While the COVID-19 pandemic offered new challenges, the healthcare market was already primed to be tough in 2021. After more than 10 years of a soft market and deteriorating results, it started to turn in the latter half of 2019. Launching into the new year, significant rate and retention increases, lower limits, and more policy movement toward claims made, was expected. However, the coronavirus amplified all of these issues, and while market adjustments were sorely needed, it remains unclear how long it will take to bring the business back to profitability.

Fifteen years into the soft market cycle, it shouldn’t come as a surprise that the Medical Professional Liability (MPL) market is turning around. Many will remember that the Long-Term Care (LTC) market began to show signs of hardening in 2017, and the Hospital segment began to follow suit in the second quarter of 2019. While the Facilities and Physician segments have lagged behind, they’re also turning the corner toward a firmer market. While the COVID-19 pandemic is to blame for many current challenges, this hard market was well on its way prior to the pandemic. In actuality, the battle against COVID-19 has functioned in many ways as a temporary pause button for the MPL marketplace, giving insureds a short period of respite due to moratoriums on litigation. However, significant market changes are anticipated for the remainder of the year and beyond. Understanding the 5 primary drivers of the tightening market can be important to helping clients comprehend the changes that are coming.

Everyone knows the fine print matters, but it is especially important when it comes to the additional insured endorsements sometimes requested by partners. Clauses requiring such endorsements can be expensive in ways insureds may not realize. Understanding the hidden costs of an additional insured endorsement can keep an insured from unfairly paying for another’s mistakes or unintentionally elevating insurance costs. Contractual provisions requiring additional insured endorsements can vary, and the differences can make a world of difference.

Often we assume that bigger is better, but unless products and promises are backed by exceptional service, the value proposition can quickly lose its luster. A large public manufacturer of healthcare products had become dissatisfied with the level of attention and service received from its broker, which is known for high level sophistication and client advocacy particularly in the area of Professional Liability. A smaller retail broker, with a reputation for excellent customer service was given the opportunity to submit a Request for Proposal (RFP) outlining the retailer’s ability to meet the manufacturer’s insurance service needs.

The impacts of COVID-19 have changed the way we approach much of life, including how Americans receive healthcare. Social distancing, intended to “flatten the curve” and prevent further spread of the coronavirus, has dramatically expanded the use of telemedicine in the area of behavioral healthcare.*