bimonthly hb3 report card - twia€¦ · 9 | page twia interim report card july 31, 2014 financial...

JohnW.Polak,CPCU

July31,2014

BimonthlyHB3ReportCard

ReportingPeriod:May–June2014

2|Page TWIAInterimReportCard July31,2014

July31,2014To: GeorgiaR.Neblett,Chairman

RichardCliftonCraig,Vice‐ChairmanMichaelGerik,Secretary/Treasurer

StevenLawrenceElbert WilliamDavidFranklin,Sr. LyndellHaigood

RonLawson MichaelO’Malley Eugene“Gene”Seaman EdwardJamesSherlockRe: Bi‐monthlyInterimReport‐Section2210.107(b)

DearBoardMembers,House Bill 3 became effective on September 28, 2011, and pursuant to Tex. Ins. Code, Section2210.107(b), please find the bi‐monthly interim report (“Interim Report Card”) evaluating theextenttowhichtheTexasWindstormInsuranceAssociation("TWIA"or"Association")hasmettheobjectives described by Section 2210.107(a), Texas Insurance Code for the two‐month periodprecedingthedateofthereport(MayandJune2014).

Theseinterimreportcardsareprovidedevery60daysasrequiredbystatuteandculminateinanAnnualReportCardissuedeachJune.

TheinitialreportcardsestablishedthestandardsofperformancefortheAssociationtobereportedagainstinsubsequentreportcards.Additionalstandardshavebeenandwillcontinuetobeaddedas appropriate and as approved by the board of directors. Each interim report card serves as asnapshot in time of Association compliance with the standards with respect to each of theobjectives.

TheAssociationbelievesitisinfullmaterialcompliancewithallcurrentstandardsofperformanceoutlinedineachofthefollowingsections.ThisisthefourteenthinterimreportcardtobeissuedbyTWIAsincetheenactmentofHouseBill3.

Shouldyouhaveanyquestions,pleasefeelfreetocontactmeat(512)899‐4949.

Sincerely,JohnW.Polak,CPCUGeneralManager


TableofContents

AboutThisReport....................................................................................................................................................5

ExecutiveSummary.................................................................................................................................................6

InsurableProperty................................................................................................................................................10

BusinessSegmentation..................................................................................................................................10

RiskVisualizationTechnology....................................................................................................................10

QualityAssurance&Training.....................................................................................................................12

RulemakingAuthority.........................................................................................................................................12

Depopulation...........................................................................................................................................................13

VoluntaryCoastalWindInsurancePortal.............................................................................................13

DepopulationProcess.....................................................................................................................................14

StandardsofConduct...........................................................................................................................................14

Ethics&ConflictsofInterestPolicy..........................................................................................................14

EthicsTraining&Initiatives........................................................................................................................15

FraudReporting................................................................................................................................................16

SpecialInvestigationsUnit/FraudAbatement................................................................................17

WhistleblowerPolicy..................................................................................................................................17

AnnualStatement..................................................................................................................................................17

ExaminationofAssociation...............................................................................................................................20

StateAuditor’sOfficeExamination................................................................................................................20

CatastropheFunding............................................................................................................................................20

BoardComposition...............................................................................................................................................24

OpenMeetingsAct................................................................................................................................................24

PublicInformationAct........................................................................................................................................25

PlanofOperation...................................................................................................................................................26

InsuranceCoverage..............................................................................................................................................27

CoverageRequirements.................................................................................................................................27

IssuanceofPolicies..........................................................................................................................................27

CompliancewithBuildingCodes....................................................................................................................29


Rates............................................................................................................................................................................29

CatastrophePlan....................................................................................................................................................31

Testing...................................................................................................................................................................31

TWIAClaimsPerformanceMetrics...........................................................................................................31

KeyPerformanceIndicators........................................................................................................................32

LimitsofLiability...................................................................................................................................................32

CertainAppealsandOtherActions................................................................................................................33

Appeals..................................................................................................................................................................33

VoluntaryArbitration&CertainCoverageandClaimsDisputes.................................................33

Claims:SettlementandDisputeResolution..........................................................................................33

AppraisalandRulemaking...........................................................................................................................34

OmbudsmanFundingandProgram.........................................................................................................34

AnnualEvaluationofAssociationManagement.......................................................................................35

AppendixA:SampleRiskManagementReport........................................................................................37


AboutThisReport

In2011, the82ndTexasLegislature,1stCalledSpecial Session,passedHouseBill3 (“HB3”),modifying various aspects of the operations of the TexasWindstorm Insurance Association(“TWIA”or“Association”).AmendmentstoTex.Ins.Code,Section2210.107directedTWIAtoreport bi‐monthly to the TWIA Board of Directors (“Board”) and report annually to theCommissioner,theLegislativeOversightBoard,theGovernor,theLieutenantGovernor,andtheSpeaker of the House of Representatives the extent to which TWIA met the objectives inSection2210.107(a).

TheprimaryobjectivesoftheBoardofDirectorsaretoensurethattheBoardandTWIA:

(1) Operateinaccordancewiththischapter,theplanofoperation,andcommissionerrules;

(2) Complywithsoundinsuranceprinciples;

(3) Meetallstandardsimposedunderthischapter;

(4) EstablishacodeofconductandperformancestandardsforAssociationemployeesandpersonswithwhichtheAssociationcontracts;and

(5) Establish, and adhere to terms of, an annual evaluation of Association managementnecessarytoachievethestatutorypurpose,Boardobjectives,andanyperformanceorenterpriseriskmanagementobjectivesestablishedbytheBoard.

This Report Card satisfies these reporting requirements and illustrates the measures andimprovements taken to meet the objectives. The Report Card presents this information byreferencingapplicablesectionsoftheTWIAgoverningstatuteinorderofappearance.


ExecutiveSummary

In2008,thecombinationofHurricanesDollyandIkeresultedinover100,000claimsandanestimated$3billioninlosses.ConcernsoverclaimshandlingledtoTWIAbeingplacedunderAdministrativeOversightbytheTexasDepartmentofInsurance(TDI)andthepassageofHB3in2011.

HB3 required numerous changes to TWIA operations. Among the improvements are newresidentialandcommercialpolicyforms,moretransparencyviaadditionalinformationontheTWIAwebsiteandlivebroadcastsofTWIAmeetings,thefundingofanombudsmanprogram,andtheimplementationofnewclaimshandlingprocedures.

Anewmanagement team isnow inplacewithabroaderrangeofexperienceanda focusonaccountability.In2008,therewerefourmembersofseniormanagementwhoseonlyinsurancecarrierexperiencewaswithTWIA,whichwasaverysmallcompanyformostoftheirtenure.Today,notonlydoesTWIAhavesignificantlygreater insurance carrierexperiencewithin itssenior management ranks, but a greater portion of that experience is with larger carriersoutside ofTWIA.This bodeswell for the future of theAssociation as it has not only greaterdepthofexperiencebutafargreaterbreadthofexperienceintermsofskillsandsophistication.

TWIA has undergone 12 independent audits and examinations in recent yearswith varyingareas of concentration, including four examinations by the TDI, one of which is currentlyunderway;twobyDeloitte&Touche,LLP;andauditsperformedbyRobertE.Nolan,KPMG,theState Auditor’s Office, Alvarez & Marsal, and two recently performed by Milliman, Inc., anindependent consulting firm. The Association has diligently developed and implementedcorrectivemeasuresandcreatedactionplanstotrackandreporttheAssociation’sprogressinaddressingtherecommendationsofeachreview.TWIAhasaddressed100%ofthenon‐ITrelatedrecommendationsoutlinedinthecompletedTDI audits, the Nolan report, the Deloitte audit, the Operations Improvement Plan, and theState Auditor’s Office report. The KPMG audit of IT controls outlined 11 areas of primaryconcern due to faults of existing controls or potential vulnerabilities. The Association hascompleted 100% of the corrective actions for these areas. Currently, TDI and Milliman areconcluding their respective audits of the Association and the Claims and UnderwritingDepartments.Preliminaryreportsindicatepositiveresults.Mostrecently,theAssociationhasadded an Internal Audit Department reporting to the Board to provide a structured andongoinginternalprocesstobothensurecomplianceandmanageitsfinancialandoperationalriskexposure.Currentleadershipiscommittedtofosteringacultureofcontinuousimprovement.TWIAhasand continues to identify areas of improvement outside of audit observations to enhance


processesandproceduresandensuretheAssociationisincompliancewithapplicablestatutes,regulatoryguidelines,andindustrybest‐practices.Thenewmanagementteamhassuccessfullyimplemented initiatives toaddress legislativechanges, improveoperationalefficiency, createcultural transformation within the Association, and increase management controls andaccountability.TWIAnowhasextensivecontrolsanddetailedfinancialandoperationalmetricsinplace tomeasureandevaluate theperformanceofevery levelof theAssociation, fromtheorganization as awhole to individual departments and each individual employee. There aredocumentedproceduresandpractices inplaceinalloperationalareas,andTWIAhasgreatlyincreased the levelof transparencyandcommunicationbetweenall levelsof theAssociationandwith outside stakeholders. Themanagement team has begun a process of continuouslyrefocusingtheculturefromtask‐basedbehaviortooutcome‐focusedaccountability.

TheTWIAClaimsDepartment has experienced themost significant improvements. The newclaims management team has developed a detailed catastrophe plan; improvedcommunications with policyholders, adjusters, and agents; and ensured faster and moreaccurateclaimshandlingusingmoremoderntechnologyandqualitycontrolmeasures.Thesechanges have resulted in ameasurable improvement in customer service. TWIA Claims hasimplemented an ongoing customer survey programwith very positive results. Additionally,Claimshasimplementedanumberofkeyperformancemetricstoprovideanobjectivemeasureoftheclaimshandlingprocess,including:

averagenumberofdaysfromreceiptofclaimbyTWIAtoinspectionoftheproperty averagenumberofdaysfrominspectiontoreceiptoftheindependentadjuster’sreport

byTWIA,and averagenumberofdaysfromreceiptoftheadjuster’sreporttopayment.

Similarly, theTWIAUnderwritingDepartmenthasundergonesignificant changes to increasetheefficiencyandeffectivenessof theunderwritingprocess.Thedepartment segmentsworkbetweenresidentialandcommerciallineswithfurtherdivisionoftheresidentialunderwritingwork by complexity. In addition, a Support Services function facilitates proceduralimprovements, automation support, training, quality assurance, agent audits and fraudinvestigations.Keyperformancemetricsaremonitoredandreported inamonthlyscorecard,including:

percentageoftransactionscompletedwithin14daysofreceipt agentandpolicyholdersurveyscores budgetconformanceandcostpertransaction qualityassurancescores

In addition, TWIA‐controllable expenses were at or below budget from 2011 to 2013 andthroughJune30,2014.TWIAexpensescomparefavorablybothtotheinsuranceindustryasawholeandtootherstateresidualmarketplans.TWIAisthesecondlargestpropertyinsurance


planintheU.S.,yetitstillmaintainsthesecondlowestcostperpolicyamongthe37propertyinsuranceplansintheU.S.

The initiatives management has implemented are indicative of a culture of continuousimprovement and have better positioned TWIA to fulfill its mission of efficiently providingessentialproperty insuranceproductsandservices foreligibleTexaspolicyholderswhennooneelsewill. The State Auditor's Office final report confirms that TWIA has improved its claimsprocessing and has implemented controls to produce accurate financial statements, ensureaccountabilityofAssociationfunds,andadequatelysupportandauthorizenon‐claims‐relatedexpenditures.

Mostrecently,TDIamended the termsofAdministrativeOversightcitingTWIA’soperationalimprovementsasafactorinTDI’sdecision;andthoughfinalreportshavenotyetbeenissued,preliminaryreportsofthetwomostrecentTDIandMillimanauditsindicatepositivechangesintheAssociationandeffectivenessofitscontrolsandprocesses.

The exhibit on the following page summarizes recent accomplishments of the Associationacross four dimensions: Financial, Operational Efficiency, Management Controls &Accountability,andCommunications&Transparency.


Financial Management,Controls&Accountability Eliminatedthe2012$183milliondeficitbyDecember2013,3months

earlierthanprojected Secured $3.35 billion in available funding for the 2014 hurricane

season–almost$1billionmorethanthetotalprojectedcostofIkeandthebestfundingscenariosince2008

ExceededprojectionsforCRTFcontributionsby$68M2014YTD PerformedbelowbudgetoncontrollableexpensesYTD2014‐arepeat

ofbudgetaryachievementsfrom2011‐2013 Maintainedthe2ndlowestcostperpolicyofthe37U.S.fairplansand

windpoolsdespitebeingthe2ndlargestplannationwide

Applied extensivemetrics throughout the organization to objectivelymeasureandmanageperformance

Instituted comprehensive performance management programincorporating the development of goals and competencies, quarterlyand annual reviews to ensure consistency in performance andoutcome‐focused accountability, and credible, objective criteria toalignmeritpaywithperformance

Created Internal Audit function to focus on Enterprise RiskManagement; completed Risk Assessment and Audit Plans for Boardreview

Established policy management program to ensure each policy isreviewed annually, approved by management, and communicatedproperly to all employees, as well as to ensure version controlnecessaryforauditingandincidentmanagement

Communications&Transparency OperationalEfficiency Implementing comprehensive multi‐faceted communication plan to

engageallstakeholdergroupsonmultiplelevels Institutedongoingoutreachprogramaspartof thebroader strategic

communications plan to educate and inform coastal residents,policyholders, and business and community leaders about TWIAmission, operations and value; initiated educational presentationprogramtoinformTDIandLegislativeofficesaboutTWIAoperations,programs,missionandvalues

Established the Association’s first formal orientation program toeducateemployeesaboutpolicies,procedures,andculture

Developedclearinghouseanddepopulationprocessbasedonextensiveinputfromcommitteeofdiversestakeholders

Instituted employee town hall meetings to convey organizationalmission and expectations and increase commitment to new policyimplementation;annualemployeesurveytomeasureengagementandemployee satisfaction; employee recognition program created basedonfeedback

StrengthenedtheCatastrophePlan;successfullytestedthePlanonanenterprisebasis;presentedthePlantoTDI,legislativestaff,andcoastalconstituents; and received positive feedback from coastalpolicyholders,agentsandemergencymanagementofficials

Hired new leadership for IT, Underwriting, Legal & Compliance,Claims,HumanResources&Accounting;restructuredeachdepartmentforoptimumefficiencyandcustomerservice

CompletedsuccessfulrestructuringofPolicyCenterproject DevelopedClearinghouseanddepopulationinitiatives Receivedverypositivepreliminary reviewsofprocess improvements

inUnderwritingandClaimsfromindependentauditors Reduced claims cycle time from 30+ days to fewer than 13 and

complaintfrequencyfrom1inevery129newclaimsto1inevery413 Reduced costs and cycle times and increased efficiency by

reengineering workflows and implementing new staffing models forpolicyadministration,printservicesandmailoperations


InsurableProperty

Section2210.004definesinsurablepropertyforthepurposesofeligibilityforTWIAinsuranceasastructurelocatedinthecatastrophearea,builtorrepairedincompliancewithappropriatebuilding code specifications, and determined to be in an insurable condition. TWIA hasimplemented several initiatives in 2013 and 2014 to ensure properties insured by theAssociation meet this definition, including a segmented business model, risk visualizationtechnology,andaqualityassuranceandtrainingprogram

BusinessSegmentation

Undernewleadership,theUnderwritingDepartmentwasreorganizedin2014intofunctionalareastoincreasetheefficiencyandeffectivenessoftheunderwritingprocesswhileimprovingmanagementcontrols.Priortothereorganization,allworkwasdistributedonafirstinfirstoutbasis amongst all underwriters. The department now segments work assignments betweenresidentialandcommerciallineswithfurtherdivisionoftheresidentialunderwritingworkbycomplexity. Segmentation by type and complexity ensures greater accuracy in underwritingdecisions by routing themost complicated issues to themost experienced underwriters. Inaddition,aSupportServicesfunctionfacilitatesproceduralimprovements,automationsupport,training,qualityassurance,agentauditsandfraud investigationsto improvedecision‐makingontheback‐end.

RiskVisualizationTechnology

Underwriting implemented a new risk visualization program in mid‐May 2014 for all newresidential applications. TWIA contracted with EagleView Technologies to provide aerialimagery for the Association’s coverage territory using fixed wing aircraft and specializedphotographic image processing technology. The imagery is integratedwith patented obliquemeasurement technology and third‐party data to produce detailed and accurate propertyspecific reports. This technology provides accurate structural diagrams and measurements,facilitates address validation and geo‐coding, and integrates third‐party data to improveeligibilitydecisionsandpricingaccuracy.

The goal is to provide policyholders and their agentswith reliable information onwhich tobase their insurance purchase decisions. As of June 30, 2014 TWIA underwriters reviewed6,242 Risk Management (RM) reports, comparing the information received from EagleViewagainst the submitted application, the Marshall & Swift/Boeckh (MSB) replacement costcalculations, any associated physical property inspections and other data sources. Themostcommon issue found is a difference in the square footage of the primary structure. Othercommon issues identified are differences in the age of the structure, unrepaired damages,missing or incorrect identification of multiple structures on a single property, andidentificationofstructuresrequiringWindstormInspectionCertificates(WPI‐8’s).


Usingthistechnologyduringthereviewofallnewcoverageapplications,underwritersidentifydiscrepancies,discussthemwiththeagentandpolicyholder,and(whenagreedupon)correctthemquickly.Theresult,whenthepolicyholderandagentagreetoproposedchanges,ismoreappropriateandaccuratecoverageforthepolicyholder.Moreaccurateinformationultimatelyreduces rework for both the agent and TWIA, while simplifying the renewal process. Inaddition,theuseofriskvisualizationisintendedtoreduceoreliminateconfusionorsurprises,such as when a policyholder files a claim only to find they did not purchase appropriatecoverage.

Theaerialimageryandriskmanagementreportsdescribedaboveconstitutethefirsttwotypesof inspections inatiered inspectionmodel thatwill increasevisibility intotheentirebookofbusinessandenableTWIAtobettermanagetheonsiteinspections,thefinaltypeofinspectionin the model, thus optimizing the use of inspection dollars. The inspections are utilizedsuccessively if and when additional information is needed. Each type of inspection yieldssignificantlymoredatathanthepriorstepandisusedtovalidatetheinformationreceivedinthe application for coverage and determine eligibility for coverage. The first tier inspection,aerialimagery,providesunderwriterswithimmediateaccesstohigh‐resolutionphotosoftheproperty.Thesecondtierinspection,orriskmanagementreport,providesroofmeasurementsandotherpropertycharacteristicssuchasthebuildingfootprint,estimatedlivingarea,numberofstories,aswellastheyearthepropertywasconstructedandsubsequentbuildingpermitsfiled.CombineddatafromthefirstandsecondtierinspectionsallowTWIAtodetermineifthestructure has undergone certain repairs or alterations that may require windstormcertification in order to be eligible for coverage. The final approach in the tiered inspectionprocess is a physical field inspection of the exterior of the property, which is used whenunderwriting questions and issues cannot be resolved with the first and second tierinspections.

Overall, risk visualization creates a more efficient underwriting inspection process byproviding TWIA underwriters with a greater volume of accurate information earlier in theunderwritingprocess thanwaspreviously available.Theprogramwill provide the followingbenefitsapplicabletocoverageandeligibility:

(1) Improve assessments of property insurability and assist in determining adequacy ofinsuranceandaccuratepremiumforeachrisk;

(2) Increasetotalnumberofpropertiesinspectedannuallywhileloweringtheaveragecostperpolicy;

(3) Maximizetheefficientuseofbudgetedinspectiondollarsbymorespecificallytargetingpropertiesrequiringonsiteinspection;

(4) Identifypotentialbuildingcodenon‐complianceandunrepaireddamage;and


(5) Identifyotherunderwritingconcernsrelatedtothegeneralconditionofthestructure.

This program is being implemented in conjunctionwith Claims andwill leverage resourcesacross the organization. Additional benefits of the program include positive impacts ondownstreamclaimslosscosts,processingtimeandreducedopportunitiesforfraud.TheClaimsDepartment also utilizes the high‐resolution photos and roof measurements in the Claimsprocess.AsampleriskmanagementreportisincludedinAppendixA.

QualityAssurance&Training

ThereorganizationofUnderwritingalsoincludesdevelopmentsandimprovementsinQualityAssuranceandTraining(QA&T),afunctionoftheSharedServicessegment.ThepurposeoftheQA&Tfunctionistoensuredepartmentprocessesandproceduresareproperlydocumented,toverifythecorrecteligibilitydecisionsarebeingmadebyadherencetothoseprocedures,andtoidentify training opportunities and areas for additional improvement. Each month, allunderwriters receive a QA report evaluating their performance acrosssix areas regardingprocessing and customer experience. The report includes production data (e.g. type andvolumeofworkprocessed)aswellascustomerexperience,accuracy,andthoroughness.TheQAgoalfor2014istoachievea90%QAscorefortheentiredepartmentbyyearend.ResultsforMayandJunemeetexpectationswithscoresof90.4%and94.7%respectively.

RulemakingAuthority

Section 2210.008 provides the Commissioner of Insurance general rulemaking authority toissue any orders necessary to implement Section 2210. On June 23, 2014, TDI filedamendmentstorules5.4200and5.4202whichpertaintotheone‐yearclaimfilingdeadlineforpolicyholders outlined in sections 2210.205 and 2210.543. The proposed amendments aredesignedtomakethedeadlineextensionprocesseasiertounderstand.PubliccommentsontheproposalaredueSeptember3,2014.

ThefollowingrulespertainingtoTWIAoperationswereadoptedduringthisreportingperiod:

Subject SectionNumberAdoptionFiled

EffectiveDate

SubchapterE.TexasWindstormInsuranceAssociation.ProposedRepealRegardingLossFunding

5.4131and5.4132 05/23/2014 06/12/2014


SubchapterE.TexasWindstormInsuranceAssociation.ProposedNewandAmendedLossFunding

5.4101,5.4102,5.4121,5.4123‐5.4128,5.4133,5.4135,5.4136,5.4141‐5.4147,5.4148,5.4149and5.4164

05/23/2014 06/12/2014

SubchapterE.TexasWindstormInsuranceAssociation.ProposedRepealRegardingPremiumSurcharge

5.4183

05/23/2014 06/12/2014

SubchapterE.TexasWindstormInsuranceAssociation.ProposedAmendmentstoPremiumSurcharge

5.4171‐5.4173,5.4182,5.4184‐5.4187,5.4189‐5.4192

05/23/2014 06/12/2014

Depopulation

Sections2210.009and2210.053(b)requireTDI todevelop incentiveprogramstoencourageauthorizedinsurerstowriteinsurancevoluntarilytominimizetheuseoftheAssociationasameans toobtain insurance. Pursuant to these sections and in conjunctionwithTDI, TWIA isdeveloping two initiatives: a Voluntary Coastal Wind Insurance Portal and a formalDepopulationProcess.

VoluntaryCoastalWindInsurancePortal

In August 2013, TWIA staff presented to the Board a Clearinghouse Feasibility StudywhichexaminedvariousalternativestoencourageauthorizedinsurerstovoluntarilywritebusinesscurrentlywithTWIA.Thestudyrecommendedthecreationofaclearinghouse,formallynamedthe Voluntary CoastalWind Insurance Portal, an online facilitywhere insurers could obtaindetailedinformationaboutcurrentTWIApolicies.Theclearinghousewouldallowinsurerstoidentifythosepoliciesthatmeettheirrespectiveunderwritingstandardsandcouldbewritteninthevoluntarymarket.TheBoardformedasub‐committeeandassembledaworkinggroupofstakeholderstoreviewandevaluatetheclearinghouseconcept. Afterseveralmeetingsoftheworking group and the subcommittee, the Portal was approved at theMay 21, 2014 Boardmeeting. TWIA has updated its privacy policy to allow for the release of certain non‐publicinformationaspartofthePortalandhascommunicatedtheupdatedpolicytoitspolicyholders,providing an opportunity for policyholders to limit thedisclosureof this information if theychoose to opt out of the Portal process. The Portal will be available to member insurers


followingtheconclusionoftheoptoutprocess.

DepopulationProcess

Late in 2013, TWIA was approached by an insurer offering to assume, or “take out,” over40,000TWIApolicies.Sincethen,TWIAhasbeenmadeawareofotherinsurerswhomaywantto takeoutpolicies ina similar fashion.This typeof transactionhasbeenusedeffectively inFlorida and Louisiana to minimize the use of those states’ residual markets. To provide anobjectiveand transparentprocess,TWIAbegandevelopinga formaldepopulationprocess todetail the requirementsandprocedures for theseandsimilarproposals.Thedevelopmentoftheprocessisongoingandisexpectedtobecompletedin2014.

StandardsofConduct

Ethics&ConflictsofInterestPolicy

TWIAdevelopedandimplementedacomprehensiveEthics&ConflictofInterestPolicy(“EthicsPolicy”)inFebruary2011.ThepolicywassubsequentlyrevisedinSeptember2011andApril2012toincorporatechangesmandatedbyHB3andtofurtherdescribeprohibitedemploymentrelationships.TheEthicsPolicyusesthestatutorylanguageofSections2210.012and2210.013andstatesthatamemberoftheTWIABoardofDirectors,employeeorcontactorshallnot:

(1) Acceptorsolicitanygift, favor,orservice thatmightreasonablytendto influencethememberoremployeeinthedischargeofdutiesrelatedtotheoperationorbusinessoftheassociationorthatthememberoremployeeknowsorshouldknowisbeingofferedwith the intent to influence the member's or employee's conduct related to theoperationorbusinessoftheassociation;

(2) Accept other employment or engage in a business or professional activity that thememberoremployeemightreasonablyexpectwouldrequireorinducethememberoremployee todisclose confidential informationacquiredby reasonof themember'soremployee'spositionwiththeassociation;

(3) Acceptotheremploymentorcompensationthatcouldreasonablybeexpectedtoimpairthe member's or employee's independence of judgment in the performance of themember'soremployee'sdutiesrelatedtotheoperationorbusinessoftheassociation;

(4) Makepersonal investments that could reasonably be expected to create a substantialconflict between themember's or employee's private interest and the interest of theassociation;or

(5) Intentionally or knowingly solicit, accept, or agree to accept any benefit for having


exercised themember'soremployee'spowersrelated to theoperationorbusinessoftheassociationorhavingperformed, in favorofanother, themember'soremployee'sdutiesrelatedtotheoperationorbusinessoftheassociation.

Section2210.015,enactedin2011,prohibitscertaincontractsandemploymentrelationships.Specifically, the Association is prohibited from contracting with or employing individualsrelated to a Boardmember or current employeewithin the seconddegree of affinity or thethird‐degreeofconsanguinity.TherevisedEthicsPolicymirrorstheInsuranceCodeprovisionsto ensure adherence to both the letter and spirit of the law, as well as to avoid even theappearanceofimproprieties.

EthicsTraining&Initiatives

TWIA leadership understands the importance of creating and maintaining a standard ofconduct that is above reproach. In the fourth quarter of 2013, senior leadership completedstrategic planning exercises to update theAssociation’smission, vision and 2014 objectives.OneofthesestatementsdescribestheAssociation’svisionto“beastewardofthepublictrustandholdourselvestoahighstandardofethics.”TWIAimplementedthefollowinginitiativestopromotethisvision,supportacomprehensiveEthicsPolicy,andcreateaculturethatstressesethicalbehaviorfromthetopdown:

(1) The Association has previously conducted annual stand‐alone Ethics training forexistingemployeesaswellastrainingfornewemployeesandcontracts.Inthelasthalfof2013,theTWIAComplianceandHumanResourceteamsdevelopedacomprehensiveorientation program for new employees called TWIA 101, including an hour‐longmodule entitled Ethics Foundations. TWIA 101 includes relevant discussion of ethicsand conflicts of interest, and the Association’s policy and requirements. Aftercompletion,employeesareableto:a. Defineethicsandconflictsofinterestb. Understandhowtodealwithconflictsofinterestc. Recognizethesignificanceoftheappearanceofimproprietyd. Understandhowethicsimpactstheorganizatione. UnderstandtheTWIA/TFPAEthics&ConflictsofInterestPolicyf. Knowwhattypesofrelationshipsareprohibitedandwhattypesmustbedisclosedg. Understandwhatgiftscanbeaccepted,howtorejectagift,andhowtocomplete

theappropriateforms

The training was completed for all existing employees in March 2014, and all newemployeesandcontractorsinMay2014.QuarterlysessionsarecurrentlyscheduledforAugust and November for new employees and contractors retained in the third andfourthquartersof2014.TheAssociationwillcontinuetohaveannualEthicsrefresher


trainingforallemployees.

(2) Since 2011, all Board members, employees, and contractors have been required tocomplete an Annual Certification acknowledging review of the Ethics Policy andagreeingtoadheretoitsterms.

(3) At the onset of employment or at first discovery, certain business and personalrelationships must be disclosed. Extra controls were implemented in the ClaimsDepartment in 2012 to ensure Claims Examiners did not issue payments to formeremployers.

(4) All employees and contractors must file gift disclosures for the acceptance ofpermissiblegiftsaswellastherejectionofprohibitedgifts.Giftdisclosuresaretrackedin a database andmonitored to ensure compliancewith limits outlined in the EthicsPolicy.

(5) The Ethics Policy is easily accessible to all employees and contractors via a desktopshortcutautomaticallyinstalledoneachPConthenetwork,aswellasasharedcentralrepository dedicated exclusively to housing the Association’s policy and proceduraldocuments.

(6) TheAssociationdevelopedadatabasetorecordandmonitorrequiredcertificationsandtraining,suchastheAnnualEthicsCertification,giftdisclosures,andtrainingclasses.

(7) Ethics&CompliancetrainingwasincorporatedintofieldadjustertrainingbeginninginFebruary2012,anditcontinuestobeacentraltheme.

FraudReporting

Section 2210.012 alsomandates that “a boardmember or employee of the associationwhoreasonablysuspects thata fraudulent insuranceacthasbeenor isabout tobecommittedbyany board member or employee of the association shall, not later than the 30th day afterdiscoveringtheconduct,reporttheconductandidentityofthepersonengagingintheconducttothedepartmentandmayreporttheconductandtheidentityofthepersonengagingintheconduct to another authorized governmental agency.Thedepartment shall forward a reportreceived under this subsection to the authorized governmental agency in accordance withChapter701.”

TWIA has implemented the following initiatives to ensure compliance with applicableInsuranceCodeprovisions:


SpecialInvestigationsUnit/FraudAbatementIn August 2012, TWIA implemented a Claims Special Investigation program utilizing anexperienced investigation firm, Veracity Research Company Investigations. The programincludesmandatoryand recommendedSpecial InvestigationsUnit (“SIU”) referral guidelinesbasedonindustrystandardsandbestpractices.Implementationkickedoffwith5modulesofin‐depthtrainingforClaimspersonnelregardinginsurancefraudandfraudindicators.TWIA’sSIU program tracks referrals rates, results and reports made to the Texas Department ofInsuranceFraudIntakeUnit.Generally,windandhailclaimsdonotgeneratethenumberofSIUreferralsand fraudreportsaspolicieswithcoverage forperils like fire, theft,vandalism,etc.Thefollowingchartillustratesasharpincreaseinfraudinvestigationsandreportssince2010,evidencingTWIA’sincreasedfocusandresponsibilityonfraudabatementandreporting.

ReportsFiled 12/31/10 12/31/11 12/31/12 12/31/13 6/30/14TDIFraud 6 32 35 15 13TDIEnforcement 5 7 24 9 2

WiththeutilizationofVeracityResearch,reportinglevelsmoderatedin2013,reflectingamoresophisticatedassessmentbythevendorofthe“reasonablesuspicionoffraud”standard.

To ensureTWIA stays abreast of current trends and information regarding insurance fraud,key personnel attend the Texas Department of Insurance Annual Fraud Conference.Additionally, key personnel with TWIA and TDI’s Fraud and Enforcement Units meetperiodically to discuss ongoing cases, trends and issues. TWIA is currently in the process ofexpandingtheSIUandfraudabatementprogramtotheAssociation’sunderwritingfunctionsaswellandhasconductedseveraltrainingsessionswithVRCandunderwritersin2014.

WhistleblowerPolicyAspartofTWIA’s comprehensiveEthicsPolicyandcommitment to creatinga culturewhereunethical behavior can be reported and properly addressed, TWIA created an anonymousWhistleblowerPolicyinFebruary2011.TWIAcontractswithathird‐partyvendortoprovideanonymoushotlinereportingoffraudorethicsviolations.MonthlyreportsaretransmittedbythevendortotheAssociation’sGeneralCounsel,ComplianceDirector,andGeneralManager.Todate,wehavereceivedzeroreports.

AnnualStatement

Section 2210.054 requires TWIA to file annually with TDI and the State Auditor's Office afinancial statement summarizing the transactions, conditions, operations, and affairs of theAssociationduringtheprecedingyear.

ThestatutorybalancesheetshowsthefinancialpositionofTWIAattheendof2013compared


toJune30,2014.ThestatutoryincomestatementshowsacomparisonbetweenYTDactualandbudgetedrevenuesandexpenses.

June-14 December-13Admitted AssetsCash and short term investments 555,283$ 439,193$ Premiums receivable & other 1,082 1,039 Amounts recoverable from reinsurers - - Total admitted assets 556,365$ 440,231$

Liabilities, Surplus and other funds Liabilities: Loss and Loss adjustment expenses 120,963$ 132,959$ Underwriting expenses payable 14,305 10,366 Unearned premiums, net of ceded unearned premiums 135,511 234,739 Ceded reinsurance premiums payable 82,789 24,745 Principal & Interest Payable - Debt - - Provision for reinsurance 6,533 - Other payables 33,822 14,592 Statutory fund payable 162,442 22,830 Total liabilities 556,365 440,231

Surplus and others fundsUnassigned surplus (deficit) - - Total liabilities, surplus and other funds 556,365$ 440,231$

Balance in CRTF 212,272$ 186,183$

TEXAS WINDSTORM INSURANCE ASSOCIATION Statutory Balance Sheet (000's omitted)


Actuals - 2014 Budget - 2014 Variance - 2014 Actuals - 2013

Premiums Written:Direct 239,387$ 248,850$ (9,463)$ 234,654$ Ceded (117,268) (113,933) (3,335) (114,700)

Net 122,119 134,917 (12,798) 119,954

Premiums Earned:Direct 235,924$ 237,676$ (1,752)$ 221,481$ Ceded (14,577) (18,989) 4,412 (64,285)

Net 221,347 218,687 2,660 157,195

Deductions:Direct Losses and LAE Incurred 4,855 64,192 (59,337) 84,239Direct Losses and LAE Incurred - Ike & Dolly 0 0 0 (35,000)Ceded Losses and LAE Incurred 0 0 0 0Operating Expenses 13,239 14,062 (823) 11,320Commission Expense 38,296 39,816 (1,520) 37,553Ceding commissions / brokerage (6,025) (8,614) 2,589 (8,676)Premium / Maintenance Tax 4,719 4,828 (109) 4,481

Total Deductions 55,085 114,284 (59,199) 93,917

Net Underwriting Gain or (Loss) 166,263 104,403 61,859 63,278

Other Income or (Expense):Gross Investment Income 523 605 (82) 589Interest Expense on Debt 0 (2,336) 2,336 0Debt Issuance & Other Investment Expenses (564) (1,545) 981 (87)Sales Tax Refund and Other Income (Expense) 3,770 0 3,770 11

Total Other Income or (Expense) 3,728 (3,276) 7,004 512

Net Income (Loss) 169,991$ 101,127$ 68,864$ 63,790$

Surplus (Deficit) Account:Beginning Surplus (Deficit) 0 0 0 (182,979)

Net Income (Loss) 169,991 101,127 68,864 63,790Change in Provision for Reinsurance (6,533) (6,000) (533) 11,018Change in nonadmitted assets & deferred taxes (1,016) (1,450) 434 (977)Other 0 0 0 0Statutory Fund Cost (162,442) (93,677) (68,765) 0

Ending Surplus (Deficit) (0)$ -$ (0)$ (109,148)$

Key Operating Ratios:Direct:

Loss & LAE Ratio 2.1% 27.0% -25.0% 22.2%UW Expense Ratio:

Acquisition 18.0% 17.9% 0.0% 17.9%Non Acquisition 5.6% 5.9% -0.3% 5.1%

UW Expense Ratio 23.6% 23.9% -0.3% 23.0%

Combined Ratio 25.6% 50.9% -25.2% 45.3%

Net:Loss & LAE Ratio 2.2% 29.4% -27.2% 31.3%UW Expense Ratio:

Acquisition 18.8% 18.8% -0.1% 22.5%Non Acquisition 6.0% 6.4% -0.4% 7.2%

UW Expense Ratio 24.7% 25.3% -0.5% 29.7%

Combined Ratio 26.9% 54.6% -27.7% 61.0%

TEXAS WINDSTORM INSURANCE ASSOCIATIONStatutory Income Statement (000's omitted)

for the six months ended June 30,


ExaminationofAssociation

Section 2210.057 states that the Association is subject to examination by TDI pursuant toSections 401.051, 401.052, 401.054‐401.062, 401.151, 401.152, 401.155, and 401.156 andSubchapterA,Chapter86.Accordingly,TDIcommencedafinancialauditoftheAssociationinNovember2013.TWIAhascooperatedfullywithDepartmentauditorsandtherehavebeennomaterialdeficienciescommunicatedtoAssociationmanagementtodate.Fieldworkisexpectedto be completed in late Julywith a draft and final reports following in the third and fourthquarters,respectively.

StateAuditor’sOfficeExamination

Section2210.058states“theassociation issubjecttoauditbythestateauditorandshallpaythecostsincurredbythestateauditorinperforminganauditunderthissection.”

TheStateAuditor’sOffice(SAO)concludedintheirAugust1,2012finalreportthat“theTexasWindstorm Insurance Association (Association) has improved its processing of claims. TheAssociation also has controls to help produce accurate financial information, ensureaccountabilityforAssociationfunds,andadequatelysupportandauthorizenon‐claims‐relatedexpenditures.” The SAO Report identified 13 observations and recommendations whichresultedin15correctivemeasures.Implementationofthesemeasuresis100%completewiththeexceptionofoneIT‐relateditemscheduledforimplementationwithPolicyCenter.

Additionally,TWIAwasrequired tosubmitstatusreports to theStateAuditor’sOffice.TWIAhassubmittedallreportsrequestedbySAO, includingthestatusoftheITimplementationon11/30/2012,5/31/2013,11/29/13,and5/30/2014,aswellasthestatusoftheAssociation‐wide implementation plan on 2/1/2013. The SAO has advised that no further reporting isrequired.

CatastropheFunding

SubchapterB‐1ofChapter2210(Sections2210.071–2210.075)describethedifferentsourcesoffundingavailabletopayTWIAlosses.Thosesourcesare,inorder:

TWIApremiumsandotherrevenue AvailablereservesandamountsintheCatastropheReserveTrustFund(“CRTF”) Upto$1billioninClass1publicsecurities,toberepaidbyTWIApremiums Up to $1 billion in Class 2 public securities, to be repaid by surcharges on coastal

propertypoliciesandassessmentsofTWIAmembercompanies Up to $500million in Class 3 public securities, to be repaid by assessments of TWIA

membercompanies


Additionally,reinsurancemaybepurchasedinadditiontoorinconcertwiththetrustfundandpublicsecurities.

TWIAstaff isworkingwith theTexasPublicFinanceAuthority (“TPFA”)andTDI tomakeallnecessarypreparationsfortheissuanceofpublicsecurities.Aspartofthesepreparations,TWIAcontinuestoworktowardtheissuanceof$500millioninpre‐event Class 1 public securities, as approved by TDI on May 28, 2014. These pre‐eventsecurities would provide instant liquidity (claims‐paying ability) and would increase totalfundingby$500million.TWIAhasalsocompletedtherenewalofthecatastrophereinsuranceprogram.Thisprogramprovides funding for TWIA losses above a negotiated attachment point, extending the totalfundingoftheAssociation.TWIAobtained$1.45billioninreinsurancecoverageforthe2014hurricaneseason.Total projected funding for the 2014hurricane season,without the Class 1 pre‐event publicsecurities,isillustratedbythefollowingchart:


TWIAcontinuestoaddtotheCRTFandutilizeallavailabletoolstoimproveourfundingeachyear. The total funding of $3.35billionwouldbe sufficient to fundover 98%of allmodeledcatastropheeventsandisgreaterthananypreviousyear’sfundingsince2008,asshownintheexhibitbelow.

$3.35 Billion

$3.25 Billion

50-YearStorm

$1.9 Billion

$1.4 Billion

20-YearStorm

10-Year$400 Million Storm

$0

Undetermined

$400 Million Premium and CRTF

$1 Billion Class 2 Public Securities

$500 Million Class 3 Public Securities

$400 MillionCatastrophe Bond

$1.05 BillionTraditional Reinsurance


Notes: Fundingfor2008shownasitexistedforHurricaneIke,post‐HurricaneDolly;unlimitedadditionalfundingavailableviareimbursableassessments.

Fundingfor2009‐2011,2013assumes$0Class1PublicSecuritiesissuable.

Fundingfor2012includes$500MillionClass1PublicSecurities(BAN).

Fundingfor2014shownwithandwithout$500Millioninpre‐eventClass1PublicSecurities.

$370M$70M $100M

$300M $200M$400M $400M

$230M $500M$500M

$1000M$1000M $1000M

$1000M

$1000M

$1000M

$1000M$500M

$500M $500M

$500M

$500M

$500M

$1500M

$636M

$850M

$1000M

$1450M $1450M

$500M

$2100M Total

$1500M Total$1600M Total

$2236M Total

$3150M Total

$2700M Total

$3350M Total

$3850M Total

0

500

1000

1500

2000

2500

3000

3500

4000

2008 2009 2010 2011 2012 2013 2014(No Class 1)

2014(Class 1)

Premium and CRTF Assessment Class 1 Class 2 Class 3 Reinsurance

24|Page TWIAAnnualReportCard May30,2014

BoardComposition

Under Section 2210.102, the Board of Directors is composed of ten members (9 votingmembers and 1 non‐votingmember) appointed by the commissioner to include four publicmembersfromtieronecounties,fourmemberswhomustberepresentativesoftheinsuranceindustry,onememberfromanon‐seacoastcounty,andonelicensedengineer.

Insurers who are members of the Association shall nominate, from among those members,persons to fill any vacancy in the four seats reserved for representatives of the insuranceindustry. The Board shall solicit nominations from the member insurers and submit thenominations to the commissioner. The nominee slate submitted to the commissioner mustinclude at least three more names than the number of vacancies. The commissioner shallappointinsuranceindustryrepresentativesfromthenomineeslate.

AllBoardpositionsarecurrentlyfilled.ThemembershipoftheBoardofDirectorsis:

Name PositionRichardCliftonCraig,ViceChairman PublicMemberfromNon‐SeacoastTerritoryStevenLawrenceElbert PublicMember&AgentfromTier1CountyWilliamDavidFranklin,Sr. Non‐votingMember,LicensedEngineerLyndellHaigood MemberoftheInsuranceIndustryMichaelGerik,Secretary/Treasurer MemberoftheInsuranceIndustryRonLawson MemberoftheInsuranceIndustryGeorgiaR.Neblett,Chairman PublicMemberfromTier1CountyMichaelO’Malley MemberoftheInsuranceIndustryGeneSeaman PublicMemberfromTier1CountyEdwardJamesSherlockIII PublicMember&AgentfromTier1County

OpenMeetingsAct

Section2210.105requiresthat,exceptforanemergencymeeting,theAssociationshallnotifyTDInotlaterthanthe11thdaybeforethedateofameetingoftheBoardofDirectorsorofthemembersoftheAssociation,and,notlaterthantheseventhdaybeforethedateofameetingofthe Board of Directors, post notice of the meeting on TWIA’s and TDI’s websites. Section2210.105 requires, except for a closed meeting authorized by Subchapter D, Chapter 551,Government Code (TexasOpenMeetings Act), ameeting of the Board of Directors or of themembersoftheAssociationtobeopentothecommissionerorthecommissioner'sdesignatedrepresentative and the public. Section 2210.105 requires that TWIA broadcast live on itsInternet website, all meetings of the Board of Directors, other than closed meetings, andmaintainonitsInternetwebsiteanarchiveofmeetingsoftheBoardofDirectors.Arecordingofameetingmustbemaintainedinthearchiveonthewebsiteuptothesecondanniversaryof


thebroadcast.Section2210.108provides,exceptasspecificallyprovidedbyChapter2210oranotherlaw,TWIAissubjecttoChapter551TexasGovernmentCode,theTexasOpenMeetingsAct.

TheAssociation continues tomeet the requirementsof theOpenMeetingsActby complyingwith posting requirements formeetings of theBoard ofDirectors and its subcommittees, aswellas livebroadcastingofmeetingsandarchivalof thosemeetings for laterviewingonourwebsite.TWIAmeetingsoccurringwithinthetimeofthisReportCardinclude:

Date TypeofMeeting Location InCompliance05/08/2014 InterimBoardMeeting Austin Yes

05/21/2014 QuarterlyBoardMeeting Austin Yes

Themeetingswerebroadcast liveandarecurrentlyarchived forviewingonTWIA’swebsite(www.twia.org).Althoughitisnotalegalrequirement,TWIAalsobeganpostingandarchivingthematerialsforeachmeetingonlineduringthisreportingperiod.

ThenextmeetingoftheBoardofDirectorsisscheduledforAugust12,2014inGalveston.

PublicInformationAct

Section 2210.108 provides that, except as specifically provided by Chapter 2210 or anotherlaw,TWIAissubjecttoChapter552TexasGovernmentCode,theTexasPublicInformationAct(“theAct”).TWIAreceivesandrespondstorequestsinaccordancewiththeAct.Thefollowingtable shows the number of requests received, withdrawn, and referred to the Office of theAttorneyGeneral (OAG) for adecisionunder theAct for2011, 2012, 2013, andyear todate2014.


Asof12/31 AsofMonthEnd

2011 2012 2013 1/31 2/28 3/31 4/30 5/31 6/30 YTD

TotalRequestsReceived

108 182 162 12 23 13 21 12 15 96

NumberofRequestsWithdrawn

7 16 14 1 0 2 5 2 2 12

NumberofOAGRulingsRequested

10 20 26 4 0 3 1 1 1 10

%ofRequestssenttoOAG

9.3% 11% 16% 33% 0% 23% 5% 8% 7% 10%

Asillustratedinthetableabove,requestsincreased68.5%from2011to2012anddecreased11%from2012to2013.Basedonthevolumeofrequestsreceived in the firstsixmonthsof2014, public information requests are on pace for 18.5% annual growth. Increased mediaattention,litigationactivity,andpublicinteresthavecontributedtotheincreaseinthenumberofrequestsreceivedoverthepastseveralyears.

PlanofOperation

Sections2210.151‐2210.153providethat,withtheassistanceof theBoardofDirectors, theCommissioner of Insurance by administrative rulewill adopt a plan of operation to providewindstormandhailinsuranceinthecatastropheareas.ThePlanofOperationmustinclude:

(1) Aplanfortheequitableassessmentofthemembersoftheassociationtodefraylossesandexpenses;

(2) Underwritingstandards;

(3) Proceduresforacceptingandcedingreinsurance;

(4) Procedures for obtaining and repaying amounts under any financial instrumentsauthorizedunderthischapter;

(5) Proceduresfordeterminingtheamountofinsurancetobeprovidedtospecificrisks;

(6) Timelimitsandproceduresforprocessingapplicationsforinsurance;and


(7) Other provisions as considered necessary by the department to implement thepurposesofthischapter.

(8) Theplanofoperationmayprovide for liability limits foran insuredstructureand forthecorporealmovablepropertylocatedinthestructure.

The Plan of Operation is found in the Texas Administrative Code, Title 28, Chapter 5,SubchapterE. TWIA,with assistance fromTDI, is undertaking a comprehensive review andupdateofthePlanofOperation.TherevisedPlanwillbemoreconciseandeasiertouse.

InsuranceCoverage

CoverageRequirements

Sections2210.201‐2210.203furtherdescribeTWIAcoverageandeligibilityrequirementsandinclude provisions prohibiting TWIA from issuing policies for properties without floodinsurance or that can otherwisebe insured in the voluntarymarket. Section2210.202(b)(2)furtherrequiresastatementthattheagentactingonbehalfoftheapplicantpossessesproofoftheinabilitytoobtainsubstantiallyequivalentinsurancecoveragefortheperilsofwindstormandhailfromtheprivatemarket,aswellasproofoffloodinsurancecoverageorunavailabilityofthatcoverage.

In2013, theUnderwritingDepartmentbegandeveloping anAgencyAudit program toverifycompliance with the declination and flood insurance requirements. The audit will be anongoingprocessduringwhichTWIAwill reviewasampleof in‐forcepolicies fromrandomlyselectedagentsandrequest thedocumentsagentsarerequired toretainevidencingproofofflood insurance and refusal to insure from a voluntary market insurer. Staff continues todeveloptheauditmethodologyandcommunicationplanforimplementationlaterin2014.

IssuanceofPolicies

Under Section 2210.203, if the Association determines that the property for which anapplication for initial insurance coverage is made is insurable property, the Association, onpaymentof thepremium, shalldirect the issuanceof an insurancepolicyasprovidedby theplan of operation. A policy is issued for a one‐year term andmay be renewed annually onapplicationforrenewalaslongasthepropertycontinuestobeinsurableproperty.Belowarechartsillustratingthenumberofpoliciescurrentlyin‐force,thedirectliabilityassociatedwiththosepolicies,andpremiumswrittenyear‐to‐date:


POLICIES IN‐FORCEPolicyType Asof6/30/13 Asof6/30/14 Changefrom

PriorYearMobileHome 902 969 7.43%Residential 252,117 252,184 0.03%Commercial 13,092 12,984 ‐0.82%Totals 266,111 266,137 0.01%DIRECTLIABILITYPolicyType Asof6/30/13 Asof6/30/14 ChangefromPrior

YearMobileHome $41,754,188 $46,967,801 12.49%MobileHome $43,158,407 $47,763,781 10.67%Residential $62,194,301,193 $64,183,083,896 3.20%Commercial $12,613,513,371 $12,067,174,722 ‐4.33%WRITTEN PREMIUMS(YTD)PolicyType Asof6/30/13 Asof6/30/14 ChangefromPrior

YearMobileHome $258,721 $308,897 19.39%MobileHome $522,463 $594,264 13.74%Residential $174,520,328 $181,964,907 4.27%Commercial $55,832,444 $55,578,867 ‐0.45%


CompliancewithBuildingCodes

Sections 2210.251, 2210.258 ‐ 2210.260 set forth the building code and inspectionrequirements for eligibility in the Texas Windstorm Insurance Association and provide forlimited exceptions. In accordance with these sections, TWIA requires a certificate ofcompliance(WPI‐8)issuedbytheTexasDepartmentofInsuranceonallstructuresconstructed,altered, remodeled, enlarged, repaired, or to which additions have been made on or afterJanuary1,1988.AnoncompliantresidentialstructureinsuredbytheAssociationthathasbeenapproved for insurability under the approval process regulations in effect on September 1,2009 is subject to an annual premium surcharge of 15% of the policy premium. Thesesurcharges are deposited directly into the Catastrophe Reserve Trust Fund. The followingtables show the number of TWIA policies currently in‐force as of June 30, 2014 under thevariouscompliancestandardsandthetotalsurchargeamountsdeposited intotheCRTFeachyear,throughJune30,2014:

ComplianceStandard PoliciesIn‐Force Year SurchargesCertificateofCompliance(WPI‐8) 227,293 2011 $6,675,047WPI‐8Waiver 38,818 2012 $7,408,157

2013 $7,233,546

2014 $3,254,108The83rdTexasLegislatureenactedSenateBill1702,whichamendedthesurchargeprogramfor non‐compliant structures and repealed the Alternative Eligibility Program. The bill alsorequiresstructuresinsuredbytheAssociationonorafterDecember31,2015,tocomplywiththeapplicablewindstormbuildingcodestandards.

Rates

PursuanttoSection2210.352,notlaterthanAugust15ofeachyear,theAssociationshallfilewithTDIaproposedmanualrateforalltypesandclassesofriskswrittenbytheAssociation.OnAugust15,2013,TWIAsubmittedauniform5%rateincrease.Under2210.352(a‐1),TWIAmayfileandusea5%rateincreasewithoutapprovalbytheCommissionerofInsurance.TherateincreasewaseffectiveonJanuary1,2014.

InitsAugust2013ratefiling,TWIAhadindicatedrateneedsasfollows:


RateComponentTWIARateIndicationsResidentialCommercial

(1) Non‐HurricaneLoss&LAERatio 9.4% 6.9%(2) HurricaneLoss&LAERatio

Experience 45.8% 51.1% Modeled 58.2% 55.0% Combined 52.0% 53.1%

(3) NetCostofReinsurance 15.6% 15.6%(4) OtherFixedExpenses 4.6% 4.6%

TotalIndicatedLoss&LAERatio 81.6% 80.2%

(5) ContributiontoCRTF 20.0% 20.0%(6) OtherVariableExpenses 18.0% 18.0%

VariablePermissibleLLAERatio 62.0% 62.0% IndicatedRateChange +32% +29% FiledRateChange +5% +5% RemainingIndicatedRateChange +26% +23%

Notes: (1) Residentialratiobasedonindustrylossesoverlast10+years

CommercialratiobasedonTWIAlossesoverlast10+years(2) Combinedratioselectedgivingequalweighttoexperienceandmodeledlosses

Experienceprojectedusinglong‐termhistoricalfrequencyandindustryexperience Modelresultsprojectedusinglong‐termfrequency

(3) Basedonthenetcostofreinsuranceafteraccountingforpotentialrecoveries(4) IncludesgeneraloperatingexpensesoftheAssociation(5) SelectedtogenerateincreasedcontributionstotheCRTF(6) Includescommissions,taxes,licenses,andfees


CatastrophePlan

Section2210.455requirestheAssociation,notlaterthanJune1ofeachyear,tosubmittothecommissioner, the legislativeoversightboard, thegovernor, the lieutenantgovernor,and thespeakerof thehouseof representativesacatastropheplancovering theperiodbeginningonthe date the plan is submitted and ending on the following May 31. As required, TWIAsubmittedthe2014AnnualReportCard,includingtheCatastrophePlan,onJune1,2014.ThereportisavailableonTWIA’swebsitewww.twia.org.

The levelofdetail inTWIA’scurrentcatastropheeventplanninghasexponentially increasedoverthatof2008andprioryears.Priorto2012,leadershippreparedonlyaconceptualoutlinewhichwasupdatedinfrequentlyandlackeddetailedinformationaboutavailableresourcesandability to scale for larger events. TWIA is constantly improving the Association’s claimsresource capacity and ability to respond promptly and effectively to catastrophic claimssituations.Claims leadership conducts frequent catastropheplanningmeetings toupdate theCAT Plan with information learned from real and modeled events. The result is a dynamicdocumentthatprovidesdetailedinformationregarding:

rolesandresponsibilitiesforClaimsandallotherTWIAdepartments; informationregardingavailableresources; detailsforscalabilityforlargereventsincludingpre‐andpost‐eventlossprojectionand

staffingmodelingtools;and operationalguidelinesanddirectivesforTWIA’sresponsetoacatastrophe.

TWIA has implemented communications initiatives to educate and inform stakeholdersregarding TWIA’s capabilities and planned response before, during and after a storm. StaffmadepresentationsoftheCATPlantotheCommissionerofInsuranceandotherTDIstaffandLegislativestaffduringthisreportingperiod.

Testing

TWIAhasactivated theCATPlansix times since January1,2012 for localizedwindandhailevents and has updated the plan based on information learned from these various events.TWIAalsorecentlytestedtheCATPlaninanenterprise‐widetabletopexerciseinJune2014.EachdepartmentpresentedaresponsetoaformulatedstormscenariobasedontherolesandresponsibilitiesoutlinedinthePlan.Resultsshowedhighlevelofenterprisereadinesswithnosignificantfindings.

TWIAClaimsPerformanceMetrics

TWIA’s commitment to planning and proficiently executing the plan is evidenced by qualityassurance (QA) scores and policyholder satisfaction levels. TWIA’s Customer Care Survey


(CCS),initiallyimplementedinApril2012,isavailabletopolicyholdersonTWIA’swebsiteandbyscanningQRcodesonpaymentlettersthatlinktotheCustomerCareSurvey.QAscoresaretheresultofqualityassuranceevaluationsofclaimfiles.Analystsconductmonthlyreviewsofeach Claims Examiner’s files. Claim files are evaluated for adherence to guidelines forregulatory compliance, coverage analysis, loss investigation, loss valuation, appropriatereserving.Thefollowingexhibitillustratestheimprovementsmanagementhasimplementedinbothclaimshandlingandpolicyholdercustomerservice.

QuarterlySummary MonthlySummary YTDMetric 3Q‐13 4Q‐13 1Q‐14 2Q‐14 4/14 5/14 6/14 2014QAScore 98% 96% 95% 93% 94% 95% 90% 94%CCSScore 4.62 4.52 4.84 4.51 4.45 4.56 4.53 4.68BoththeQAscoresandtheCustomerCareSurveysexceedinternalAssociationstandardsforallreportingperiodsshown.

KeyPerformanceIndicators

TheKeyPerformance Indicators listed in the chart belowmeasure the total numberof daysfromreceiptofaclaim,orFirstNoticeofLoss,towhenTWIAissuespayment(cycletime),aswellasComplaintRatio,whichrepresentsthepercentageofTDIcomplaintstoclaimsfiled.

QuarterlySummary MonthlySummary

3Q‐13 4Q‐13 1Q‐14 2Q‐14 4/14 5/14 6/14 2014CycleTime 6.6 6.8 6.9 8 7.6 7.8 8.6 7.4TDIComplaints 5 5 3 2 2 0 0 5

ComplaintRatio 0.40% 0.26% 0.43% 0.26% 0.74% 0.00% 0.00% 0.34%

LimitsofLiability

Under Subchapter K of Chapter 2210 (Sections 2210.501 – 2210.504), TWIA is required topropose inflation adjustments to the maximum liability limits under a windstorm and hailpolicy.OnSeptember30,2013,TWIAmadeafilingwiththeTexasDepartmentofInsuranceforanincreaseinitsmaximumliabilitylimitsfor2014,basedonincreasedconstructioncostsasreflected in theBOECKH Index.TheCommissionerof Insurance issuedanorderdenying theincreaseinlimitsonNovember19,2013,citingthecumulativeincreasesinlimitssince2005.Assuch,maximumlimitsfor2014are:


Dwellingsandindividuallyownedtownhouses $1,773,000Contentsofanapartment,condominium,ortownhouse $374,000Commercialstructuresandassociatedcontents $4,424,000

CertainAppealsandOtherActions

Appeals

Underthepreviouslaw,aninsuredcoulddisputeaclaimdecisionbyfilinganappealwiththeCommissioner of Insurance and presenting the dispute to the State Office of AdministrativeHearings(“SOAH”).Section2210.551nowlimitstheavailabilityofappealsthroughtheSOAHprocesstothosepersonsorentitiesthathavebeenaggrievedbyanact,ruling,ordecisionoftheAssociationthatisnotrelatedtothepaymentof,theamountof,orthedenialofaclaim.Asaresult,allcorrespondencetoinsuredscommunicatingaclaimsdecisionhasbeenrevisedtoreflectrightsandresponsibilitiesasprovidedundercurrentlaw.

VoluntaryArbitration&CertainCoverageandClaimsDisputes

Section2210.554allowsTWIAtoofferan“ArbitrationEndorsement”toitspolicyholdersinaformtobeprescribedbytheCommissionerofInsurance.Ifapolicyholderelectstoincludethisendorsement in their policy, they will be required to submit any dispute involving an act,ruling,ordecisionoftheAssociationrelatingtothepaymentof,theamountof,orthedenialofthe claim to a binding arbitration process under rules established by the Commissioner ofInsurance.Oncetheform,rules,andproceduresareadoptedbyTDItheAssociationwillbeginofferingtheendorsement.

Claims:SettlementandDisputeResolution

HB3madesignificantchangestoboththeprocessbywhichinsuredscandisputethedecisionsof theAssociationrelatingtothepaymentof, theamountof,or thedenialofaclaim,andtheremediesavailabletotheinsured.First,Section2210.014madeInsuranceCodeChapters541(bad faith) and542 (PromptPayAct) inapplicable toTWIA claims, and Section2210.572(c)madetheDeceptiveTrades&PracticesActinapplicabletoTWIA.ThesewerethreeofthemaincausesofactionassertedbyinsuredswhosuedTWIAallegingclaimswereunderpaidorsettledinbadfaith.Instead,newprovisionsofChapter2210,SubchapterL‐1,providetheprocessforclaimsdecisions,paymentsanddisputes.

AllClaimspersonnelhavebeentrainedonthenewclaim‐handlingproceduresanddeadlinesincludedinHB3.Claimsdecisionlettershavebeenrevisedtoprovideclearnotificationsoftheportions of a claim theAssociation has accepted or denied in full or in part, as required bySection 2210.573(d). Claims decision letters also include descriptions of the procedures todisputeacceptedordeniedclaimsandprovideformsthatinsuredscanusetobeginthedisputeresolutionprocess,asrequiredbySection2210.573(e)‐(g).


Belowisatable listingdata,asofJune30,2014,regardingclaimssubjecttotheHB3disputeresolutions.

DisputedHB3ClaimsDisputeFrequency TypeofDispute*

TotalClaims

DisputedClaims

%ofDisputedClaims

Appraisals SuitsLORs– Not

inAppraisal**

MediationTDI&Other

Complaints14,005 145 1.04% 80 13 17 12 30*Asingledisputedclaimmayhavemorethanonetypeofdispute.**LetterofRepresentationThetableaboverepresentsinformationforallHB3claimsfiledsinceinceptionofHB3inlate2011.DisputefrequencytracksthetotalnumberofHB3claims,thenumberofclaimsinwhichthepolicyholder isdisputing the claimsdisposition forany reason, and the ratioofdisputedclaimstototalclaims.

AppraisalandRulemaking

All disputes regarding a claim that is accepted by the Associationmust be submitted to anappraisalprocesspursuanttoSection2210.574.TheDepartmentadoptedrulestogovernthisappraisal process. TWIA continues to work with TDI to implement the rules regarding theappraisalprocess.

OmbudsmanFundingandProgram

Section 2210.582 directed the TDI to establish an Ombudsman Program to assist TWIApolicyholdersinunderstandingandnavigatingtheclaimsprocess.TDIestablishedtheCoastalOutreachandAssistanceServicesTeam(“COAST”)Programandadoptedrules relating to itsfunctiononMarch19,2012.Evenbeforetheformaladoptionoftherules,at28TAC§5.4201,TWIAreviseditsclaimscorrespondencetoadviseinsuredsoftheprogramandprovidecontactinformationinEnglishandSpanish.TWIAfullyfundstheCOASTprogrambasedonthebudgetprovidedbyTDIeachMarch.

Communications staff has cultivated a strong relationship with TDI’s TWIA Ombudsman, apositioncreatedbyHB3.TWIAcontinuestoworkcloselywiththeOmbudsmantoimplementand develop an outreach program to promote policyholder education in the coastal areas.Currently, staff attends a variety of events, primarily hostedby area chambers of commerceand other local organizations. Presentations have focused on internal changes at TWIA,eligibility and coverage issues, WPI‐8s and surcharges, as well as what to expect from theclaimsprocessandimportantchangesresultingfromHB3.

Ultimatelytheprogramwillincludetargetedstrategiesdesignedtoachievedifferentobjectivesin the coastal areas. Staff is developing standard templates for three different outreach


engagement formats, includingpresentations todeploy to affected areaspost‐storm, such asthose conducted in Santa Fe and Hitchcock in 2013; educational presentations aimed atinforming consumers of important coverage, eligibility and claims information before issuesarise; andnetworkingeventsduringwhich staffmakespresentations to smallercommunitygroupswiththegoalofidentifyingcommunityneedsandorganizinglargereducationalevents.Todate,TWIAhascoordinatedanumberofsuccessfulevents, includingpost‐eventmeetingswith SantaFe andHitchcockChambers of Commerce; theHitchcockChamber of Commerce‐sponsored Community Forum: Brainstorming the Hail Storm; educational presentations tocommunity groups in Ingleside, Corpus, Aransas Pass, and Portland; a Q&A regarding TWIAClaims,Eligibility&CoverageandFundingissueshostedbytheRockportChamber;and,mostrecentlytheCoastalBendHurricaneConferenceinRobstowninMay.

TWIA is also considering expanding the outreach program to include meetings betweenexecutiveleadershipandareaChambersofCommerceandotherinterestedcommunitygroupstodiscussandsolicitfeedbackontheissuesaffectingcoastalresidentsandprovideinformationonTWIAeffortstoaddressthoseconcerns.

AnnualEvaluationofAssociationManagement

The fifthobjectiveoutlined in2210.107(a) is toestablish,andadhere to termsof, anannualevaluation of Association management necessary to achieve the statutory purpose, Boardobjectives,andanyperformanceorenterpriseriskmanagementobjectivesestablishedbytheBoard.

Beginning January 1, 2012, TWIA’s annual budget has been based upon department levelbudgets forwhichdepartmentmanagement and their staffs areheld accountable. Individualperformance standards have been established for each positionwithin the organization thatreflect that accountability as well as objective measurable standards appropriate to theindividual employee’s responsibilities. The 2014 budgetwas reviewed and approved by theBoardatitsDecember10,2013,meeting.

TheFinanceDepartmenthaspreparedbudgetconformancereportsatthedepartmentleveltomonitor performance beginning with 2012 first quarter results. Under the currentmanagement team, TWIA has consistently performed at or below budget for controllableexpensesinnearlyeveryareasince2012.

TWIA staff is evaluated against a set of performance standards, including objectiveperformance measures based upon their department and their individual role within theirdepartment.Eachdepartmentheadisaccountableforhisorherindividualbudgets,andthesemeasurescompriseaportionofthestandardofperformanceagainstwhichtheyareevaluatedonanannualbasis.Staffwithineachdepartmenthassimilar,althoughnotidentical,objectivemeasures againstwhich to evaluateperformance. PerformanceEvaluationdocuments reflect


theseareasofaccountability.

Risk Management Objectives have been established in the form of Business Continuityplanning, Catastrophe Claims planning, Reinsurance, and other funding mechanisms toeffectively manage the financial and human resources of the organization in meeting itsestablishedpurpose.

AppendixA:SampleRiskManagementReport

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