Description: Presenters discuss the differences between patient treatment protocols and length-of-stay guidelines, and some of the issues that payers confronted as the protocols were implemented. From the Record of the Society of Actuaries, Vol. 24, No. 2.

Description: Record of the Society of Actuaries: 1981 Vol.7 No. 1 This is a panel discussion session examining life insurance company organization and the emerging managerial environment, strategies and organization.

Description: Discussion of anticipated marketing and pricing considerations of Group Insurance in the 1980's including: a. Regulatory environment including National Health Insurance b. Economic and growth potential c. Competition including Health Maintenance Organizations d. Technology e. Evolving role of employee benefits f. Products g. Pricing considerations h. Marketing approaches Also, discussion of the 1960's and the 1970's a. Major influences b. Benefit changes c. Alternate funding approaches 2. The 1980's environment a.

Description: Response to Life Insurance 2020 Foresight – A Call for Essays. An essay stating the author’s vision for the future of the life insurance sector. Some smaller companies might focus on smaller niche markets rather than compete with larger companies in the broader markets.

Description: Article Ninety Years Ago by Moorhead in The Actuary, March 1979, Volume 13, Number 3

Description: This session discussed about expected trends in medical care costs, changes in Medicare reimbursement practices and their short- and long-term effects, the emerging responsibility for providing long-term care, rise of managed health care, new and old participants, selection issues, multiple options, and small group market.

Description: Many top-performing businesses aren’t just risk aware, but rather risk intelligent. Such a posture helps prepare companies for a major event and can demonstrate to a regulator or auditor that an appropriately strong control framework is in place. Better still, companies gain real strategic value from a “risk adjusted” understanding not only of their threats and vulnerabilities, but also the upside opportunities associated with various risks. It starts with having both qualitative and quantitative information to identify, assess and manage risks. Strategic risk management, at its core, is about creating value by increasing transparency and accountability, and quality of information. More than a mere compliance exercise, effective risk management enables more informed strategic decision making, increased accountability and transparency, a greater likelihood of organizational success, and – ultimately – competitive advantage, as borne out by many studies that correlate risk management and financial results.

Description: If you’ve been reading my columns for a while, you have no doubt recognized that I tend to be consis- tently optimistic when it comes to the insurance contracts project meeting deadlines. I am constantly disappointed as the International Accounting Standards Board IASB and Financial Accounting Standards Board FASB fail to meet their own deadlines for producing exposure drafts or other papers. But this time is different.

Description: This 1981 session focused on Life and Casualty Company Organization for the 1980's. Topics included: 1. The Emerging Managerial Environment 2. Emerging Strategies - What new strategies are called for, and how will goals change with respect Co: a. Profit? b. Surplus levels? c. Growth? 3. Emerging Organization - How should companies organize for the future? From Record of Society of Actuaries, Vol. 7, No. 3.

Description: This article examines the relationship, future and current, between insurance agents and technology and determines that technology can enhance/optimize agents.