While wrap-ups help project owners save money and handle insurance more efficiently, they are fraught with unanticipated expenses for contractors and subcontractors, this expert says.
Hopefully, the $787 billion stimulus package’s
emphasis on shovel-ready construction projects will quickly bring work into
HVAC, sheet metal and similar firms.
Many of these large construction
projects will be covered by “wrap-up” insurance programs, which are often
present in large construction projects such as schools, prisons, entertainment
and sports facilities, hospitals and military institutions.
While wrap-ups help project
owners save money and handle insurance more efficiently, they are fraught with
unanticipated expenses for contractors and subcontractors.
Also called contractor-controlled
insurance programs (CCIPS) or owner-controlled insurance programs, wrap-ups
enable the project sponsor to purchase insurance for most contractors on the
job. Requests-for-proposals ask HVAC and other subcontractors to deduct the
cost of workers’ compensation, general liability and excess/umbrella coverage
when bidding the job. Once engaged in the project, the cost of insurance per
payroll dollar is deducted from contractor’s bill. The contractor still ends up
paying the insurance, just not directly.
Successful participation in a
wrap-up starts with providing the true and lowest net insurance costs on the
insurance deduction worksheet. However, bid worksheets are confusing and often
do not allow space for deducting discounts or showing deductibles, self-insured
retentions or factoring in favorable experience modification ratings and safety
credits. Subcontractors frequently
overstate their insurance costs, an expensive error resulting in a higher than
necessary insurance deduction from their payments.
There are numerous other ways for
HVAC and other subcontractors to lose profit and incur costs in a CCIP. Each
wrap-up project requires its own audit, representing more bookkeeping,
administrative and management time. A firm working on three wrap-ups needs to
do three audits, in addition to the audit of the company’s traditional insurance
programs. These additional audits contain a high rate of errors usually
favoring the insurance companies both for the wrap-up and traditional policies.
During the audit, the
subcontractor needs to ensure that the percentage of deduction used in the bid
remains the same as the end-of-the-year deduction. In addition, companies need to verify that the payroll they moved
to the wrap-up was removed from their traditional insurance program so they
aren’t paying that portion of the premium twice. This doesn’t happen
automatically; management needs to inform insurance agents for traditional
policies when getting involved in a wrap-up project and make sure they aren’t
paying for payroll on the wrap up that is also covered under the regular
The main thing HVAC contractors
need to understand is that the wrap-up administrator is all about saving money
on the insurance. Here is how it works: if all the subcontractors and
contractors on a project were paying for their own traditional insurance and
the total insurance cost was $10 million, the wrap-up administrator might
negotiate a $2 million premium by offering to pay any claims that may occur on
This gives the administrator an
$8 million incentive to prevent claims through stringent safety programs,
heavy-handed fines and deductibles. Contractors are often surprised to learn
that some wrap-ups’ safety guidelines exceed Occupational Safety and Health
Administration standards. There are more drug tests, more safety training and
more meetings, and if the company has enough workers on a job, it may be
required to put a full-time safety officer on site. These are costs to consider
when bidding the job.
Plus, stiff fines are levied for
relatively minor safety infractions and even heftier fines for things like not
reporting a claim within 24 hours. Not reporting an injury can really cause
fines to soar. While this practice is discouraged, some contractors opt to pay
out of pocket for “first aid” type injuries to avoid an increase in their
future experience modifier.
If an employee cuts his of her finger
and needs a butterfly band aid, the sheet metal company may think it’s easier
to pay a doctor direct rather than dealing with the multiple insurance company
representatives. However if the finger gets infected or other problems ensue
and the insurance company eventually gets involved, the contractor can be
subject to a fine from the wrap-up administrator. For example, under a wrap-up
project at Yale University, contractors pay $5,000 for not reporting a claim
within 24 hours.
Return-to-work is mandatory in
most wrap-up contracts. While this is a sound injury management practice, there
are times when a contractor can’t find transitional duty or just doesn’t want
the employee back at work.
\In an extreme example, one of my
clients faced a situation in which a doctor released an injured construction
worker for light duty, recommending clerical work. My client protested this vehemently, saying, “I can’t let that
guy work in the office, he got my 16-year-old daughter pregnant.”
Because the claim was under a
wrap up, the client had no recourse but to assign the injured employee to
office work. Under the contractor’s traditional insurance program clerical duty
would be recommended but not required.
The wrap-up administrator may
issue a fine for every day that the employee is out of work after being
released for light duty. These fines can be as high as $1,000 a day.
regulations, and safety programs with their fines and penalties are covered in
the wrap-up documents the subs receive after “winning” the job. During the bid
process, they usually receive a copy of the wrap-up contract, but it does not
usually spell out the details contractors need in order to make an informed
In some cases, it doesn’t
make financial sense to even participate in a wrap-up. In all cases, subs need
to be aware of the potential costs, prepare for them and protect their profits.
When bidding, subs should request and study the wrap-up manual, wrap up
insurance policy with all its forms, insurance binder, and contract documents.
Then they need to confer with their insurance agents to see how participating
in the wrap-up may affect their traditional insurance policies and how to
calculate their real cost of insurance.
It’s wise to keep the
insurance agents involved throughout the entire process. Their industry
knowledge is invaluable during the audits and at the end of the contract.
Wrap-up consulting is time consuming and requires a great deal of expertise and
great attention to detail and agents need to be fairly compensated for this,
typically 15% of the insurance deduction is fair. Some will work on an hourly
rate and some will work on a contingency basis, splitting the savings from
errors they find.
If your agent is not
comfortable consulting on wrap-ups, it is in your financial best interest to
find one who is. You do not necessarily have to change the agency of record,
but you should deal with a wrap-up expert who can help you navigate the
nuances, make informed decisions and adequate bids and help ensure that the
audits are completed correctly.
What contractors don't know could cost them
May 4, 2009