.

Here’s why digitization is to insurance what streaming technology was to the video market.

Digitization: Avoiding Blockbuster’s fate To understand the growing importance of innovative technology to the future of

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insurance, look no further than recent trends in InsurTech funding. In 2019, InsurTech investment reached nearly $6.4 billion, a 63% increase over 2018 figures, according to Willis Towers Watson.

Advances in artificial intelligence and data analytics, in particular, are providing new opportunities to optimize operations and drastically improve customer service with reduced costs and speedier processing times.

While InsurTech fundraising plunged 54% in the first quarter of 2020 amid coronavirusdriven economic turbulence, the pandemic has, in fact, made enhanced digital capabilities all the more important for insurers. As business operations moved almost entirely online, companies that already had robust digital infrastructure found themselves faring better than technological laggards. Not surprisingly, even in a tight economic climate, few insurers are planning to scale back their digital investments, with a recent LighticoSapiens survey finding that 28% of insurers are actually accelerating their digital transformation plans and only 5% are retrenching. A major reason most insurers are

moving full steam ahead? Sheer consumer demand.

What today’s consumers want Thinking back to the rise of Netflix and the fading of Blockbuster, it’s fairly obvious from the vantage point of 2020 why consumers came to prefer the convenience of browsing, selecting, and streaming content, all from the comfort of their own homes when the alternative was making a trip to the local video rental store to select a movie and then making yet another trip to return it. Better yet, using AI technology, Netflix learned what types of content its individual viewers liked and tailored its recommendations accordingly, making it much easier for viewers to discover shows and movies they’d actually like.

Consumers increasingly expect that same convenience when it comes to insurance. In the Lightico-Sapiens survey, 66% said that they’d be inclined to try a new digital app or website to make obtaining a policy easier.

Sixty percent said they have less patience for filling out and sending paperwork, while 68% expect businesses to increase their capabilities Continued on page 22

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for serving customers remotely.

Carriers who can meet these expectations by delivering high-performance, streamlined digital experiences, powered by strong core systems, will enjoy the competitive advantage.

AI for effective digitization Just as Netflix introduced personalized content discovery to millions of movie buffs and TV fans, insurers can deliver efficient and personalized experiences to their consumers. Unfortunately, the industry’s failure to do so may have left money on the table in recent years, with Deloitte revealing that sales of life insurance policies have nosedived 42% per capita over the past 20 years. A lack of engagement and doubts about the relevancy of insurers’ product offerings have driven this decline — AI can help reverse it.

Data-driven insights can help insurers direct consumers to the offerings best aligned with their coverage needs. AI chatbots and virtual agents can enable insurers to ramp up their customer service capabilities in a scalable, cost-

effective way. Natural Language Processing (NLP) technology, a subset of AI, can process customer service requests in a natural and intuitive way while also assisting on the insurer side with underwriting and fraud detection.

By 2025, AI spend in the U.S. insurance industry, alone, is expected to reach $2.63 billion, unleashing new opportunities for greater operational efficiency, better customer service, and new revenue. Those who remain on the digital path will find themselves reaping the benefits of this transformation, while those who hesitate may wish they had heeded the writing on the wall sooner.

Alex Zukerman is the chief marketing officer and chief strategy officer at Sapiens.

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Webcasts E&O Risk Management Click above for schedule Available on Demand

Ethics Click above for schedule Available on Demand

Flood Click above for schedule Available on Demand

Commercial & Personal Lines Courses Click above for courses & dates for 2020

2020 Webinar Calendar Webinars VU Cram Sessions

VU Cram Sessions

Dates: September 24,

October 26, October 27, November 17, December 14

Dates: September 25, October 27, November 18, December 15

5 Contractor Coverage Concepts Every Agent Must Understand

How to Understand Commercial Property Underwriting & COPE

9 Rules for Reading an Insurance Policy Based on the Laws of Insurance Contracts

Workers' Compensation: 5 Mistakes Every Agent Makes

Condominiums and How to Insure Them 3 Keys to Getting the Named Insured Correct 4 Key PL & CL Exposures Every Agent Must Understand

Each of the courses in the VU Cram Session is approved for 2 hours CE. Earn 10 hours CE in one day. Check out all 19 courses that the VU Cram Session offers through 2020

Condominiums and How to Insure Them Rules for Developing the Correct Premium Why Certificates of Insurance - Just Why?

Events To be Announced

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Technology & Insurance As we embark upon a pivotal moment in our country’s history, national, state & local governments have issued shelter-in-place orders around our nation. Consequently, this has forced various industries and individuals, including our own, the insurance industry, to become even more streamlined than it already was and to be more technologically savvy doing so. Teleconferences, online rating, internet web meetings, ACH payments and E-signatures have now become the “new normal” in our daily lives. Let us take a look to see how it will affect the insurance sector, clients & new business prospects in the future.

Staying connected throughout the business relationship is paramount to any successful operation. This is all the more apparent with the unprecedented period we are undergoing currently from the COVID-19 pandemic. Technology has been instrumental and the “glue” that makes this all possible. From online faxing to emailed policy delivery, online payment methods, DocuSign, and remote workstations, this would

not be possible if it were not for the strides made in technology.

Even though we must remain isolated, this brings the more intimate & personal connection with our clientele in a time when people most need our assistance or simply an ear to speak to as insurance professionals.

Just like the changes happening daily in our personal lives, the insurance industry is constantly evolving due to agency acquisitions & carrier mergers. This in itself can change a customer’s perception. Customers have to adapt to new systems being implemented from new management or ownership, which can lead to skepticism of simply becoming a “number” within the new business model. A breakdown of personal interactions and service can also happen, which small agencies or companies thrive on. Although acquisitions can have its negatives, it can also be a great thing for growth goals within an agency or carrier who is struggling/ unproductive, looking to sell their book of busi-

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ness. It can also bring continuity, should the purchasing company elect to keep the same personnel for its existing accounts.

The rapid growth of social media has also strengthened the knowledge base & professional relationships between peers in the insurance arena. We are able to bounce ideas & scenarios off of one another through engines such as LinkedIn, Twitter, or Facebook. Online continuing education through vehicles such as the National Alliance & The Institutes afford constant updates of the current trends within the field as well as connectivity to new & more effective coverages being revealed daily. Regulatory entities & government are also using technology to efficiently provide services & resources to the public & insurance industry for updates. More & more businesses uses these media outlets for researching & background vetting potential hires than ever before.

Client expectations are evolving also. We know that communication is the key to success or

failure when dealing with our customers. When relationships are respected & have been proven to withstand the down turns of the economic climates, losses, or disasters, that is when the true value is seen by your customers. Trust is one aspect you must obtain to last through this.

Then, in the eyes of not only customers but other agents & carriers, respect is garnered and your value to the overall insurance profession is recognized.

The future is bright for insurance professionals.

We are essential to the well being of not only this country’s innovative, talented & entrepreneurial fortitude but the global community as well. By using the technology available to us, we can make the world a safer & more efficient place for businesses & individuals alike for years to come (God willing).

Brandon Hamilton IIAGNO 2016 Scholarship Recipient

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General information on the NFIP

Video: Securing Documents In Preparation for a Flood in Spanish: https://www.youtube.com/ watch?v=BE-wOm6GkN8

Website: For consumers: https://floodsmart.gov

Library: NFIP Marketing Resource Library with hundreds of assets including social media posts, Website: For insurance agents: https:// videos, fact sheets, templated letters to potential agents.floodsmart.gov customers and other products for you to comHandbook: For insurance commissioners and oth- municate the value of flood insurance: https:// ers: https://www.fema.gov/sites/default/ agents.floodsmart.gov/marketing/resource-library files/2020-05/ NFIPDeskReferencev18_508_V4.1.pdf Filing Your Claim: Fact Sheet: For real estate agents: https:// Website: How To Start Filing Your Claim: https:// www.fema.gov/sites/default/files/2020-05/Fwww.floodsmart.gov/index.php/start 435_508_01Dec17.pdf Fact Sheet: How To File Your Flood Insurance Claim: https://www.fema.gov/sites/default/ Before a storm: files/2020-07/fema_nfip_how-to-file-floodWebsite: What To Do Before A Flood: https:// insurance-claim.pdf www.floodsmart.gov/community Website: Information on reducing/avoiding flood Fact Sheet: How To File Your Flood Insurance Claim in Spanish: https://www.fema.gov/sites/ damage: https://agents.floodsmart.gov/ default/files/2020-07/fema_nfip_how-to-file-flood index.php/client-support/prepare -insurance-claim_spanish.pdf Fact Sheet: Flood Loss Avoidance: https:// Fact Sheet: Starting Your Recovery: FEMA’s Flood www.fema.gov/sites/default/files/2020-05/ Loss_Avoidance_Fact_Sheet_Consumers_508.pdf Insurance Claims Process: https:// www.fema.gov/sites/default/files/2020-07/ fema_nfip_Starting-Your-Recovery_2020.pdf Fact Sheet: Flood Loss Avoidance in Spanish: https://www.fema.gov/sites/default/files/2020Fact Sheet: Starting Your Recovery: FEMA’s Flood 07/fema_nfip_understanding-flood-lossInsurance Claims Process in Spanish: https:// avoidance_policyholders_spanish.pdf www.fema.gov/sites/default/files/2020-07/ Fact Sheet: Understanding Flood Loss Avoidance fema_nfip_Starting-Your-Recoveryfor Agents: https://www.fema.gov/sites/default/ Spanish_2020.pdf files/2020-07/fema_nfip_understanding-flood-loss Graphic: Who’s Knocking At Your Door: https:// -avoidance_agents.pdf www.fema.gov/sites/default/files/2020-07/ fema_nfip_who-knocking-your-door.pdf Infographic: Flood Loss Avoidance: https:// www.fema.gov/media-libraryVideo: How To Document Damage: https:// data/1591371468334www.youtube.com/watch?v=SAAtqAIKY2I ccb9a322b8179c5e94bc31107d7baf65/101927002_FEMA_FloodGraphic: Who’s Knocking At Your Door in SpanAvoidance_infographic_May2020_r8_508.pdf ish: https://www.fema.gov/sites/default/ files/2020-07/fema_nfip_who-knocking-yourTool Kit: General flood safety social media from Ready.gov: https://www.ready.gov/flood-toolkit door_spanish.pdf Video: Flood Loss Avoidance: https:// www.youtube.com/watch?v=5Xho8p76t8M Video: Flood Loss Avoidance in Spanish: https:// www.youtube.com/watch?v=BXUvBLuD5a8 Video: Securing Documents In Preparation for a Flood: https://www.youtube.com/watch? v=Hv72vbKmRzc

Recovering from a flood: Website: How To Document Damage And Begin Clean-Up: https://www.floodsmart.gov/ index.php/flood/document-damage Handbook: NFIP Claims Handbook: https:// www.fema.gov/sites/default/files/2020-05/ FINAL_ClaimsHandbook_10252017.pdf

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Fact Sheet: Build Back Safer & Stronger: https:// www.fema.gov/sites/default/files/2020-05/ Build_Back_Safer_and_Strong_Fact_Sheet_07112018 .pdf Fact Sheet: Salvaging Water-Damaged Family Valuables and Heirlooms: https://www.fema.gov/sites/ default/files/2020-05/ SalvagingFamilyValuables_sept2018.pdf Graphic: Coming Home After A Flood: https:// www.fema.gov/sites/default/files/2020-07/ fema_nfip_Coming-Home-Infographic.pdf Website: Reducing Future Flood Damage: https:// www.floodsmart.gov/flood/mitigating-flood-damage Information for Insurance Agents: Fact Sheet: Flood Insurance, Make It Your Business: https://www.fema.gov/sites/default/files/202005/101844004_FEMA2019_MakeItYourBusinessUpd_8.5X11.pdf Handbook: Flood Insurance Agent Field Guide: https://www.fema.gov/sites/default/files/2020-05/ AgentFieldGuide_jan142019.pdf

IMPORTANT LDI INFORMATION The Louisiana Department of Insurance has a video presentation available to discuss the recently enacted Insurance Data Security Law (La. R.S. 22:2501 et seq.), which took effect on August 1, 2020. The video can be accessed at www.ldi.la.gov/ cybersecurity from the image on the right side of the screen.

You are encouraged to view this video presentation because it provides a brief background on the law, its effective dates, its requirements for insurance licensees, exemptions, and information on reporting cybersecurity events. It also includes information on where to send any follow-up questions regarding the Insurance Data Security Law.

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Job Posting - Risk Management, Inc. Risk Management, Inc. (RMI), a wholly owned subsidiary of the Louisiana Municipal Association (LMA) serves as service agent of the sponsored interlocal risk pools for Public Liability, Workers Compensation, Accident and Health, and Reinsurance trust. RMI seeks a qualified individual with insurance experience for the job of General Manager, who is responsible for all activities of RMI. Serving under the direction of the RMI board of directors, the general manager, with the assistance of departmental management, is responsible for the development, revision and implementation of administrative processes, rules and procedures to assure effectiveness and efficiency of marketing, underwriting, claims administration, public relations, billing/collection, and training for municipalities eligible to participate in the various risk pools sponsored by the LMA. The salary range for this position is from $115,000 to $125,000, depending on experience, plus benefits. Please provide, no later than September 30, 2020, a cover letter and resume and e-mail this information to careers@lma.org.

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IIABL 2020—2021 BOARD OF DIRECTORS & OFFICERS

Brenda Case, President Lowry-Dunham, Case & Vivien—Slidell

Donelson P. Stiel, President-Elect David H. Stiel, Jr. Agency—Franklin

Mike Scriber, Secretary-Treasurer Scriber Insurance—Ruston

Johnny Beckmann, III—National Director AssuredPartners—Metairie

Joseph A. O’Connor, III, Past-President

Brittni Lagarde, Young Agent Representative

The O’Connor Insurance Group—Metairie

Southern Insurance Agency—New Orleans

Ann Bodkin-Smith Thomson Smith & Leach Ins—Lafayette

Matthew deBlanc Continental Insurance Services—Marrero

Rob Eppers Risk Services of Louisiana—Shreveport

Matt Graham Lincoln Agency—Ruston

Christopher S. Haik Haik Insurance Holdings—Lafayette

Stuart Harris McClure, Bomar & Harris—Shreveport

Ross Henry Henry Insurance Service—Baton Rouge

Bret Hughes Hughes Insurance Services—Gonzales

Harry B. Kelleher, III Harry Kelleher & Co—Harahan

Philip “Phe” McMahon Paul’s Agency—Morgan City

Lydia McMorris Alliant Insurance Services—Baton Rouge

Eugene Montgomery Community Financial Ins Services—Monroe

Joe King Montgomery Thomas & Farr Agency—Monroe

Robby Moss, IV Hartwig Moss Insurance—New Orleans

Paul Owen John Hendry Insurance—Zachary

Martin “Teeny” Perret Quality Plus—Lafayette

Robert Riviere Riviere Insurance Agency—Thibodaux

Armond Schwing Schwing Insurance Agency—New Iberia

Louisiana Agent 32