Brehm Ch 3 Flashcards
Describe 4 organizational details to be addressed early in IRM startup.
- Organization chart: modeling team reporting line, solid line vs dotted line reporting
- Functions represented: reserving, pricing, finance, planning, UW, risk
- Resource commitment: mix of skill set (actuarial, UW, communication), full time vs part time
- Critical Roles and Responsibilities: control of input parameter, control of output data, analyses and uses of output
- Purpose: goal of the model to quantify variation around plan or provide distribution of results
- Scope: prospective UW year only or including reserves, assets and operational risks. Low detail (whole company) or high detail (specific segment).
Provide a recommendation for reporting relationship of IRM startup.
The reporting line for the IRM team is less important than ensuring they report to a leader who is fair and balanced.
Provide a recommendation for resource commitment of IRM startup.
Team should have a full-time commitment to the implementation.
Provide a recommendation for inputs and outputs of IRM.
Should be controlled similarly to the general ledger or reserving systems.
Provide a recommendation for initial scope of IRM.
Prospective underwriting period, variation around plan.
Describe 4 parameter development details to be addressed in IRM development.
- Modelling software: capabilities, scalability, learning curve, integration with other systems, output management.
- Developing input parameters: process is heavily data driven, requires expert opinion, many functional areas should be involved
- Correlations: LOB representatives cannot set cross-line parameters, corporate-level ownership of these parameters
- Validation and testing: no existing IRM with which to compare, multi-metric testing is required, iterative testing with increasing scope and detail.
Provide a recommendation for modelling software when developing IRM.
Capabilities of the modelling team should determine how much is pre-built and how much the team builds.
Provide a recommendation for IRM parameter development.
Include expert opinion from underwriting claims, planning and actuarial.
Provide a recommendation for correlation in IRM development.
Modelling team recommends assumptions, which are owned at the corporate level (CRO/CEO/CUO)
Provide a recommendation for validation of IRM.
Validate and test over an extended period.
Describe 4 model implementation details to be addressed.
- Priority setting: importance of priority, approach and style (ask vs mandate), priority and timeline must be driven from the top.
- Interest and impact: implement communication and education plans across enterprise
- Pilot test: assign multidisciplinary team to provide real data and real analysis on company as a whole or on one specific segment
- Education process: run in parallel with pilot test, bring leadership to same point of understanding regarding probability and statistics.
Provide a recommendation for priority setting in implementation of IRM.
Top management should set the priority for implementation.
Provide a recommendation for communication during IRM implementation.
Regular communication to broad audiences.
Provide a recommendation for pilot testing during IRM implementation.
Do pilot testing to prepare stakeholders for the magnitude of the change.
Provide a recommendation for education during IRM implementation.
Bring leadership to a base level of understanding about the model.
Describe 3 IRM integration and maintenance details to be addressed
- Cycle: integrate model runs into major corporate calendar and ensure output support major company decisions.
- Updating: determine frequency and magnitude of updates.
- Controls: ensure there is centralized storage and control on inputs/outputs, ensure there is an endorsed set of analytical templates used to manipulate IRM outputs for various purposes.
Provide a recommendation for cycle in integration and maintenance of IRM.
Integrate into the corporate calendar (at least for planning)
Provide a recommendation for updating IRM during integration and maintenance.
Major updates to inputs no more frequently than semiannual.
Provide a recommendation for controls during integration and maintenance of IRM.
Maintain centralized control of inputs, outputs and templates.
Contrast the impact of parameter risk on small versus large companies
A small insurer already has significant uncertainty, so the added impact of parameter risk is not too large.
For a large company, without parameter risk, the loss ratio modelled is unrealistically stable. Parameter risk is not diversified away with more insureds, so it significantly increases uncertainty for a large insurer.
Calculate the coefficient of variation (CV) of total losses (S)
CV(S) = ((V(N)/E(N) + CV^2(X))/E(N))^0.5
CV(X) = SD(X)/E(X)
Note:
E(S) = E(N)E(X)
V(S) = E(N)V(X) + V(N)*E^2(X)
Does the CV of total losses results in more risk for small or large companies?
Smaller companies
Describe a simple trend model
To project future levels of loss costs, a trend line is often fit to loss cost history.
Prediction intervals can be placed around this projection to provide a quantification of projection risk.
Provide 2 disadvantages of the simple trend model.
- Loss cost data is based on historical claims that have not settled, which adds uncertainty.
- Assumes a single constant trend for historical data that will continue into the future.
Explain why placing prediction intervals around projected losses may be too narrow.
In the projection period, the projection uncertainty is a combination of uncertainty in each historical point AND uncertainty in fitted trend line.
Thus, the spread in the prediction intervals increases in the projection period.
Actuary’s prediction intervals may be too narrow due to missing uncertainty associated with historical data.