What Is Earthquake Insurance?

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Did you know every state is at some risk for an earthquake?

Although most earthquakes in the United States are small and don’t cause damage, they can be catastrophic. So it’s important to consider your unique risks, like where you live, in determining whether earthquake insurance is right for you.

The risks

Earthquakes may not have made the news in your area recently, but don’t let this lull you into a false sense of security. It’s better to investigate your risk to make a more informed decision about your need for coverage. For example, did you know Missouri is the third-largest market for earthquake insurance among the states, exceeded only by California and Washington?

To help assess earthquake risks, the U.S. Geological Survey has created National Seismic Hazard Maps.These maps show how often scientists expect damaging earthquakes in various parts of the country.

According to the website, all 50 states are at risk for earthquakes. But the risk is greatest in the following states: Alaska, Arkansas, California, Hawaii, Idaho, Illinois, Kentucky, Missouri, Montana, Nevada, Oregon,South Carolina, Tennessee, Utah, Washington and Wyoming. The states with the lowest risk are Florida,Iowa, Minnesota, North Dakota and Wisconsin.

While the hazard maps indicate the potential for damaging tremors, the extent of the damage could vary by region. A small earthquake concentrated in a small area without stringent earthquake building codes could cause more damage than a large earthquake spread over a large, mostly unpopulated area.

Buying a policy

Most homeowners insurance policies do not cover earthquake damage. If earthquake coverage is not included in yours, it may be time to add it.

Most private insurers can add earthquake coverage as an extension to your existing homeowners policy or as a separate, stand-alone policy. If your primary insurance company does not offer it, you can get it through a different private insurer. Your agent can help you with this.

Policy basics

It’s useful to understand the basics of earthquake insurance when comparing policies.

Earthquake insurance is optional, and there are three parts to earthquake coverage: 

  1. Dwelling coverage to insure damage to your home 
  2. Personal property protection for your belongings 
  3. Additional living expenses to cover costs incurred if you have to reside elsewhere while your home is being repaired

If you rent, you obviously don’t need dwelling coverage, but you can still purchase earthquake insurance to pay for your belongings or the cost of living elsewhere during repairs.

If you own a condominium, you may need coverage to pay for any repair assessments required by your condo association. The association can provide this information to share with your insurance professional.

Mobile homes can be protected with dwelling coverage.

Rates vary

Earthquake insurance rates can vary significantly, depending on the risk in your geographic area. Cost is largely determined by hazard maps but can also be influenced by:

  • Local building codes
  • The age of your home
  • The number of stories (Taller homes are more likely to tumble.)
  • How your home is framed (Wood is more flexible and better able to withstand tremors.)
  • The type of soil around your home (Sandy soil absorbs more movement than clay or rock.)
  • The kind of foundation (Raised foundations offer more flexibility.)

If you’re in a high-risk area, you can retrofit your home to be more earthquake resistant, which may also reduce your insurance premium. Your insurance professional can offer ideas for reducing your risk of loss, which may include bolting your home to the foundation, bracing the chimney, installing automatic gas shut-off valves and strengthening walls with plywood.

Earthquake insurance should cover your dwelling up to the same limit as the coverage on your homeowners policy. However, the deductibles on earthquake policies are typically higher than those on homeowners policies. The general rule is 5% to 15% of the policy limit, but it could be higher.

Factor exclusions into your decision-making process

Earthquake policies often carry exclusions. Be sure to consider this when comparing different options. Common exclusions are vehicles, collectibles, harm to land (think sinkholes and erosion) and damage to soft- and hardscaping, such as pools and fences.

Some policies provide options for “engineering cost,” which would extend coverage to a greater portion of your losses. Of course, your insurance professional can clarify any exclusions, help you evaluate your specific property exposures, and add coverage as appropriate.

Another major exclusion is water damage. Earthquakes commonly cause flooding and tsunamis. You’ll need flood insurance to cover these events. You may also want to consider the risk of sewer and drain backups and confirm you have protection for these.

Most standard earthquake policies do cover losses from resulting fires, but verify with your insurance agent that this is true for the policy you select.

Figure out how close you are to a fault line

Earthquake insurance outside the highest-risk areas is affordable. It can help with expensive costs, such as foundation repairs, if your property is damaged by an earthquake.

It’s worth checking the U.S. Geological Survey maps to see how close you are to a fault line and then asking your insurance agent about the price of adding earthquake coverage to your homeowners or condo policy.

Not sure if you need earthquake insurance?

Our team can help you understand your current coverages and if you need additional. Reach out to our Personal Insurance team.


This content is for informational purposes only and not for the purpose of providing professional, financial, medical or legal advice. You should contact your licensed professional to obtain advice with respect to any particular issue or problem. Please refer to your policy contract for any specific information or questions on applicability of coverage.

Please note coverage can not be bound or a claim reported without written acknowledgment from a OneGroup Representative.

Written content in blog post: Copyright © 2024 Applied Systems, Inc. All rights reserved.

Cybersecurity Risks for Water Treatment and Wastewater Facility

Aerial View of Wastewater Treatment plant

In March 2024, the Environmental Protection Agency administrator and national security advisor sent a letter to state governors warning them to safeguard their water infrastructures against increasing cyberattacks.

The warning wasn’t based on cyber theory or only for large cities. In fact, most recent attacks have been on rural areas.

In January 2024, cybercriminals infiltrated the water system of a rural Texas town, according to The Texas Tribune. This wasn’t an isolated incident. It was one of several attacks on rural towns in the past year, all perpetrated by a Russian cybergang. These attacks have drawn attention from the FBI and Cybersecurity and Infrastructure Security Agency (CISA).

In one case, the Russian cybergang attempted 37,000 hacks in four days. In response, local officials rapidly unplugged their systems and switched to manual operations. In April 2024, the same Russian hackers attacked a rural town in Indiana.

Rural areas might seem like unlikely targets. But from a threat actor’s perspective, they’re an excellent place to run surveillance and practice bypassing cybersecurity systems.

According to CISA, there are 153,000 public drinking water systems nationwide, and over 80% of the population gets potable drinking water from these systems. About 75% of the nation’s sewage is treated by 16,000 publicly owned wastewater treatment facilities.

Infrastructure targets

Water treatment and sewage processing facilities ensure the public has clean drinking water and sanitary wastewater disposal. These facilities depend on technology to operate, opening them up to cybersecurity risks and liabilities. These risks can have severe consequences for the communities the facilities serve.

Cybercriminals can infiltrate the facilities to acquire sensitive data, including employee information, financial details, infrastructure plans and cybersecurity. Even if a cyberattack breaches an infrastructure but doesn’t attack the facility immediately, it doesn’t mean the threat is over. Information gathered from a data breach is valuable. Cybercriminals can:

  • Sell the operational and security system data on the dark web to create more efficient attacks in the future. For example, many water treatment facilities use Internet of Things devices to monitor and control their processing systems efficiently. These devices often lack robust security and can be exploited to crawl systems and gain unauthorized access.
  • Steal and sell customers’ and employees’ personally identifiable information (PII).
  • Target operational systems, causing disruptions, blockages and system failures. Cybercriminals can take over water treatment systems to contaminate water or cut off water flow, causing financial losses and endangering public health.

In addition to the public health risk, water treatment facilities can face liabilities such as:

  • PII exposure, leading to significant penalties and sanctions
  • Financial losses, including the substantial costs of computer replacement and cybersecurity
  • Reputational damage, including loss of business partnerships and public trust
Reduce your water treatment facility’s risk

Mitigating these operational risks involves implementing robust security measures, including firewalls, antimalware and intrusion detection systems.

CISA also suggests the following:

  • Reduce exposure to public-facing internet and other vulnerabilities.
  • Conduct regular cybersecurity assessments.
  • Change default passwords on all systems immediately.
  • Inventory technology assets.
  • Develop and practice a cybersecurity incident response and recovery plan.
  • Back up all operating systems and critical data.
  • Conduct cybersecurity awareness training with employees.

Ensure your city’s municipality is taking cybersecurity seriously. Use CISA’s Top Actions for Securing Water Systems Toolkit as a starting place. Contact the EPA’s free technical assistance program to help improve your water treatment facility’s cybersecurity.

Stay on top of insurance coverage

Contact your insurance agent to ensure you have cyber liability coverage. Your agent can review coverage options that can be indispensable after an attack, especially if you need help restoring your systems.

Contact Us

To learn more about unique municipality risks and how to address them, contact our OneGroup Municipality team.


This content is for informational purposes only and not for the purpose of providing professional, financial, medical or legal advice. You should contact your licensed professional to obtain advice with respect to any particular issue or problem. Please refer to your policy contract for any specific information or questions on applicability of coverage.

Please note coverage can not be bound or a claim reported without written acknowledgment from a OneGroup Representative.

Written content in blog post: Copyright © 2024 Applied Systems, Inc. All rights reserved.

Conduct an Effective, Thorough, and Legal Workplace Investigation

Unrecognizable mid adult woman conducts interview

While each case is different, it’s important to follow the same framework to ensure that all investigations are fair, thorough and legally compliant.

An employee is accused of making inappropriate comments and groping a coworker. Someone complains that an employee has been siphoning the company’s inventory and selling it online. A supervisor allegedly speaks to their team members in an offensive, demeaning and bullying tone. These are just a few examples of when a workplace investigation may be in order.

When you successfully address the root cause of the issue and take appropriate corrective action, you minimize the risk of harm to the affected individuals and the business at large.

Read on to learn how to conduct an effective workplace investigation from complaint to closure.

Is an investigation really necessary?

Whenever an informal or formal complaint is raised or the employer otherwise learns of conduct that raises a red flag, an investigation is generally in order. Not investigating could expose the organization to liability if it knew or should have known about the situation but failed to adequately address it.

Are there times when the immediate removal of an employee from the workplace would be justified without an investigation? Maybe. Let’s say an employee lunges at someone with a knife. In that case, immediate removal from the workplace under a zero-tolerance workplace violence policy could be considered justified.

However, even in cases of egregious misconduct, the best course of action may be to suspend the employee with pay while you investigate the incident. And always consult with counsel as needed.

Workplace investigations step by step 

Whether the complaint is in writing or verbal, you’ll want to walk through the same steps to effectively address the concerns. But before you get to the actual investigation, there are a few things you need to know about how to respond to the initial complaint.

Don’t promise confidentiality

While you should try to maintain confidentiality, don’t promise the complainant or anyone else involved in the investigation that everything they share will be kept confidential. That’s because the information they provide may need to be shared with the accused or witnesses to elicit relevant information during the investigation.

If someone asks whether the information they’re sharing will be kept confidential, let them know it may be shared with others on a need-to-know basis, but reassure them that the process will be conducted with discretion.

Separate the accuser from the accused, if necessary

If the allegation involves harassment or a hostile work environment, you may need to immediately separate the accuser from the accused. This could mean a schedule change or a transfer, but be careful not to do anything that could be construed as a penalty against either employee at this point.

For example, a complaint about workplace harassment is generally considered a legally protected activity. If the accuser is subjected to adverse employment action, such as an involuntary transfer, as a result of the accusation, they could have grounds for a retaliation claim. This is true even if the underlying harassment claim proves to be unfounded.

Select an investigator

The investigator will dictate the tone, scope and quality of the investigation. The main thing is to make sure they have the knowledge, experience and resolve to remain objective, stay on task and reach a timely, fair and objectively reasonable conclusion based on the information gathered in the course of the investigation.

Start by asking who can take on the role without any actual or perceived bias. For instance, if the proposed investigator is friendly with the accuser or the accused, that could give the perception of bias.

Ask whether the investigator:

  • Has experience conducting workplace investigations
  • Has knowledge of applicable labor and employment laws
  • Is detail oriented
  • Is likely to remain neutral when interviewing the accuser, the accused and potential witnesses
  • Can maintain decorum and confidentiality as needed

There are several places to look for an investigator, with the human resources (HR) department usually coming to mind first.

HR professionals generally are well-versed in labor and employment laws and possess strong interpersonal skills — they’re in the “people” business, after all. A representative from HR can be a sound choice so long as they don’t have a personal relationship with any of the parties involved.

If HR isn’t an option, an in-house attorney is also a sound choice. Or you can hire a third-party investigator. This can be a good choice if you don’t have someone with the right skills or there’s a risk of actual or perceived bias. If you decide to go with an outside investigator, have them work closely with HR as they conduct interviews and gather evidence.

Come up with a game plan

Once the investigator is in place, create a detailed plan for the investigation. Be sure to include:

  • What the issue or complaint is
  • Who will be interviewed initially (including their name, title and relationship to the accused or accuser)
  • What questions will be asked
  • What documentation may be available as supporting evidence
  • The process for taking and retaining information disclosed during the investigation

The witnesses and interview questions may change as the investigation evolves and uncovers new evidence, but it’s good to have a roadmap to start.

Give yourself time

From complaint to closure, the length of an investigation can vary widely.

For instance, let’s say an employee complains that their coworker verbally harassed them. During the investigation, it’s discovered that this was the first time the accused had ever used any ill words against the accuser. The investigator also learns that the accuser, by their own admission, threw the first verbal punch and neither employee has a record of any type of workplace misconduct. Both employees realize the errors of their ways and vow not to engage in that type of behavior again.

The investigation would likely wrap up quickly in this case. But investigations aren’t always that cut and dried.

Let’s alter the facts and say that one of the employees has a history of verbal harassment and that one more infraction is grounds for their termination. They have denied the most recent allegation and claim multiple witnesses can prove they were the victim of their coworker’s tirade. In this alternative scenario, the investigator would need to interview witnesses and evaluate their credibility to figure out what really happened.

Conduct the investigation

Regardless of how much time you expect the investigation to take, follow a consistent framework. Responding to complaints in a uniform manner is key, since any complaint could become fuel for a future lawsuit against the organization. The human resources association SHRM suggests taking the following steps:

  • Interview the accuser to go over the details of their complaint and who can be called as a witness.
  • Based on the accuser’s statement, identify who to interview next (the accused or a witness) and conduct your next interview.
  • Based on that interview, decide whether any follow-up questions should be asked of the accuser.
  • Assess the credibility of all parties who have been interviewed.
  • Come up with an appropriate action to be taken based on the findings. Recommendations can range from written warnings to separation of the accused from the accuser or even termination.
  • Write an investigation report summarizing:
    • What the investigator did and why
    • The timeline of the investigation
    • How the complaint came about
    • The interviews conducted
    • Any other evidence considered
    • The findings
    • Action taken to remedy the situation
    • Any employment policies or procedures factored into the investigation
  • Discuss the findings of the investigation with the accuser and the accused separately.
  • If the accuser’s allegations had merit, follow up with them to ensure no further issues have arisen.
  • Consider whether the workforce could benefit from anti-harassment or another type of training.
Credibility determinations, interviews and investigation notes

How to judge a witness’s credibility

Assessing credibility is an important part of the investigation process. Gene Thornton of Thornton Workplace Investigations says there are several factors to consider when assessing credibility, including:

  • Whether and to what degree a witness’s statement corroborates what others have said, what records show, etc.
  • How likely it is that they fully observed what happened (For instance, how close were they to the parties when the questionable conduct occurred?)
  • Whether they have a reputation for being truthful or dishonest
  • Whether their recollection of what happened seems reasonably plausible
  • Whether they have a motive to lie (for instance, for some self-serving purpose or due to bias toward the accused or the accuser)
  • Their demeanor during the interview

In most cases, these factors will help the investigator make a sound judgment about the credibility of a witness.

Take detailed investigation notes

A workplace investigation could easily come under scrutiny by a government agency, such as the Equal Employment Opportunity Commission (EEOC), a judge or a jury. Be sure you’ve meticulously followed all the steps in the process and that the final report is sufficient to defend the organization against any subsequent claims. If you look back on a workplace investigation and see missteps that could spark future liability, focus on correcting them for future investigations.

Remember that any documentation, including notes and emails, may later be discoverable if a lawsuit results; talk to counsel if you have questions about discoverability issues.

Keep interviews uniform (and impartial)

Inconsistency in the way interviews are conducted can easily land your organization in hot water. It’s hard to convince a fact-finder that an impartial investigation has taken place when the investigator asked alternative lines of questioning, coerced a witness into giving a desired answer or rendered their own opinions during an interview.

To avoid this, use the same interview strategies with all witnesses and ask open-ended questions.

A workplace investigation in action

Here’s an example of a workplace investigation cited by the EEOC:

An employee complains that their supervisor disciplined them more harshly than their colleagues because of their race. Title VII of the Civil Rights Act expressly prohibits discrimination on the basis of race. And the organization has a written policy stating that employees must be treated fairly, which means they cannot be singled out because of their race or any other protected trait when being subjected to an adverse employment action.

How should the organization respond? According to the EEOC, it’s critical to take the complaint seriously and investigate it so the alleged misconduct doesn’t continue to happen. Start by:

  • Asking the employee to explain why they believe they were treated differently and to identify the employees they think were treated more favorably
  • Asking their manager to explain the disciplinary actions taken against them, as well as the disciplinary actions taken against other employees who committed similar infractions, the reason for the actions and the reason any employees may have been treated more favorably than others
  • Determining whether the disciplinary policy has been consistently applied (This will need to take into account whether the complainant and the alleged comparators are first-time or repeat offenders of the same or similar infractions, since the level of discipline may be different depending on the number and type of offenses.)
  • Considering whether there’s some other reason the employee was treated differently

If evidence of discrimination is present, the EEOC says to intervene immediately, correct any discriminatory effects and prevent the discrimination from happening again.

In this example, the disciplinary action to which the employee has been subjected should be amended. And if they would have received any pay, seniority or other benefits had they not been disciplined, those should be awarded, too.

The organization would then need to decide whether the manager who administered the disparate discipline should be disciplined and, if so, how. From there, the organization should inform them about the investigation, the results and the basis for the action.

In addition, the EEOC says to document the results of the investigation and any corrective action taken.

A few more tips for an airtight workplace investigation

Now is a good time to review your workplace investigation policies and practices to ensure you are effectively handling employee complaints from intake to closure.

Ogletree Deakins notes that internal investigations often reveal “ongoing, large-scale, institutional” issues, which, if left unremedied, could open the organization up to increased legal risks and lower employee morale. Here are four proactive steps they recommend to ensure you are well prepared for an internal investigation:  

  1. Be sure investigators are well trained to:
    • Interpret new vernacular being used in employee complaints
    • Write investigatory reports
    • Handle nuanced and complex matters
  2. Keep an up-to-date list of qualified outside investigators to call on.
  3. Regularly review and update organizational policies, paying special attention to your code of conduct, procedures for handling complaints and whistleblower protections.
  4. Conduct an organizational assessment to see if you can spot patterns or practices that may have an adverse effect on the workplace culture.
One last piece of advice to keep in mind

If a workplace investigator ever feels in over their head or the investigation reveals systemic patterns of discriminatory or otherwise unlawful conduct, consider getting an attorney involved as soon as possible.

An attorney who is adept at workplace investigations can help you navigate any challenges while preserving privilege, where it applies, if the allegations also spark a lawsuit.

Additional information

For more information on how to conduct a proper workplace investigation, reach out to our Human Resources Consulting team.


This content is for informational purposes only and not for the purpose of providing professional, financial, medical or legal advice. You should contact your licensed professional to obtain advice with respect to any particular issue or problem. Please refer to your policy contract for any specific information or questions on applicability of coverage.

Please note coverage can not be bound or a claim reported without written acknowledgment from a OneGroup Representative.

Written content in blog post: Copyright © 2023 Applied Systems, Inc. All rights reserved.

Top 3 Risk Management Trends in 2024

Finance Strategy And Risk Management

As part of its 2023 “Global Risks in Focus” report, the Internal Audit Foundation asked internal audit leaders across the world to identify some of the greatest risks organizations must address in the coming years.

Among North American companies, the top three risks were: 

  • Cybersecurity, cited by 85% of respondents 
  • Human capital, cited by 65% 
  • Regulatory changes, cited by 43%

Here, we’ll look at these risks and identify ways to manage them.

1. Cybersecurity and data privacy

Cyberattacks have become an expected part of business. According to Splunk’s 2023 “CISO Report,” 90% of chief information security officers (CISOs) have reported a disruptive incident in the past year. To illustrate the impact of these attacks, 83% reported paying cybercriminals after a ransomware attack. More than half paid over $100,000, using cyber insurance or negotiation.

Artificial intelligence (AI) is only intensifying these risks. Although 70% of CISOs believe AI gives cybercriminals an advantage, 35% report using AI in their own cyber defenses, such as malware analysis. And 93% have incorporated it into their automated processes, either extensively or moderately.

Basic cybersecurity includes backing up your data, requiring employees to change passwords regularly, and reinforcing smart online behavior through education. To reduce the risk of a ransomware attack specifically, the Cybersecurity and Infrastructure Security Agency recommends taking these additional steps:

  • Store your backups on a separate drive that can be disconnected from the main network. That way, if your primary network is compromised, you have a non-infected resource you can use.
  • Install and regularly update antivirus software, firewalls and email filters.
  • Check employees’ cybersecurity awareness by sending an email that simulates a real-world phishing email. If an employee clicks on the link, they receive a reminder message about the importance of diligence.
  • Regularly update all applications and operating systems. Install patches and security updates immediately.
  • Check web addresses and emails before clicking on links. Many malware criminals use addresses that are almost identical to legitimate sites and email addresses, sometimes changing out only the .com for a .net. Be particularly cautious of zip file attachments.
  • If you suspect a ransomware infection, follow the Ransomware Response Checklist on page 11 of the CISA-MS-ISAC Joint Ransomware Guide.
2. Human capital

The shortage of skilled labor persists. Employers face risks from having too few qualified employees, hiring workers who need substantial training, and not hiring or firing workers who are not a good fit. The use of AI in job announcements and digital scanning of applicants is another employment practices risk. While AI promises efficiency, it can make you vulnerable to discrimination claims.

The demand for flexible hours and remote work complicates risk management as well. For example, you may no longer have a single work location, consistent scheduling or even the same technology in use across your organization. This makes it hard to manage people, processes and systems. It also complicates your insurance coverage.

To manage your risks from qualified-labor shortages, you may have to budget for extended employee training. This can help new workers develop the skills you demand, thereby reducing your risk of injuries, errors, omissions and employee complaints of wrongful workplace practices. You may also have to change your recruitment methods to avoid claims that your job postings or online application filters discriminate against protected classes of workers. Consult an employment attorney to make sure you don’t run afoul of current or upcoming regulations in this area.

Treating your employees well is one of the greatest risk reduction strategies you can implement. Studies consistently show that employees are more likely to care about and stay with a company that:

  • Requests, listens to and responds to their input
  • Communicates expectations, the purposes of tasks and organizational developments clearly and in promptly
  • Provides meaningful work and career growth opportunities
  • Offers adaptable work models, including paid time off, flexible work hours, and remote or hybrid work

Lastly, having a clear and comprehensive employee handbook is extremely valuable as a risk management tool. At a minimum, your handbook should cover:

  • Remote and flexible work arrangements
  • Tracking and reporting of work hours
  • Rules for the use of company and personal equipment
  • Injury reporting and emergency response plans
  • Training requirements and performance expectations
  • Substance use detection and penalties
3. Regulatory changes

Most regulatory changes, whether at the federal, state or local level, create a financial impact for businesses as well as an additional risk of loss. To stay ahead of regulatory changes, participate in association committees that work with government agencies and influence legislation. You may even need a designated employee or hired counsel to keep you abreast of regulatory action.

You can minimize employee and customer frustration by communicating regulation details ahead of implementation. Develop employee and customer materials that address specific concerns about the pending change. If the rules require changes to personal protective equipment, employee behavior or work processes, train your employees and managers on implementation and ongoing compliance. Keep detailed records of your communications and trainings in case you are accused of a violation.

Key takeaways

Although cybersecurity, human capital and regulatory changes represent some of the primary risks you must address this year, they aren’t the only risks. You may have other significant challenges specific to your industry, location or work processes. For example:

  • Work-related fatalities are increasing, especially in transportation, cargo and construction.
  • The rate of workplace violence is increasing, according to the Bureau of Labor Statistics.
  • The Equal Employment Opportunity Commission (EEOC) brought 50% more lawsuits against alleged discriminators in fiscal year 2023 than in 2022. It’s also incorporating new rules regarding AI bias and giving priority attention to the Pregnant Workers Fairness Act and long COVID.

You can reduce your risk of loss by taking a proactive approach and involving your insurance professional. They can help you with risk management and quality insurance.

Contact Us

To learn more about risk management trends and how to address them, contact our Risk Management team.


This content is for informational purposes only and not for the purpose of providing professional, financial, medical or legal advice. You should contact your licensed professional to obtain advice with respect to any particular issue or problem. Please refer to your policy contract for any specific information or questions on applicability of coverage.

Please note coverage can not be bound or a claim reported without written acknowledgment from a OneGroup Representative.

Written content in blog post: Copyright © 2024 Applied Systems, Inc. All rights reserved.

Homeowners, are you missing out on discounts?

vw beetle in front of house

Home and auto policies go together like a great team – cookies and milk or peanut butter and jelly.

It just makes sense. If your home and auto policy isn’t bundled you might be missing out on some key perks, like premium discounts that can mean savings.

Benefits to bundling home and auto

Taking advantage of a multi-policy play (bundling) with your home and auto coverage has many benefits, including:

  • Saving money on premiums
  • Streamlining the claims process
  • Simplifying billing – usually just one statement
  • Creating potential future discounts as your coverage needs change (like added watercraft, boat or valuable items insurance)
  • Consolidating a single point of contact for risk management protection advice – we have all of your policy data for review and suggestions

Bundling your auto and homeowners policies could save you money. Consolidating insurance under one roof can help provide a better long-term snapshot of your coverage (and risk areas) as your insurance needs change.

Now that you’re aware of the potential for savings and service, give us a shout.

Contact us for a home and auto quote

Get in touch for a quote and see what kind of discounts you could be eligible for when home and auto are teamed up. You might be surprised at the savings.

Looking to expand your home and auto coverage even more?

Ask us about a personal umbrella policy to increase the coverage limits across both your home and auto policies – usually for less than you’d pay to increase limits separately. Looking for more information or a coverage review? Reach out to our Personal Insurance team.


This content is for informational purposes only and not for the purpose of providing professional, financial, medical or legal advice. You should contact your licensed professional to obtain advice with respect to any particular issue or problem. Please refer to your policy contract for any specific information or questions on applicability of coverage.

Please note coverage can not be bound or a claim reported without written acknowledgment from a OneGroup Representative.

Written content in blog post: Copyright © 2020 Applied Systems, Inc. All rights reserved.

COBRA: How to Avoid Compliance Missteps

COBRA Healthcare Insurance Benefits for Unemployment concept

While the financial consequences for noncompliance can be steep, there are some ways to minimize your liability risks.   

Group health insurance plans are generally subject to the Employee Retirement Income Security Act (ERISA), which mandates the temporary continuation of health care coverage through the Consolidated Omnibus Budget Reconciliation Act (COBRA). COBRA covers individuals who would otherwise lose their health care coverage due to certain life events.

COBRA Eligibility

To be eligible for COBRA, an insurance plan must cover “medical care,” such as inpatient and outpatient hospital, physician, surgery and prescription drug treatments. Dental and vision plans are also covered, but life insurance and disability plans are not.

In addition to meeting medical care requirements, COBRA eligibility is also based on whether:

  • The group health plan is sponsored by a private, state or local entity.
  • The employer had at least 20 employees for more than 50% of its typical days in operation during the prior calendar year.

Church-related and federal government-sponsored plans aren’t subject to COBRA.

To determine if COBRA coverage is available, calculate how many employees you have. This can get tricky, since part-time employees count, but only for a fraction of what full-time employees count for.

To help employers properly count their employees, the Employee Benefits Security Administration (EBSA) says to divide the number of hours a part-time employee works by the number of hours a full-time employee works. This will give you the number of hours to be counted for a part-time employee. Generally, leased employees, non-employee directors, independent contractors and those who are self-employed don’t count toward the 20-plus employee threshold.

If COBRA applies, there are several individuals (“qualified beneficiaries”) who may be eligible for plan continuation benefits. These are:

  • Covered employees and former employees
  • The spouses or former spouses of covered employees
  • The dependent children of covered employees

If a qualified beneficiary experiences a “qualifying event” resulting in loss of coverage, they are entitled to COBRA coverage so long as they were covered by the group health plan on the day before the qualifying event occurred. The EBSA notes that a child born to or placed for adoption with a covered employee is automatically deemed a qualified beneficiary. For a covered employee, a qualifying event would be:

  • Their termination for any reason except gross misconduct (While this type of misconduct could exempt them from COBRA coverage, you should tread carefully if using this as the reason for coverage disqualification.)
  • A reduction in their hours that disqualifies them from group health insurance benefits

If a covered employee experiences a loss of coverage for either of the above reasons, their spouse (or former spouse) and any dependent children would also experience a qualifying event. And there are a few other reasons a child or spouse would be entitled to COBRA coverage:

  • The covered employee becomes eligible for Medicare.
  • A divorce or legal separation from the covered employee takes place.
  • The covered employee dies.
  • The child of the covered employee loses dependent status under the group health plan.
Duration of COBRA benefits

Coverage starts on the date of the qualifying event and lasts for the next 18 or 36 months. The length of time depends on the type of qualifying event that led to coverage under COBRA. For instance: 

  • If a covered employee is terminated or they no longer qualify for their group health plan due to a reduction in hours, they are entitled to 18 months of continuation coverage.
  • If a beneficiary is deemed disabled before the 60th day of their continuation coverage and their disability continues for the rest of the 18-month period, they are entitled to an additional 11 months of coverage under COBRA (for a maximum of 29 months). Note that the disability must be recognized by the Social Security Administration for the extension to apply.
  • If the employee became eligible for Medicare less than 18 months before the qualifying event, COBRA coverage for their spouse and dependents may last for 36 months after the date they became entitled to Medicare.

A qualified beneficiary may also be entitled to up to 36 months of coverage if they experience a second qualifying event. According to the Department of Labor, a second qualifying event only arises if the event would have caused the beneficiary to lose coverage had the first qualifying event not happened. If that is the case, any of these may constitute a second qualifying event:

  • The covered employee dies.
  • The covered employee gets divorced or legally separated from their spouse.
  • The covered employee becomes eligible for Medicare.
  • A child of the covered employee loses dependent status under the plan.

If a second qualifying event occurs, the qualified beneficiary has a duty to inform the plan.

COBRA notice and election procedures

There are several types of COBRA notices to be aware of:

General Notice

A COBRA general notice describes plan participants’ rights to COBRA continuation coverage. It must be given to all covered employees and spouses within 90 days of enrollment. The notice may be included in the plan’s summary plan description (SPD), since both are due to plan participants within 90 days of enrollment.

The COBRA general notice must include:

  • The name of the plan and the name, address and phone number of someone to contact for more information about the plan and COBRA
  • A general description of the continuation coverage provided under the plan
  • An explanation of how a qualified beneficiary can notify the plan of a qualifying event or disability
  • A statement about the importance of keeping their address up to date
  • A statement that more information about COBRA rights can be found in the SPD or by contacting the plan administrator

If you choose to satisfy the general notice requirement through your SPD, ask for a written acknowledgment from all covered employees and spouses.

Qualifying event notice

If a beneficiary experiences a qualifying event, continuation coverage must be offered. Depending on the nature of the qualifying event, it is up to the employer, employee or beneficiary to notify the plan administrator. The plan does not have a duty to act until notice is received. 

The EBSA notes that employers are responsible for notifying the plan within 30 days if any of the following qualifying events occurs:

  • The covered employee is terminated or has their hours reduced.
  • The employee becomes eligible for Medicare.
  • The employee dies.
  • The employer goes bankrupt.

The employee or their qualified beneficiary is responsible for reporting the other qualifying events:

  • The covered employee gets divorced or legally separated from their spouse.
  • A child of the covered employee loses dependent status under the plan.

Group health plans should have procedures for plan participants to provide notice of qualifying events. Those procedures should specify who to notify, and what information needs to be included in the notice.

A plan may limit the time frame for reporting qualifying events to 60 days from the date of the qualifying event or the date the individual loses or would lose plan coverage due to the qualifying event. Note that one notice of a qualifying event is enough to cover all the impacted beneficiaries.

Election notice

Qualified beneficiaries must be notified of their right to elect COBRA benefits within 14 days after the plan is made aware of the qualifying event. ERISA regulations include a lengthy list of notice requirements. For instance, the election notice must include: 

  • The name, address and phone number of the plan administrator for the continuation of coverage benefits
  • A statement about the qualifying event and the qualified beneficiaries eligible for COBRA coverage
  • A statement that each person identified as a qualified beneficiary may independently elect to continue coverage
  • The date the plan coverage will terminate if COBRA coverage is not elected (or the date that coverage was terminated)
  • The procedures for electing continuation coverage, including the time frame in which the election must be made
  • The consequences of not electing or waiving coverage
  • When continuation coverage will start if elected
  • The maximum period for which continuation coverage is available (between 18 and 36 months), and an explanation of:
    • The termination date
    • Any events that could lead to early termination of coverage
    • Any circumstances under which the coverage may be extended
  • The amount each qualified beneficiary must pay (if any) for continuation coverage
  • A statement that the beneficiary has the right to pay premiums on a monthly basis
  • Payment due dates, information on payment grace periods, the address to which payments should be sent and the consequences of delayed payment or nonpayment
  • An explanation of the importance of keeping the plan administrator informed about address changes

The notice should state that it’s not meant to fully describe COBRA coverage and the beneficiary may have other rights under the plan. It should also explain how to obtain more information (for example, by looking at the SPD or contacting the plan administrator).

Note that if someone waives COBRA coverage during the election period, they have the right to revoke that waiver and elect coverage in the future, so long as they do so within the election period (at least 60 days). If this occurs, the plan only needs to provide continuation coverage starting on the date the individual revoked their waiver.

Covered benefits and payments under COBRA

Now that we’ve discussed who might be eligible for COBRA and the most common notice requirements, let’s dive into the scope of benefits and payment terms.

Scope of benefits

Under COBRA, qualified beneficiaries must be provided identical coverage to what similarly situated individuals receive. In other words, they’re entitled to the same rights to select coverage during open enrollment and must be offered the same:

  • Benefits
  • Copayments
  • Deductibles
  • Coverage limits

If there are any changes to the terms of the employer’s group health plan that apply to similarly situated(active) plan participants, those same changes apply to qualified beneficiaries under COBRA.

Timing and amount of premium payments

Under COBRA, an employer may require a qualified beneficiary to pay fully for continuation coverage. Or it may decide to provide coverage at a reduced cost or no cost at all (as a term of severance, for example).

If the beneficiary is charged for continuation coverage, there is a cap of 102% of the plan cost that similarly situated individuals pay under the group health plan. This accounts for a charge of up to 2% for administrative costs.

According to the EBSA, a qualified beneficiary:

  • Has the right to pay premiums on a monthly basis but may request to pay them on a different schedule, such as biweekly or quarterly
  • Pays any cost increases associated with the plan, just as any similarly situated individual who is actively enrolled in the plan would
  • Does not need to pay the initial premium when electing COBRA coverage (Instead, there’s a 45-day window following the election date during which they can make their initial premium payment.)
  • Is entitled to a 30-day grace period for subsequent payments

Once a qualified beneficiary elects COBRA coverage, there are several reasons why rights to COBRA benefits may be terminated. Their group health plan benefits may be terminated if:

  • They don’t pay the first premium within the first 45 days, or they don’t make a full payment for a subsequent premium (after the 30-day grace period has been accounted for).*
  • The employer stops offering group health insurance for its employees.
  • They obtain coverage under another group health plan or become eligible for Medicare.
  • They engage in behavior, such as committing fraud, that would exclude a similarly situated plan participant or beneficiary from coverage.

*The EBSA cautions that if a qualified beneficiary only owes a small portion of an unpaid premium, they are entitled to receive notice of the deficiency and should be given a reasonable period of time (for example, 30 days) to make up the difference.

If their plan is being terminated early, the qualified beneficiary is entitled to written notice of the termination of continuation coverage, which should be provided as practicable and must describe:

  • The date coverage terminates and the reason for the termination
  • Any rights they may have under the plan or applicable laws to elect alternative coverage

A qualified beneficiary is not entitled to reminder notices about making regular premium payments.

Liability for noncompliance

The EBSA and IRS have jurisdiction over private group health plans. The Centers for Medicare and Medicaid Services (CMS) has jurisdiction over public plans. Claims of deficient or untimely notice of the right to COBRA benefits when a qualified beneficiary experiences a qualifying event could get regulators’ attention, as could claims that they didn’t receive SPD documents. 

Under ERISA, a deficient or untimely notice can result in:

  • A penalty of up to $110 per day per violation (which essentially means per affected individual)
  • Liability for any medical expenses the qualified beneficiary may have incurred due to lack of coverage
  • Liability for attorney fees 

In addition, the IRS could charge an excise tax of $100 per qualified beneficiary, or $200 per family per day, for COBRA noncompliance. The maximum amount of tax that a plan may be charged for an unintentional failure to provide proper notice is the lesser of:

  • 10% of the amount the employer paid or incurred during the preceding tax year for their group health plan
  • $500,000

There are a lot of overlapping regulations, notices and memorandums regarding COBRA eligibility, coverage and payments. Therefore, it’s important to keep up with the guidance coming from various government agencies. But if a compliance question ever arises, seek out an employee benefits attorney who can walk you through the red tape.

Tips for minimizing noncompliance risk

While the financial consequences for noncompliance can be steep, there are some ways to minimize your liability risks. For instance:

  • Develop uniform procedures for sending COBRA notices to qualified beneficiaries. Plan administrators aren’t required to prove that beneficiaries received their COBRA notices. But being able to demonstrate that the usual and customary methods for ensuring delivery were followed may help refute any claims that an individual didn’t receive a required notice.
  • Double-check that notices include key information. For example, the election notice should include the name, address and phone number of the COBRA plan administrator, the coverage available, how to elect coverage, coverage dates and payment requirements.
  • Use plain language that the average plan participant can understand. Consider that most people don’t have a sophisticated understanding of legalese, so keep the wording as simple as possible.
  • Translate notices into other languages for participants who don’t have a strong command of the English language.
Where to turn for help

The EBSA and CMS offer a variety of resources to help organizations meet COBRA compliance requirements.

For instance, the EBSA has published FAQs and model COBRA notices, which can be used to notify plan participants and qualified beneficiaries of their rights to elect COBRA coverage. 

The EBSA also publishes a guide for employers, An Employer’s Guide to Group Health ContinuationCoverage Under COBRA. In addition to discussing many of the topics covered here, the guide provides insight into:

  • Alternatives to coverage for COBRA-eligible individuals who may be entitled to more affordable or generous coverage, such as: “Special enrollment” in other group health plans
  • Enrolling in a state health insurance marketplace
  • When special notices apply, such as: A notice of unavailability of continuation coverage for an extension of benefits
  • A notice of early termination of continuation coverage
  • Special rules for multiemployer plans
  • When a Health Coverage Tax Credit may be available
  • Why an employee’s absence under the Family and Medical Leave Act does not constitute a qualifying event unless they do not return to work
  • Extensions of the 18-month period of continuation coverage due to disability or a second qualifying event

The guide also includes a chart illustrating specific qualifying events and their maximum period of continuation coverage, and which qualified beneficiaries may elect continuation coverage when such an event occurs.

For specific questions or to speak with a benefits advisor, you can call the EBSA at 866-444-3272.

Public employers can visit the CMS website for COBRA guidance

According to the National Conference of State Legislatures, more than 40 states have mini-COBRA laws. Check with your state insurance commissioner to determine whether your group health plan may be subject to such a law.

The number of federal and state regulations governing COBRA compliance can be overwhelming, so it’s always best to consult an expert. An experienced employee benefits attorney can help you make sure thatyour COBRA notices and election procedures are in compliance.

For more information

To learn more, reach out to our Employee Benefits team.


This content is for informational purposes only, should not be considered professional, financial, medical or legal advice, and no representations or warranties are made regarding its accuracy, timeliness or currency. With all information, consult with appropriate licensed professionals to determine if implementing any recommendations would be in accordance with applicable laws and regulations or to obtain advice with respect to any particular issue or problem.

Copyright © 2022 Applied Systems, Inc. All rights reserved.

Please note coverage can not be bound or a claim reported without written acknowledgment from a OneGroup Representative.

Nail Down Quality Roofing Contractors Insurance

roofers installing new roof on house

Roofers are in high demand and can make good money.

But roofing has its risks, some of which can financially devastate your roofing company if you aren’t properly insured.

According to the Bureau of Labor Statistics, roofers have some of the highest rates of occupational injury, illness and death compared to other jobs. You must also contend with property damage, both at job sites and during supply deliveries.

If you’re an experienced roofer, you know insurance is key to managing your risk and protecting your business from property damage, liability claims and work-related accidents. You may even have been asked to submit proof of workers’ compensation, property and general liability insurance to obtain your license.

Whether you’re a seasoned contractor or just getting started, it’s important to work with an insurance professional who knows your business. They can help you choose the right coverage for your company.

Before you call your agent, here are some important coverages to know about.

Commercial general liability

As a contractor, you can be held liable for property damage or injuries that occur in the course of your work at a client’s house or job site. For example, you could face a costly claim if:

  • A customer trips on a ladder.
  • A bundle of shingles falls off a roof.
  • An improper installation causes damages.

Commercial general liability (CGL) insurance protects you against financial losses from property damage, bodily injury, medical expenses, and advertising and personal injury stemming from the operation of your business. It covers your work on someone else’s property and losses that happen on your company’s premises. CGL also protects you against personal injury such as copyright infringement, misleading advertising, libel, slander and use of another’s intellectual property.

CGL insurers offer different coverage limits, depending on your risk and the size of your business. A policy with a $1 million limit would pay up to $1 million in legal expenses and damages during the period of coverage (usually one year).

However, CGL won’t cover bodily injury if one of your employees is injured on the job. For that, you’ll need workers’ compensation insurance.

CGL doesn’t cover professional liability or employment practices liability claims, either. Professional liability refers to bodily injury and property damage claims arising from your professional errors, omissions or negligence. Employment practices liability refers to employment-related claims against your business, such as discrimination, wrongful termination, sexual harassment and retaliation. You can purchase these additional liability coverages separately or include them in a bundled policy.

Even if your state doesn’t require you to carry CGL, most general contractors and project owners will ask for proof of coverage before signing a contract. CGL coverage is also usually required if you want to open a bank line of credit, qualify for a loan or rent space. It’s often thought of as the most important coverage for business owners. That’s because one expensive lawsuit could spell the end of your company if you aren’t adequately insured.

Workers’ compensation

As you might imagine, workers’ compensation is an important coverage for roofers. Workers’ comp helps your employees if they get sick or are injured on the job. It pays for lost wages and covers medical and rehabilitation expenses while the employee recovers. Unless you’re a sole proprietor, your state probably requires you to carry it. You may also be required to furnish proof of workers’ comp coverage to maintain your license.

The type of industry you work in, the number of employees you have and your claims experience will determine availability and coverage costs. High-risk trades such as roofing are often hard to insure, especially if you’ve had a recent claim or you’re just starting your business.

If you’re having trouble finding coverage in the standard workers’ comp market, you may need to buy insurance through an assigned risk pool. Government-run risk pools are an alternative source of coverage for employers who have been declined because of high risk or too many claims. An insurance professional who specializes in workers’ comp can help you find coverage in the assigned-risk market.

Property insurance

Your business property, vehicles, equipment and tools need to be insured as well. This includes any building materials you store on your premises or deliver to customers’ homes or job sites.

Commercial property insurance covers the property located at your business address. It protects against fires, theft, vandalism and various weather-related perils. However, it doesn’t cover floods or earthquakes, which usually require separate policies. Note that most commercial property policies do not cover property transported or stored off-site. For that, you’ll need inland marine insurance.

Inland marine insurance is designed for contractors who transport equipment, tools or materials to job sites and store them there. This is especially important for roofers, who have shingles and other roofing materials delivered to job sites and transport everything they need for the job on their truck.

Commercial auto insurance is required for company-owned vehicles. Much like a personal auto policy, it covers liability, bodily injury and property damage. If your workers use their own vehicles for jobs, you should also consider “nonowned auto” coverage. Personal auto policies often don’t cover vehicles damaged during business use.

BOPs bundle the coverage you need

Business owner policies (BOPs) bundle many of the commercial coverages you need. Most BOPs include CGL, commercial property and business interruption insurance. Business interruption insurance compensates you if your business has to temporarily halt its operations due to a covered loss.

Another type of bundled policy, called a commercial package policy (CPP), gives you more flexibility to design the coverage you want. Your insurance professional can help you decide if it’s better to bundle your insurance or purchase the policies you need separately.

Large construction projects involving multiple subcontractors may have a controlled insurance program (CIP), known as a wrap-up. The project owner or general contractor purchases the policy, which wraps up all of the insurance everyone working on the job needs. CIPs usually include CGL and workers’ comp. You may be able to add coverage as well. Your agent or broker can review your CIP policy and contracts to prevent insurance gaps.

There are plenty of jobs for good roofers, but having a lot of work poses its own set of challenges: scheduling jobs, supervising crews, securing materials and meeting deadlines. In the rush to get everything done, don’t neglect your insurance needs. Manage your risks by making sure your business is adequately insured.

Learn More

To learn more about managing your risks as a roofing contractor, reach out to Brett Findlay at BFindlay@OneGroup.com.


This content is for informational purposes only and not for the purpose of providing professional, financial, medical or legal advice. You should contact your licensed professional to obtain advice with respect to any particular issue or problem. Please refer to your policy contract for any specific information or questions on applicability of coverage.

Please note coverage can not be bound or a claim reported without written acknowledgment from a OneGroup Representative.

Written content in blog post: Copyright © 2024 Applied Systems, Inc. All rights reserved.

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As a Dentist, Are You Due for an Insurance Checkup?

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Your insurance policy should be as personalized as your care.

Whether you operate as a one- or two-person dental practice or employ a large team, you’ll need to work with your insurance professional to design a custom dental insurance policy. Your policy should address risk in four major categories of business ownership:

  • Property insurance. This covers your office space or building, as well as any property within it, including equipment, furniture and fixtures. You should be ready with the estimated value for these items and report any upgrades or new purchases to ensure your policy keeps pace with your agreed-to limits. If you rent or lease, do you know what you are required to insure?
  • General liability. If someone is injured while at your practice or their personal possessions are damaged, this type of insurance will pay restitution. These would be claims unrelated to dental care.
  • Business interruption. This type of insurance reimburses you for lost earnings if you have a covered property loss that temporarily halts your ability to continue operations at your place of business. It can cover payroll, rent, utilities, and lost profits.
  • Employment practices liability. If one of your employees sues you for wrongful termination, sexual harassment, discrimination or another employment complaint, this type of insurance repays any related legal fees or awarded judgments.

You can purchase any of these coverages independently. However, if you group them under a single business owners policy (BOP), you can typically save money.

Before you offer any services

Basic coverage is just the start. Don’t ask anyone to “open wide” until you have professional liability coverage in place, sometimes called dental malpractice insurance. This protects you if a patient accuses you of harming them due to negligence, misrepresentation or inaccurate advice. If you are sued, this type of policy covers expenses or legal fees required for your defense, as well as any resulting judgments against you.

If your practice is incorporated, it is vital to secure a corporate malpractice policy or a corporate endorsement on your own malpractice policy, as patients can sue both the individual dentist and the corporation. In addition, any associate dentists at your practice should carry their own separate professional liability insurance, as they are not covered by the corporate policy.

If you sometimes substitute for dentists at other offices or provide services somewhere other than your main office, you should also confirm that your policy is not location-specific. If your policy does have this limitation, notify your insurance professional when these situations occur to be sure you have appropriate coverage in place.

If you do implants, this may impact which carriers are willing to write your professional liability policy. Be sure to mention this during the application process. In addition, some state association or state risk pool malpractice insurance policies exclude coverage for “peer review defense.” This exclusion might not be highlighted, so be sure to verify and understand that adding it will lead to a higher premium. If you forgo this option, you may be personally responsible for any legal fees if you do face a peer review claim.

Additional factors

Every dental practice is unique, so consider your own operations before finalizing your insurance plan. Here are some additional factors to consider:

  • Workers’ compensation. Even if this coverage is not required in your state, workers’ compensation is a wise investment. It protects your practice if an employee is injured on the job and will pay for any work-related health care costs and lost income. If you buy your workers’ compensation through your state government, make sure “stopgap insurance” is included. It’s frequently left off government-issued policies. If an injured employee files a lawsuit, this is what covers the resulting legal fees or awarded damages.
  • Auto. If you or your employees use personal cars to run business errands like picking up supplies, making deliveries to patients, visiting shipping or print stores, or depositing checks at the bank, add automobile protection as an upgrade to your general liability coverage. Personal auto policies do not cover accidents that occur during business use, and if you don’t have commercial auto insurance, your practice will be left paying the bills.
  • Data breach insurance. We are all targets these days. You likely store private employee and patient data on computers. If you suffer a data breach, this type of policy covers the resulting costs. These may be related to public relations and good faith advertising, notification services, ongoing credit monitoring, legal fees or damage payments.
  • Independent contractor. If your practice relies on independent dental hygienists, associate dentists or other office staff, they will not be covered by your BOP, workers’ compensation, professional liability or other practice policies. They will need to maintain their own insurance. Include a stipulation in their employment contract that requires proof of insurance. Because you could be named in a lawsuit based on their involvement with your practice, have your insurance professional provide the list of recommended policies you should require as a minimum.
  • Business overhead expense disability policy. If you experience an extended sickness or injury that prevents you from paying the office’s operating expenses, this type of policy will protect the practice. (Your individual disability insurance will protect your personal income.)
  • Business interruption coverage. If your business is unable to operate, you want to make sure that the loss of income and other operating expenses will be covered. Some policies have narrowly defined business interruption coverage with lower limits than your average daily billing or for shorter periods of time (30 days or less). Others do not cover closures resulting from incidents outside of your building or larger issues, such as a citywide power outage.  You should review the details of your policy to understand any limitations.
  • ERISA bond insurance. If your practice offers a pension or profit-sharing plan, this type of bond is required and must equal 10% of the plan’s funds to cover any losses due to criminal activity.
  • Liquor legal liability rider. Many dental offices host holiday or staff parties where alcohol is served. Some purchase drinks for others after seminar sessions. If this is true for your practice, you’ll need this inexpensive but important addition to your general liability policy.

Your insurance professional can identify other potential pitfalls based on your individual practice model, but this general overview of dental practice insurance can help start the conversation. After you’ve finalized a plan, follow up with regular insurance checkups to make sure your coverage stays current with your growth.

Contact Us

This content is for informational purposes only and not for the purpose of providing professional, financial, medical or legal advice. You should contact your licensed professional to obtain advice with respect to any particular issue or problem. Please refer to your policy contract for any specific information or questions on applicability of coverage.

Please note coverage can not be bound or a claim reported without written acknowledgment from a OneGroup Representative.

Written content in blog post: Copyright © 2021 Applied Systems, Inc. All rights reserved.

Fireworks Safety and Festive Alternatives

Kids Watching Fireworks: Fourth of July

Safety should be the guiding principle as you plan your home firework displays.

Fireworks can add a splash of color and excitement to any celebration, but they also come with risks like burns and injuries, fire outbreaks and harm to pets. Here are some facts about fireworks from the National Fire Protection Association:

  • Fireworks start around 19,500 fires annually.
  • Most firework injuries are to the eyes, hands, fingers or legs.
  • Children ages 10 to 14 have the highest rate of firework injuries.
  • Sparklers cause 25% of injuries leading to emergency room visits.

For perspective, sparklers can burn as hot as 1,200 F. That’s hotter than the temperature needed to melt glass. Sparklers burn quickly, but it doesn’t take much time to cause damage. Sparklers can quickly ignite clothing and severely burn people and pets. A dropped sparkler could cause a house fire or brush fire.

Because of statistics like these, many states have made possessing or igniting fireworks illegal.

Taking a few simple precautions can prevent accidents and make celebrations memorable for all the right reasons.

Make sure fireworks are legal

Before purchasing or using fireworks, ensure they’re legal in your area. Check local ordinances and state laws, too. Even if fireworks are legal in your state, they might be banned in your community. If you choose to use fireworks, follow safety recommendations from the Department of Homeland Security:

Purchase fireworks from reliable sources

Buy your fireworks from licensed and reputable shops or dealers. This will help ensure you’re getting products that meet safety standards. Only buy ones that are rated for home use.

Keep a safe distance

Designate a clear, flat area away from buildings, vehicles, pets, kids and flammable materials for the firework launch area. If you’re using ground-based fireworks (like a fountain), keep spectators at least 35 feet away. For aerial fireworks, keep spectators 150 feet away from the launch.

Igniting fireworks

Never allow children to handle or light fireworks.

Keep fireworks on the ground and away from people and animals. Use a stem lighter such as a grill lighter. Ignite fireworks one at a time. Never place a part of your body directly over a firework or hold a firework in your hand while lighting it.

Check for wildfire risk in your area

Obey red flag warnings in your area. The National Weather Service issues red flag warnings when there is an elevated risk for wildfires, like low rainfall and windy conditions. If you’re unsure of the risk, don’t chance it. It only takes one spark to start a blaze.

Douse fireworks that don’t explode

If a firework doesn’t ignite successfully, douse it with water and discard it. Let it sit for 10 minutes to avoid a delayed explosion. Then put it in a water bucket. Never look into the firework to inspect why it didn’t go off. You could be severely injured or killed.

Safety equipment and apparel

Use fireworks outside and have buckets of water or a hose connected to an open water source nearby. Wear safety goggles and nonflammable clothing. Avoid loose apparel that can catch fire easily.

Avoid alcohol when using fireworks

Alcohol and fireworks are a dangerous combination. Only operate fireworks when you’re sober.

Keep pets away from fireworks

Fireworks can be stressful for pets. They don’t understand the noise and lights are for fun. They might panic and try to escape. As a result, your display or spectators could be harmed. Keep your pets indoors when shooting off fireworks. Close the windows and draw the curtains to reduce noise and visuals. Turn on the TV or radio to help relax them. Maintain a safe space, ensuring they have access to their favorite toys, bedding and treats.

Alternatives to fireworks

Some cities opt for coordinated drone laser shows as an ecofriendly alternative to traditional fireworks. But don’t go hosting your own drone laser event until you check with local and state laws. You need to make sure you’re not violating any regulations.

If you decide to go firework-free, here are some alternatives to try:

  • Glow sticks (These can glow for hours and be worn anywhere.)
  • Noisemakers (You can buy them at the store or make them yourself. Use old plastic containers or water bottles filled with birdseed or any other noisy things.)
  • Bubble machines (Amplify the experience after dark by making your own glow-in-the-dark bubbles using dish soap, glycerin and water-based glow paint.)
  • Outdoor movie display (You can use your movie projector to display a broadcast of a firework show or have an outdoor movie night.)
  • Paint-filled water balloons (Hang an old sheet, tarp or shipping box to explode your paint balloons onto. Use water-soluble paint and tell your guests to dress appropriately!)
  • Water soluble rice paper confetti cannons (Check the labels to ensure the paper confetti is water soluble.)

This isn’t an exhaustive list. You can start a new decorating or craft tradition instead of fireworks. Searching online for “firework alternatives” provides plenty of ideas to suit your needs.

Your home insurance may not cover firework accidents

Your home insurance policy may not cover a firework-related incident, including fires and medical liability to others. This is especially true if you cause injury or damage where fireworks are illegal. You risk legal penalties and fines.

Abandoning home firework use can reduce injuries and keep your home and neighbors’ homes safe. Leave the fireworks to the professionals and try some alternatives to keep your home party safe and festive.

For more information

Looking for more information or a coverage review? Reach out to our Personal Insurance team.


This content is for informational purposes only and not for the purpose of providing professional, financial, medical or legal advice. You should contact your licensed professional to obtain advice with respect to any particular issue or problem. Please refer to your policy contract for any specific information or questions on applicability of coverage.

Please note coverage can not be bound or a claim reported without written acknowledgment from a OneGroup Representative.

Written content in blog post: Copyright © 2024 Applied Systems, Inc. All rights reserved.

Contractual Risk Transfer

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A guide for municipalities

Contractual Risk Transfer (CRT) is a valuable tool that can be used by municipalities to mitigate the financial risks associated with third-party claims. Essentially, CRT ensures that a third party bears the financial responsibility for damages they cause. It assigns or lessens the cost of financial exposure when presented with a claim caused by a third party.

When indemnification is successfully transferred to another party, that third party (transferee) or its insurer takes on the obligation to defend and cover any losses or damages on behalf of the original party (you). As a result, the financial burden of the claim, including legal defense and compensation for injuries or damages, falls on them, not your insurance. This can lead to benefits that include a reduction in financial exposure, potentially lower insurance premiums, and the elimination of deductible payments. Additionally, it may protect you from claims that your insurance might not cover.

For example, imagine you contract a company to conduct repairs on the roof of the Town Hall. During the job, an accident occurs where the company’s ladder topples and gravely wounds a citizen entering the Town Hall. The injured resident decides to file a lawsuit against both the municipality (the property owner), as well as the contractor. The municipality is not at fault, yet it faces potential liability. With a solid contractual risk transfer agreement in place, the contractor would be responsible for defending the municipality in the lawsuit and covering any damages incurred, safeguarding municipal resources and interests.

To make certain the proper transfer of an activity or exposure is in place, a legally executed contract or agreement between you and the other party is required. The contract should stipulate important requirements, including insurance specifications and hold harmless indemnification.

Applicable Situations for CRT:
  • Leases
  • Construction Agreements
  • Transportation Contracts
  • Use of Facility Forms
  • Inter-Municipal Cooperation Agreements
  • Shared Services
  • Purchase Agreements

By implementing CRT, municipalities can safeguard their financial resources and focus on serving their communities while lessening the threat of third-party claims.

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To learn more about unique municipality risks and how to address them, contact our OneGroup Municipality team.


This content is for informational purposes only and not for the purpose of providing professional, financial, medical or legal advice. You should contact your licensed professional to obtain advice with respect to any particular issue or problem. Please refer to your policy contract for any specific information or questions on applicability of coverage.

Please note coverage can not be bound or a claim reported without written acknowledgment from a OneGroup Representative.