The AGA and government intervention inThe AGA and government intervention in ... Government...
Transcript of The AGA and government intervention inThe AGA and government intervention in ... Government...
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The AGA and government intervention in
insurance markets – a few case studies
Peter Martin
12 March 2015
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Overview
• Market economics 101
• Case studies
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Well-being is often best served by a market-based economy.
Market economics 101
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Market-based economy: Resources owned and traded voluntarily by individuals. Needs a system of well-defined property rights. Governed by interaction of supply and demand.
Market economics 101
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Market Economics 101
Price
Quantity
Demand
Supply
[Qe, Pe]
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Market economics 101 Efficient markets feature:
• Many buyers and sellers
• No barriers to entry or exit
• Information symmetry
• Well defined property rights
• No significant externalities
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Market economics 101 Market failure:
• Markets don’t form
• Monopoly
• Information failure
• Instability
• Inadequately defined
property rights
• Negative externalities
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Market economics 101 Market failure:
• Efficiency not the same as
equity
• Eg, unaffordable insurance
prices don’t imply market failure
• A broader view might
consider when commercial
market reality cannot co-exist
with social desirability
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Market economics 101 Government intervention in markets:
• Market rules
• Price
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HIH Australia’s second largest insurer
collapsed in 2001.
The aftermath saw steep increases
in liability insurance premiums.
Then, a review of liability laws in all
states.
This was not, however, an
intervention in the insurance market.
Rather, a revision to property rights.
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HIH Regulation of general insurers
tightened.
This was an intervention in the
insurance market.
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HIH HIH was ‘allowed’ to collapse.
The collapse of HIH was followed soon after by the collapse of Ansett
Airlines.
Both were very significant
participants in their respective
markets.
Neither was ‘rescued’ despite loud
calls from many sectors.
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Medical indemnity In 2002, United Medical Protection
collapsed.
UMP was a little-known provider of
specialist professional indemnity
insurance to doctors.
Unlike HIH and Ansett before it, the
government decided to rescue UMP.
This represented a major intervention in an insurance market.
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Medical indemnity
The collapse of UMP along with rising premiums threatened withdrawal of private medical services. This was a negative externality. Thus, the insurance market had a negative effect on third parties not involved in the market (future patients). Aim of the intervention was to ensure continuation of private medical services
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Medical indemnity
The government: - ‘Rescued’ UMP - Tightened regulation of the medical indemnity
industry - Established a number of programs to put
downwards pressure on prices
Aim of the intervention was to ensure continuation of private medical services (address a negative externality).
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Terrorism insurance market
Supply withdrawn following September 11. Potential negative effect on the economy (risk of lenders not financing commercial property development). An externality. The government judged that this externality justified a market intervention. And so came the Terrorism Insurance Act.
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Conclusion Intervention is often intended to increase market efficiency.
Other reasons for intervention (eg to address inequity) are less likely to have an economic basis.
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AGA involvement
AGA advice has been sought and acted upon by government on a range of issues associated with each of these policy conundrums.
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AGA involvement
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5 commandments
Understand and support the strategic direction (and be alive to opportunities to shape it): - learn the language and the way of thinking - find out who’s who - find out what’s what - know your actuarial stuff - and know how your actuarial skills
might/could/should/do fit into the environment that you are working in
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5 commandments
Engage with risk: - Means more than just ‘blindly take risks’ - Means more than just ‘defensively manage risks’ - Be resilient - Show personal integrity
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5 commandments
Achieve results: - Deliver - Close out - Follow up/evaluate - Build a track record
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5 commandments
Cultivate relationships: - Fit in/don’t take over - Authoritative not aggressive - Responsive but also sensitively pro-active - Value and leverage other skillsets, frameworks and
ideas
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5 commandments
Communicate with influence: - Know and believe your message - Prepare, shape and test your message - Convince a non-believer and you’re good to go
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