By: Chris Boggs, Executive Director Risk Management and Education, Virtual Big I University 

Within ISO’s Building and Personal Property Coverage Form (CP 00 10), a 180-day limitation applies to three situations:

• Within the Additional Coverage – Debris

   Removal. Simply stated, debris removal

   expenses, up to the eligible limit, are paid only

   if they are reported within 180 days of the direct

   physical loss.

• Within the Additional Coverage – Pollutant

   Clean-up and Removal. Like coverage for debris

   removal, the forms states that is pays for

   eligible expenses only if reported in writing

   to the carrier within 180 days of the date of the

   Covered Loss.

• As part of the requirements of the Optional

   Coverage – Replacement Cost. This use of the

   180 day “limitation” in the ISO form is the

   subject of this article.

ISO Coverage Form Language

To begin this discussion, let’s review the relevant “180-day” wording found within the Replacement Cost provision of ISO’s CP 00 10:

c. You may make a claim for loss or damage covered by this insurance on an actual cash value basis instead of on a replacement cost basis. In the event you elect to have loss or damage settled on an actual cash value basis, you may still make a claim for the additional coverage this Optional Coverage provides if you notify us of your intent to do so within 180 days after the loss or damage.

Key terms and conditions within this language must be reviewed to understand how this provision applies:

• “You…”: The very first word of this provision

    points to WHO gets to make what decision.

   The “you” is the named insured. From the

   beginning it is clear that the named insured is

   making a decision.

• “…actual cash value basis…”: What does the

   “you” or the named insured get to decide?

   The named insured is given the option to make

   a claim on an actual cash value (ACV) basis

   rather than on a replacement cost basis as

   allowed when the insured choses this optional

   coverage.

• “In the event…”: Means, “If.”

•“…you may still…”: The you/named insured

   has the option to change his/her/its mind.

• “…notify us…”: If the you/named insured

   changes his/her/its mind, the insurance carrier

   must be notified.

• “…within 180 days after the loss or

   damage.”: Although the you/named insured

   has a right to change his/her/its mind regarding

   ACV versus Replacement Cost, that right

   expires 180 days after the loss.

What does this mean? Simply, the INSURED (not the insurance carrier) has the option to settle the property loss on an ACV basis rather than a replacement cost basis when this optional coverage is chosen.

However, this provision gives the INSURED (not the insurance carrier) the right to change its mind and seek recovery on a replacement cost basis – provided the insurance carrier is notified of such intention within 180 days of the loss.

All decisions within this provision are those of the INSURED. None of these decisions are given to the insurance carrier.

What This Provision Does NOT Allow

Insurance carriers misapply this provision regularly, and in many unique ways. This provision does NOT allow:

• The insurance carrier to deny replacement cost

   if the damage is not discovered until more than

   180 days after the loss occurred. Note again

   that all the decisions within this provision

   lie with the insured and NOT the insurance

   carrier. If, upon discovery of the damage, the

   named insured makes it known that repair or

   replacement is desired, the insurance carrier

   owes replacement cost. The only caveat to this

   may be the insured initially stating that they

   have no intention to repair or replace and

   changing their mind later. Past the 180 days,

   the insured does not have the ability to flip-flop

   on the ACV vs. Replacement Cost decision. But

   again, if it’s stated up front that replacement

   cost is desired, it doesn’t matter how long after

   the loss the damage is discovered, replacement

   cost is owed.

• The insurance carrier to deny replacement

   cost because repairs or replacement took

   longer than 180 days. Nowhere in this provision

   is there a specified time limit for repairs. The

   only requirements for payment on a

   replacement cost basis are: 1) Adequate

   coverage amounts; 2) The Replacement Cost

   optional coverage has been chosen; and 3)

   Actual repair or replacement of the damaged

   property. While the policy does state that repair

   or replacement must be completed “as soon as

   reasonably possible,” the policy does not place

   a time limit on what this phrase means.    

There are times when a damage may not be discovered for more than 180 days (i.e., hail damage). Nothing in this provision allows the carrier to avoid paying replacement cost. Time to repair or rebuild often takes more than 180 days, especially for a major loss. If the carrier was able to deny replacement cost simply because the repair/replacement took more than 180 days, replacement cost coverage in the commercial property policy would be almost illusory (sometimes it takes longer than 180 days just to dig the first hole for the replacement building.

Proper Application of the 180-Day “Limitation” for Replacement Cost

First, note who gets to make what decision. The named insured (not the insurance carrier) gets to decide whether or not he/she/it wants coverage on an ACV or replacement cost basis. Second, IF the “you” initially chooses ACV rather than replacement cost, that same “you” has the ability to change its mind and chose replacement cost – if such choice is made within 180 days of the loss. Lastly, if the named insured chooses replacement cost within the specified time period, there are adequate coverage limits, and repairs or replacement actually occurs, the insurance carrier owes replacement cost.

Nothing within the 180-day “limitation” allows the insurance carrier to make any decisions or take any action; it only allows the insurance carrier to respond to decisions made by the insured.

All this provision does is allow the insured to change its mind!

By: Chris Boggs, Executive Director Risk Management and Education, Big I Virtual University

“Can a certificate of insurance limit the breadth of protection provided by the insurance policy and endorsements?”

This has to be the weirdest certificate of insurance (COI) question I have ever been asked. Generally, the question goes the other way, asking if language on a COI can broaden coverage.

Technically, the answer is the same regardless of whether the COI language “broadens” or “narrows” coverage – no, the COI does not alter coverage. However, and there is always a “however,” the practical answer can be “yes, the COI does alter the breadth of coverage” IF the holder is harmed due to detrimental reliance on the information contained in the COI.

Somehow, it seems unreasonable to assert that the holder can be harmed by detrimental reliance if wording in the COI narrows the breath of protection. Because detrimental reliance does not seem to be an issue, the answer is back to no, the COI does not affect the breadth of coverage provided by the policy. (Besides, the concept of “detrimental reliance” is for the benefit of the holder.)

Even the disclaimer language contained within the COI supports the idea that coverage is not altered. The COI (ACORD 25) specifically states:

“THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.”

According to the COI language within the form, coverage is not amended in any way. Seems relatively clear that, short of detrimental reliance, nothing in the COI alters the reality of the policy language.

Back to the initial question, and the reason for this review, “Can a certificate of insurance limit the breadth of protection provided by the insurance policy?” Obviously, the COI cannot narrow the clear policy language any more than it can expand it.

Why, then, is this a question to consider? When the insurance carrier tries to get out of paying a claim because of information contained on the COI.

How absurdly ironic. It is understandable for a carrier to attempt to avoid paying a claim because the COI expands coverage. But it seems incredibly ridiculous (maybe not quite to the level of bad faith, but close) for the insurance carrier to then use the COI to claim that the policy doesn’t respond because the COI narrows the breadth of coverage.

The carrier cannot have it both ways. Either the COI affects coverage or it does not!

Let’s use the Automatic Additional Insured endorsements as an example. For this example, the narrower of the two available ongoing operations automatic additional insured endorsements is used, ISO’s CG 20 33 - Additional Insured-Owners, Lessees or Contractors-Automatic Status When Required in a Written Construction Agreement With You.

This is considered the narrower of the CG 20 33 and CG 20 38 because it requires “privity of contract,” meaning that to be an additional insured, the party must be the contracting party. The CG 20 38 automatically extends AI status to any party requiring such status in the contract, not just the contracting party. (Irrelevant to this article, just for information.)

ISO’s CG 20 33 extends additional insured status to, “any person or organization for whom you are performing operations when you and such person or organization have agreed in writing in a contract or agreement that such person or organization be added as an additional insured on your policy.”

“Any” is a relatively broad term – it means any. The wording extends AI status to “any person or organization” the insured is performing operations when a written contract requires AI status be extended to that contracting party. There is very little doubt of the intent. If the contract requires AI status be extended to the party with privity of contract, AI status is extended.

How could the COI possibly be used to narrow this grant of protection? Many agents are in the habit of listing the relevant project in the Description of Operations; or possibly such listing is required by the contract, but does listing the wrong project in the COI negate the grant of AI status found in the endorsement?

Assume the insured works on many projects for the upper tier contractor, each under separate contracts, and all contracts require AI status. Presently the insured is working three projects:

• Johnson Project at 123 Main Street;

• Smith Project at 321 King Street;

• Jones Project at 456 Meeting Street.

The agent issues a COI for each of the project but forgets to change the project name within the COI’s Description of Operations. Does the listing of the Johnson Project in the COI for the Smith Project change the grant of AI status?

Don’t laugh! This is a real possibility, especially if the loss is large enough.

Let’s answer three questions:

• What does the endorsement require for a party to be

   an AI? A written contract. As was already stated, each

   project was under separate contract. But even if all

   projects were on the same contract, there is still a

   written contract in place requiring AI status.

• Does the endorsement reference any documents

   OTHER THAN the written contract? Well, no. The

   only document referenced in the endorsement is the

   contract. The COI isn’t contemplated in the application

   of the endorsement.

• Does the COI alter coverage? Seems this has already

   been addressed. Technically no, unless the HOLDER is

   harmed by detrimental reliance.

This leads to the ultimate question, does having the wrong project and/or address affect the extension of AI protection to the upper tier contractor? No!

Certainly no insurance carrier would attempt to use a COI to limit coverage when they are endlessly stating that a COI does NOT expand coverage. This would be the height of irony and an ethical low point.

Happy Wednesday! We are quickly moving through October, and as a reminder, the IIAW is running a fundraiser throughout Breast Cancer Awareness Month in honor of Trisha Ours, our Director of Insurance Services. METAvivor is an organization dedicated to the specific fight of women and men living with stage 4 metastatic breast cancer. 100% of every donation to METAvivor goes directly toward their research grant. If you would like to donate, please head to our team page :donate.metavivor.org/team/383943. 

In this week's Big I Buzz, we are discussing what insurance agents need to know about the future of work and how retailers are responding to the supply chain crisis. 

What Insurance Agents Need to Know About the Future of Work

Liberty Mutual and Safeco Insurance has released the e-book, "The Agent's Guide to the Future of Work". This e-book offers insights on hiring talent, creating great agency cultures and building the next generation of insurance leaders. Here are some key takeaways that Property Casualty calls out from the e-book: 

1. 65% of employers are looking for a new job because of burnout, salaries/benefits, lack of growth opportunities, desire for more flexibility, feeling undervalued and a shift in priorities. 

2. Flexible work arrangements are here to stay - 83% of workers prefer hybrid working arrangements, 49% of millennials and Gen Z workers would consider quitting if their employer weren't flexible about remote work and 57% of business leaders say their investments in the digital workplace improved business agility. Additionally, 66% of business decision-makers are considering redesigning physical spaces to better accommodate hybrid work environments, 83% of employers say the shift to remote has been successful for their company and 45% of workers at least partially working from home say they're more productive. 

3. Workplaces are becoming more human - 89% of HR leaders agree managers must lead with empathy in the hybrid environment, 78% of workers strongly believe their employer is responsible for helping them become net better off, 80% of employees would consider quitting their current position for a job that focused more on employees' mental health and 39% of people say they're more likely t be their full authentic selves at work compared to one year ago. 

4. Diversity is essential - 76% of job seekers say that a diverse workplace is an important factor when evaluating job offers. 

5. Studies show that companies with more diverse workforces are better positioned to outperform less diverse companies in profitabilities, enter new markets, understand client needs and innovate. 

6 - Top things agencies can do to prepare for the future of work - get comfortable with hybrid, invest in technology, lead with empathy, invest in DE&I and create more growth opportunities. 

Panic Ordering By Retailers is Making the Supply Chain Crisis 'Even Worse'

Supply chains everywhere have been hit by massive disruptions this year from container shortages to floods and COVID-19 infections setting off port closures. Because of the supply chain shortages, retailers and manufacturers are overordering in hopes of receiving product early. Unfortunately, this overordering is making things much worse. According to CNBC, "The situation of retailers overstocking is causing a bigger crunch on capacity, and leading to what Jonathan Savoir, CEO of supply chain firm Quincus called a "bullwhip effect". That's a term describing how small changes in demand at the retail level can progressively cause larger movements in demand to impact wholesalers, distributors and manufacturers. The supplier of raw materials will feel the biggest impact. The end result of this effect could include distorted demand forecasts and unfulfilled orders." Those purchasing items for holiday shopping should get a head start as the supply chain industry has warned that there will likely be a shortage of goods, or prices will rocket due to high demand and low supply. Read more here. 

For more news, check out the Action news section of our weekly e-newsletter, Big I Buzz. If you aren’t subscribed, click here to add your email to our emailing list. We hope that everyone has a great rest of their week!

As technology allows the ability to service large groups of clients more efficiently, many agencies are increasingly expanding their reach beyond the confines of one metropolitan area. In order to better service their customer base, agencies may open additional locations or may acquire existing entities to expand their business. The management of multiple locations creates new challenges and those challenges if not handled correctly may lead to increased opportunities for error.

Controlled growth whether organic or through acquisition can increase efficiencies and reduce cost. However, it is important to manage that growth. Be sure that the “right hand knows what the left hand is doing”. Consistent culture, compliance and communication throughout the agency at all locations, is essential to prevent confusion and potential claims which may otherwise arise from acquisitions and dispersed locations.

Make sure all staff understands your agency culture. Owners, producers, agents, CSR’s and all staff must understand the focus of the business. If the agency’s stated focus is on personal lines, then the agency should not deviate into complex specialized lines. If the agency focus is on certain niches of business, the agency should train their agents and supporting staff on how to service those markets. Often claims begin when the agency attempts to sell insurance products with which it is unfamiliar. Understand your focus. If you are acquiring agencies, acquire those that fit your vision. Then share your vision with all staff at every agency location on a regular basis. Help your team see what the agency is trying to accomplish and how each person can contribute by staying focused on the goals of the entire organization.

When the workload is heavy and clients demand your attention at your primary agency location, it can be difficult to give your attention to the other office locations. But in order to keep those other locations in line with your vision, you must provide them with the attention they need. You should try to visit your other agency locations frequently, at least once a month. Visit each site for a long enough time that the each site does not put on a front for you but actually reveals to you its true method of operation. By allowing each office to become comfortable with your visits, you can build trust and familiarity. The agents and staff at each location must feel close enough to the primary agency to be able to ask questions, share problems and seek feedback.

Establish uniform office procedures and a standard system of compliance. Each province has regulations to protect their own citizens. If you locate a branch office or even a teleworker, in another state, you must research licensing and other business regulations impacting your insurance operation. Failure to comply with regulatory requirements could lead to regulatory investigation, disciplinary action, or even the possible revocation of your license.If adjustments are needed to be made as a result of the regulations do not begin operating your business until you comply with the law.

For example, an agency had a CSR move to another state and began working remotely as a clerical assistant to their Personal Lines Manager. This employee’s job description did not entail discussing or recommending coverage with clients, and the agency believed that her job description was in line with the requirements of the state department of insurance. However the department viewed it differently and fined the agency $7,000 for the employee not having the proper license and viewed the tasks performed by this employee as “effectuating the sale of coverage”. As soon as the agency was notified of the infraction, they made changes to her job description and directed her to acquire the proper license. They then established a Director of Compliance and Compliance Committee to monitor the activities on an ongoing basis.

Standard operating procedures will enhance the efficiency and management of multiple agency locations. Staff can transfer among agencies, without extensive readjustment. The essential procedures should not vary. Each agency should have similar procedures regarding date-identification of communication with clients and carriers. Additionally, documentation of coverage offered and rejected, and maintenance of expiration lists should be standardized.

This excerpt from a letter we received from the attorney retained to defend an insured, reveals the difficulties in offering a defense when procedures are not followed. The litigation arose from damage sustained by a commercial enterprise where the carrier argued that the agency had not provided the necessary information for the carrier to quote coverage, despite several requests. Counsel stated the agency “has no documentation that it sent the proper information and the agent who worked on the account left the agency several years ago on unfavorable terms. The agent’s CSR says the agent was not detail oriented, was not good about providing information, and often made mistakes.” Defense counsel opined that it was highly likely the judge will rule that the agency failed to provide the necessary information. The agency itself had a strong culture of compliance but suffered from one agent who had not followed the standard office procedures established and who, thus, created a significant problem for the agency.

In addition to implementing uniform procedures around the process of file documentation, the agency should also implement uniform procedures for diary and suspense systems. There should be a centralized agency management system and computers in each location should be compatible with one another. In fact, it is likely that computer systems will become a backbone for your organization as offices are spread out geographically. Additionally, it is essential that you ensure adequate security of personal information acquired from your insureds, and that you provide proper privacy training to all employees. The use of encryption and other measures to protect personal data when transmitted is important. If employees use smart phones, verify the phones are password protected.

As part of the establishment of standardized procedures, make sure the staff in each location knows the method to report an errors and omissions situation. Establish and discuss the procedure with all agents and employees. Do so regularly to prevent hesitation in reporting at the time of occurrence. Don’t let problems linger. Delays could create coverage issues with your professional liability carrier.

Communication is a key to successfully running multiple locations. Free and open communication with all staff is very important when you have multiple locations. Neither the culture nor the compliance can happen if you neglect to focus on communication.

Have weekly staff meetings by phone or webinar. Have your office personnel get together at least once or twice a year to enhance communication between people on all levels.

Communicate your vision to all managers in all locations and they in turn must commit to clearly communicating your vision to others in the off-site agencies. Regular audits and evaluations of the manager and the office are critical to making sure your vision is being carried out according to your expectations.

While striving for positive energy in your organization, do not avoid discussing problem situations. Consider learning opportunities which may present themselves from potential claims situations. Educate your employees about the situations which have created problems in one office so other office sites can avoid the same mistake.

Growth is positive when controlled but be sure that the “right hand knows what the left hand is doing”. Consistent culture, compliance and communication throughout the agency at all locations, can be essential to preventing confusion and potential claims which may otherwise arise from acquisitions and dispersed locations.

Annette Hollingsworth has spent over 30 years in the insurance industry. While with ERC /GE Insurance Solutions/Swiss Re, Annette Hollingsworth has served in a variety of capacities ranging from claims to underwriting, legal to regulatory services and global compliance. Annette now serves in the Products unit where she supports the Insurance Agents Professional Liability underwriters in both the US and Canada. She attended Washburn University undergraduate and KU Law School. She has her JD., CPCU, CLU, and ARC designations.

This article is intended to be used for general informational purposes only and is not to be relied upon or used for any particular purpose. Swiss Re shall not be held responsible in any way for, and specifically disclaims any liability arising out of or in any way connected to, reliance on or use of any of the information contained or referenced in this article. The information contained or referenced in this article is not intended to constitute and should not be considered legal, accounting or professional advice, nor shall it serve as a substitute for the recipient obtaining such advice. The views expressed in this article do not necessarily represent the views of the Swiss Re Group (“Swiss Re”) and/or its subsidiaries and/or management and/or shareholders.

October is Breast Cancer Awareness Month, an annual campaign about the impact of breast cancer. Raising breast cancer awareness is especially important for all of us at the IIAW. To recognize the impact of breast cancer on our lives and to advocate the importance of self-exams, we’re sharing stories from our team. Learn more about the personal and unique experiences from the IIAW, as they open up to help raise awareness and support others on a similar journey:

Mallory Cornell: My mom, Regi Tomasovich (1958-2006), was my biggest fan, despite standing 5” shorter than me. She always had my back and she was my best friend. At the young age of 45, my mom discovered a lump in her right breast. She went through aggressive chemotherapy and seemed to be on a promising road to remission. Almost 3 years to the date of her last chemo treatment, something did not feel right. She returned to the doctor and received the news that the cancer had returned with a vengeance. It spread into her lungs and her hip and then eventually, into her brain. In just 5 short months, she was taken from us at the age of 48. We had no family history of cancer and she didn’t have any “bad habits”. I believe that if she had the same experience today, the outcome would’ve been much more positive given the advancements made thanks to research and advocacy. My story doesn’t have a happy ending, but that’s OK. I’m a strong woman, because a strong woman raised me. It’s my voice that must keep fighting for a cure. Please do your self-exams, get your mammogram and support those in your life who might be battling with their own fight.

Matt Banaszynski: My mother, Christine Banaszynski, was diagnosed with breast cancer when I was 10 years old. She was a healthy, young mother of a 10-year old, 8 year old, and 5 year old. She discovered a lump in her breast on her own and went to the doctor for further tests.

Unfortunately, three weeks went by, and she never heard back from the doctor. She assumed it was good news, but thankfully my father, who was a health care executive at the time, pushed her to follow up. She talks about how she was scared, and that ignorance can be bliss, but ultimately called to follow-up. She was very glad that she did. When she followed up with the doctor’s office, they didn’t have good news to share. They were certain it was cancer, but needed to do a biopsy. She switched doctors and her new doctor performed the biopsies. The results came back that she had cancer and that it had spread to her lymph nodes and multiple other places in her body. She immediately underwent a mastectomy and aggressive chemotherapy for 6 months.

Thanks be to God’s grace, she ultimately beat cancer against staggering odds and continues to live a healthy life at the age of 67. She is routinely checked to see if the cancer has come back. She credits her self-breast exam, being an advocate for herself and living a healthy lifestyle as to why she is alive today to see her grandchildren grow up.

Trisha Ours: I am in the best shape and health of my life and I have cancer, how can this be? In July of this year I found a lump in my left breast. At the time I thought maybe it was related to my cycle, so I decided to keep an eye on it. By the end of August, I noticed it was still there and it felt much different. It is hard to explain, but it was like there was a rope inside of me. I was scared and immediately scheduled an appointment with my Doctor. He didn’t seem to be very concerned during the exam, but still ordered a diagnostic mammogram and ultrasound because I was worried about it. I thought I would get in right away, but due to scheduling, I had to wait 17 days. I immersed myself in my work, exercise, gardening and spending time with my kids to keep my anxiety at bay. When the day of the appointment finally arrived, I was extremely nervous but was trying to remain calm and positive. The tech explained the procedure and said that I may not need an ultrasound but that they would schedule one just in case. Well, after reviewing my mammogram images, I did need an ultrasound. During the ultrasound, I watched the screen as the sonographer captured image after image. I started to worry when I saw the black spots and she started to put measurement makers on them.

When she was done, she left the room to review with the radiologist. It felt like she was gone forever, and I thought I was going to have a panic attack as my mind kept thinking about the images I just saw. When she returned with the radiologist they went over the images and recommended that I come back for not just one but three biopsies. My heart sank as I agreed to come back in the afternoon.

I text my husband, mom and some of my closest friends to let them know I had to have a biopsy as I walked to my car to go home. They told me I wouldn’t be able to do much for a few days after, so I decided to eat and do two workouts before I went back. One of my best friends happened to be in the area for work and offered to come with me for the biopsy because she didn’t want me to be alone. At first, I wasn’t going to let her come along, but she was not taking no for answer.

They took samples from two areas in my breast and one lymph node under my armpit that appeared suspicious and placed clip markers in each of the biopsy areas. After that, they did another mammogram to make sure the clips were in place. The radiologist came in and told me everything went well, but then told me I should start looking into a breast surgeon because it was likely cancer! Everything after that was a blur, but I will never forget how upset and concerned his face looked as he tried to reassure me that medicine has come along way and they would get me through it. I had no emotion. I was completely numb as I told my friend when I saw her in the waiting room. Then, I waited for what seemed like an eternity for the call that would change my life and enter me into this club of “1 in 8 women” that I never asked to be a part of. When the doctor said, “You have cancer,” I thanked him for not sugar-coating things after my biopsy, hung up the phone, and broke down in tears. How was I going to tell my family and friends this news? I was devastated. When I met with the surgeon, I was told it is Stage 1A triple positive invasive ductal carcinoma with a grade of 2 for aggressiveness on a scale of 1-3. I was also told that I can be re-staged many times throughout my journey with cancer. I have faith that I will get through this, but I keep thinking if I had not been proactive with self-checks, I could still be sitting here thinking everything is fine and could be in a much more dire situation.

Don’t get me wrong, I have a tough battle ahead of me, but I have an amazing medical team and the best support system anyone could ask for.

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According to WSAW.TV, “In Wisconsin, 5,200 women have been or will be diagnosed with breast cancer in 2021.” In addition to wearing pink throughout the month and donating to breast cancer research, make sure that you are taking the necessary precautions to detect breast cancer early. The best way to detect breast cancer is to perform a self-exam at least once a month. Self-exams require you to feel for lumps or changes in your breasts, and it’s also important to check the tissue as high as your collar bone and under your armpits. Checking monthly will allow you to know what is normal for your body and detect changes. A great way to remember these monthly exams is to set an alarm or a calendar reminder. If you notice something has changed, make sure you go to your doctor to get it checked out.

Additionally, the IIAW is raising money for breast cancer research in honor of Trisha. METAvivor is an organization dedicated to the specific fight of women and men living with stage 4 metastatic breast cancer. If you would like to donate, please head to our team page:

donate.metavivor.org/team/383943. 100% of every donation to METAvivor and 100% of every fundraiser (after event expenses) goes into their research grants.