Beruflich Dokumente
Kultur Dokumente
Agency and his son are dyslexic. My son and I have both benefited over the years from the extra help given to us by many kind teachers, who have employed a variety of teaching methods and given freely of their time and talents to help us develop learning strategies to overcome our learning disabilities. Today, we find that many of the educational aids which were very helpful to Grant and his son are now beyond the current budget restraints of our local schools. Leaving some students without hope of gaining the basic learning skills most people take for granted. Many great young people dont know what to do without the extra help a caring teacher can provide. They dont recognize how or that they can succeed, despite their learning disabilities and simply give up. The employees of GDI have created a local Adopt a Teacher Program. The program is designed to simply support our local teachers in what ever way we can. Teachers dont have to be working with dyslexic students to qualify. They just have to have a need that would help their students that is not being met by our local school districts funding. Sometimes our teachers are so close to reaching a student that even a little extra help can make a big difference! As we looked into setting up a program we were interestingly met with several road blocks and red tape. As months have gone by without being able to offer any assistance we (GDI) just decided to do it ourselves, without anyones permission! As such, GDI will provide the assistance directly and personally to each teacher to be used for their students. GDI will provide up to $250 per classroom to help teachers fund the little extras that help their students. GDI has set up a small panel of educators to meet once each month. GDI will have no input other than to facilitate the meeting and send the donations out. When applying please be very specific as to what it is you are in need of and how it will benefit your students. Your requests will be prioritized based on the information you provide and funding amounts set by our selected panel. Our hope is to be able to fully fund every request we receive. The reality is that we are doing this ourselves and will naturally have some limitations on what we can do. Grant is also available to encourage students and talk with others about dyslexia. Any educator may apply for assistance by requesting a submission form from any member of GDIs staff. By calling 888-991-2929 or mailing a request to 801 Geer Road, Turlock, CA 95380. For more information you may also send an email to: GDIadoptateacher@zipdrip.com
Note: Percentages do not add up exactly because of rounding; drivers under the age of 16 are not included.
Source: III
Source: III
Best Practices
Consider these best practices before your teen starts driving: As soon as your teen is ready to get his/her learners permit, contact GDI Insurance Agency, Inc.. If your child gets into an accident, we will generally cover it but may charge a higher premium retroactively if you did not notify them that your child was driving. In rare cases, your coverage may be revoked. Do not lower your liability coverage drastically to combat rate increases. It simply does not make sense to carry less liability for a high risk driver, like teens. Plus, you will be forced to cover damages out-of-pocket if your child gets into an accident without enough coverage.
GDI Insurance Agency, Inc. thanks you for your attendance and participation. Please let us know how we can help you and your new teen driver!
mmunity
fet
Learn how toll keep your children, teens 8f. family safe A at this lk FREE event!
ATURDAY.
Saturday, May 18, 2013 10 am - 2 pm
tariakr
,
IMIRIAMO
(209) 634-2929 www.GDIinsurance.com Special guest appearance: Dot-Marie Jones, from the bit TV show "Glee"!
KLAASKTDS
FOUNDATIO N
Offices:
8339 N Lander Ave
DI
HIP v
tee,IMR:edgC,TS
girl t"
2ik
1/0.?Vil ity
t
' ''
'"
o
'
,..IPma
The Protector
NETWORK SPONSORED BY:
1 -CViRE
F FL./Zie
.
o 'heh
heart of central
il'
7/1
humwing
......
._
=3
ft
Ca/ EMA
CIG.
Is your current broker taking proactive steps to help you lower your mod?
We will help you control your mod through a comprehensive risk management plan, which seeks to reduce your workers compensation premium by acting on all its contributing factors, from loss control to cost containment.
209-634-2929
Sample Documents
Table of Contents
Policies, Programs and Manuals
Return to Work Program Guide............................................................................................... 3-4 Return to Work Policy ................................................................................................................. 5 Drug-free Workplace Policy ........................................................................................................ 6
Employer Resources
Understanding Your WC Experience Modification Factor....................................................... 7 Work Comp Insights: NCCI Changes Primary-Excess Split Point for 2013........................... 8 Work Comp Insights: Five Steps to Reducing WC Costs........................................................ 9 15 Warning Signs of Workers Compensation Fraud............................................................. 10 Drug Testing Proves Positive Results in Decreasing WC Mods ..................................... 11-12 Comprehensive Safety & Health Inspection Checklist ..................................................... 13-14 Top 10 Ways to Control Your WC Mod .................................................................................... 15
Presentations
Your Experience Modification Factor ................................................................................. 16-17 Preventing Workplace Accidents: A How-to Approach.................................................... 18-19 Impact of Return to Work Programs ................................................................................... 20-21 Financial Impact of Work-Related Injuries ......................................................................... 22-23
Provided by: GDI Insurance Agency, Inc. 801 Geer Road Turlock, CA 95380 Tel: 209-634-2929
This guide is merely a guideline. It is not meant to be exhaustive nor be construed as legal advice. It does not address all potential compliance issues with Federal, State, local OSHA or any other regulatory agency standards. Consult your licensed Commercial Property and Casualty representative at GDI Insurance Agency, Inc. or legal counsel to address This is a sample document provided by GDI Insurance Agency, Inc. possible compliance requirements.
WHERE TO BEGIN
The following guide will help you construct an effective Return to Work Program and create meaningful work assignments for workers injured both on and off the job. It includes background statistics to support the program, steps to take before execution, how to manage the program and implementation recommendations.
Step 1: Know the Facts Supporting your Return to Work Program with evidence that it will help save money is the best way to convince upper management to get on board. Obviously, injured employees drive up company costs in the form of lost work days and compensation costs. Studies clearly demonstrate that employees who are off work because of injury for more than 16 weeks seldom return to the workforce, and companies get stuck paying hundreds of thousands of dollars each year in unnecessary costs. Step 2: Gather Data Before you institute a program, research your company culture to understand what current employee attitudes are toward injury and returning to work. That way, after you create an official Return to Work Program, it will be easier to evaluate and determine whether there has been a positive mindset shift. Get to know your company culture at all levels and from a range of perspectives. Visit worksites and talk to employees to understand how your current Return to Work Program or lack thereof functions. Develop a needs assessment to determine how much work you need to do to shift company culture and practice. Step 3: Demonstrate a Commitment to Early Return to Work Make sure all levels of employees recognize that early return to work after an injury speeds up the recovery process and reduces the likelihood of permanent disability. Everyone from upper management to hourly employees should understand the goals, purpose and background on the program. There is no use taking large strides to enact a program if management does not support and recognize the need. These elements are the foundation and support for your Return to Work Program. Take plenty of time for these steps before moving on to create your program.
SCOPE
All active employees who become temporarily unable to perform their regular job due to a compensable work related or non-work related injury or illness may be eligible for transitory work duties within the provisions of this program. Return to work tasks may be in the form of: Changed duties within the scope of the employees current position Other available jobs for which the employee qualifies outside the scope of his or her current position An altered schedule of work hours
DEFINITIONS
Transitional duty is a therapeutic tool used to accelerate injured employees return to work by addressing the physical, emotional, attitudinal and environmental factors that otherwise inhibit a prompt return to work. These assignments are meant to be temporary and may not last longer than 90 days, though permits multiple 90-day assignments back-to-back if it is medically warranted. Alternate duty is a part of s Return to Work Policy that is designed as a placement service for individuals who have reached maximum medical improvement and are still unable to perform the essential functions of their pre-injury job.
APPLICABILITY
Length of Duty If work is available that meets the limitations or restrictions set forth by the employees attending practitioner, that employee may be assigned transitional or modified work for a period not to exceed 90 days. Transitional or light duty is a temporary program, and an employees eligibility in these reduced assignments will be based strictly on medical documentation and recovery progress. Daily Application An employees limitations and restrictions are effective 24 hours a day. Any employee who fails to follow his or her restrictions may cause a delay in healing or may further aggravate the condition.
Prepared by:
Date:
Approved by:
Date:
This Return to Work Policy is a guideline. It does not address potential compliance issues with Federal, State or local OSHA or any other regulatory agency standards. Nor is it meant to be exhaustive or construed as legal advice. Consult your licensed commercial Property and Casualty representative at GDI Insurance Agency, Inc. or legal counsel to address possible compliance requirements.
recognizes that employees are our most valuable asset, and the most important contributors to our continued growth and success. We are firmly committed to the safety of our employees. will do everything possible to prevent workplace accidents and is committed to providing a safe working environment for all employees. To further this goal, has developed a Drug-free Workplace Policy effective . The program will consist of three components: Post-Offer Drug/Alcohol Screen, Reasonable Cause Drug/Alcohol Screen and PostIncident Drug/Alcohol Screen. This policy applies to all candidates for employment as well as all current employees. This policy also serves to reinforce the s intolerance for illegal drug use and working under the influence of alcohol. Post-Offer Testing believes accident prevention and a safe work environment begin with hiring. As such, all applicants offered employment will be required to undergo a Drug/Alcohol Screening. Employment is conditional on the results of the Drug/Alcohol Screen. Procedure Any applicant the Company hires will be directed to the proper clinic, at Company expense, to undergo a Post-Offer Drug/Alcohol Screen. The clinic will release the results to the Human Resources Manager, who in turn will notify the candidate of the results. The test will consist of a breath alcohol test along with a urine analysis test for any nonprescribed illegal substances listed in Exhibit A below. Consequence In the event the drug test comes back positive, the Medical Review Officer (MRO) will review the report and contact the applicant to determine if any extenuating circumstances, relevant at the time of the test, could have resulted in a false positive. The MRO will determine if the applicant will be re-tested. If any applicant tests positive with a blood alcohol level exceeding .02 or any non-prescribed illegal substance listed in Exhibit A, will withdraw their offer of employment. If any applicant refuses to submit to the tests, the offer will be withdrawn.
Prepared by:
Date:
Approved by:
Date:
This drug-free workplace policy is a guideline to reduce substance abuse in the workplace. It may not prevent substance abuse from occurring. It does not address potential compliance issues with Federal, State or local OSHA or any other regulatory agency standards. Nor is it meant to be exhaustive or construed as legal advice. Consult your licensed commercial Property and Casualty representative at GDI Insurance Agency, Inc. or legal counsel to address possible compliance requirements. GDI Insurance Agency, Inc. All rights reserved.
What is the experience rating period? The mod is calculated using loss and payroll data for an experience rating period. The experience rating period typically includes data for three policy years, excluding the most Understanding your companys recently completed year. For example, for a mod factor mod and the data used to calculated on January 1, 2012, data would be used for the obtain it helps you identify January 1, 2008-2009, January ways to minimize your workers 1, 2009-2010 and January 1, 2010-2011 policy periods. The compensation premium. data for the January 1, 20112012 would be excluded. Three years of data is used to provide a more accurate reflection of the losses, smoothing out the impact of any exceptionally bad or good year for losses. The actual loss data is separated into primary and excess pools. Primary losses, which are the first $5,000 of every loss, measure frequency. Excess losses or amounts more than $5,000 measure severity. The formula penalizes loss frequency by including all loss amounts in the calculation. The reason for this is that these types of claims can be controlled through proactive loss control programs. Losses in excess of $5,000 are capped at levels that vary by state. This minimizes the impact that any single claim can have on your premium. In approved states, medical-only claims figures are reduced by 70 percent. NCCI has announced a proposal to raise the split point
How is a mod calculated? The process of calculating the experience modification factor is complex, but the underlying theory and purpose of the formula is straightforward. Your companys actual losses are compared to its expected losses by industry type. The formula incorporates factors that account for company size, unexpected large losses and the difference between loss frequency and loss severity to achieve a balance between fairness and accountability. How does my mod affect my premiums? The mod factor represents either a credit or debit that is applied to your workers compensation premium. A mod factor greater than 1.0 is a debit mod, which means that your losses are worse than expected and a surcharge
The National Council on Compensation Insurance (NCCI) recently announced its plan to make a change in the experience rating formula. The primary-excess split point will be increased over a three-year transition period. The first stage of the transition will take effect with each states approved rate and loss cost filing on or after Jan. 1, 2013.
WC claims dollars is more than When developing any business Building a Solid OSHA Program There are five entry-level steps can initiative, there must be an emphasis just stopping a few workplace take to have a well-rounded safety on frontline supervisors and helping program that produces a safe work them succeed. Every good business accidents; its having a sound environment, achieves OSHA person knows that any new program compliance, reduces accidents and - safety, quality or anything else safety program designed to ultimately reduces workers lives and dies with the frontline compensation costs. supervisor. If the frontline supervisor continuously improve. 1. Develop the various knows the program and wants to programs required by the make it happen, the program OSHA standards. succeeds; if not, the program is a 2. Integrate those programs into the daily operations. source of constant struggle, and an endless drain on resources 3. Investigate all injuries and illnesses. and energies. Providing supervisors with knowledge and skills 4. Provide training to develop safety competence in all through training is critical to the success of any program. employees. 5. Audit your programs and your work areas on a regular A solid OSHA program, integrated into the daily operation and basis to stimulate continuous improvement. led by competent supervisors is just the beginning. Successful safety programs focus on being proactive instead of always Develop Programs Required by OSHA Standards reacting to issues. Accident investigations provide an excellent Aside from being a requirement for general industry, the OSHA source of information on real or potential issues present in the standards provide a good pathway to incident reductions. A workplace. good number of accidents stem from poorly developed, trained Investigate All Injuries and Illnesses or implemented OSHA programs: slips or trips may come from poor housekeeping efforts or not keeping walking and working Workers compensation is designed to recompense employees surfaces clear, not using personal protective equipment may for injuries or illnesses that arise from or out of the course of result in excessive lacerations, and poor lifting techniques can employment. This should not come as a surprise, but result in strains. increasing claims drive up workers compensation costs. To reduce those costs, you must simply reduce your accidents. Many of the OSHA standards require some type of written And the ability to reduce accidents is significantly enhanced program be developed and then communicated to employees. Experience shows that companies with thoroughly developed
4. History of Changes: The claimant has a history of frequently changing physicians, addresses and places of employment. 5. Medical History: The employee has a pre-existing medical condition that is similar to the alleged work injury. 6. No Witnesses: The accident has no witnesses, and the employee's own description does not logically support the cause of injury. 7. Conflicting Descriptions: The employee's description of the accident conflicts with the medical history or First Report of Injury. 8. History of Claims: The claimant has a history of numerous suspicious or litigated claims. 9. Treatment is Refused: The claimant refuses a diagnostic procedure to confirm the nature or extent of an injury. 10. Late Reporting: The employee delays reporting the claim without a reasonable explanation. 11. Hard to Reach: You have difficulty contacting a claimant at home, when he/she is allegedly disabled. 12. Moonlighting: Does the employee have another paying job or do volunteer work? 13. Unusual Coincidence: There is an unusual coincidence between the employees alleged date of injury and his/her need for personal time off. 14. Financial Problems: The employee has tried to borrow money from co-workers or the company, or requested pay advances. 15. Hobbies: The employee has a hobby that could cause an injury similar to the alleged work injury.
GDI Insurance Agency, Inc. 801 Geer Road Turlock, CA 95380 Tel: 209-634-2929 Web: http://www.gdiinsurance.com/
10
11
Introduction
From international corporations to small local contractors, construction companies that test for drugs appear to be successfully reducing workplace injuries, according to a new Cornell University study. "While drug testing is controversial, the study provides useful data on a readily measurable outcome," says its author, Jonathan Gerber, a May 2000 graduate of Cornell's School of Industrial and Labor Relations. The study was part of his three-year independent research project. ILR Professor of Labor Economics, Robert S. Smith served as adviser to the study, which has caught public attention and is pending publication in a national journal. In the past 15 years, drug testing in the U.S. workplace has gone from ground zero to widespread employer acceptance. In 1983, less than 1 percent of employees were subject to drug testing. Today, about 49 percent of full-time workers are subject to some form of workplace drug testing, according to the Substance Abuse and Mental Health Services Administration, a division of the U.S. Department of Health and Human Services. This growth is particularly evident within the construction industry. High rates of drug and alcohol abuse in the industry, coupled with the high-risk, safety-sensitive nature of the industry for workers and the general public, have prompted many companies to implement a variety of safety strategies, including drug testing. In his study, An Evaluation of Drug Testing in the Workplace: A Study of the Construction Industry, Gerber proposed to test how effective drugtesting programs at construction companies were in making the workplace safer. He developed a survey that he sent in December 1999 to a randomly selected national sample of officials at 405 construction companies. Officials
at 71 companies responded. Gerber examined the data on injury incident rates and workers' compensation experience-rating modification factors compiled over a five-year period and supplied by National Council on Compensation Insurance.
12
Date:
Safety Administration
Employee Postings Is the required OSHA workplace poster displayed in a prominent location? Are emergency telephone numbers posted where they can be readily found in case of emergency? Where employees may be exposed to any toxic substances or harmful physical agents, has appropriate information concerning employee access to medical and exposure records and Material Safety Data Sheets been posted or otherwise made readily available to employees? Are signs concerning various hazards, such as room capacities, floor loading, biohazards, exposures to x-ray, or other harmful substances posted where appropriate? YES NO
Recordkeeping Is the company required to maintain an OSHA 300 Log? Is there a log that tracks all injuries and illnesses, including first aid only situations? Are all recordable injuries or illnesses posted on the OSHA 300 Log within six days of the incident? Is there an OSHA 301 (or suitable alternative) for every entry on the OSHA 300 Log? Is the OSHA 300A Annual Summary posted between February 1 and April 30 each year? Are employee medical records kept confidential? Are training records for employees maintained and accessible for review when required? Have arrangements been made to maintain required records for the legal period of time for each specific type record? (Some records must be maintained for 40 years.) Are operating permits up-to-date for such items as elevators, air pressure tanks and LPG tanks? Are operating permits posted in their proper locations?
st th
YES
NO
YES
NO
Provided by: GDI Insurance Agency, Inc. 801 Geer Road Turlock, CA 95380 http://www.gdiins ura nce .com /
13
Do you have an active safety and health program in operation that deals with general safety and health program elements as well as the management of hazards specific to your worksite? Is one person clearly responsible for the overall activities of the safety program? In your department, does everyone clearly understand their responsibility toward safety? Do you have a safety committee that meets regularly and reports back on its activities? Do you have a working procedure in place for handling in-house employee complaints or concerns regarding safety and health issues? Are you keeping your employees informed of various safety improvements made within the company?
Medical Services and First Aid Is there a hospital or clinic in close proximity to the workplace? Are there people within your department who are trained in first aid procedures? Do those employees who are expected to provide first aid as part of their job responsibilities receive the necessary training and vaccinations as outlined in various OSHA standards? When employees have an exposure incident involving bloodborne pathogens, do you provide an immediate post-exposure medical evaluation? Are medical personnel readily available for advice on matters of occupational health? Are first aid kits easily accessible to each work area, with necessary supplies available? Are first aid kits maintained and replenished when necessary? When employees may be exposed to corrosive materials, such as acids, are means provided for quick drenching or flushing of the eyes and body?
YES
NO
Walkways Are aisles and passageways kept clear and passable? Are aisles and walkways marked as required? Are working surfaces kept dry and free of wet or otherwise slippery conditions? Are wet or slippery surfaces, inherent to the production operation, covered with non-slip material or otherwise made safe? Are holes in the floor, sidewalk, or other walking area repaired properly, or otherwise covered to prevent slips, trips or falls? Is there safe clearance for walking in aisles where motorized equipment is used? Are materials or equipment stored in such a way that sharp objects will not project into the aisle and create a hazard?
YES
NO
14
PROVIDED BY:
15