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New robo-advisor makes use of 401(k) ‘brokerage window’

A new advice platform that enables 401(k) plan participants to use their self-directed brokerage “windows” to buy out-of-plan exchange-traded funds (ETFs), was announced this week by its founder and chief portfolio strategist, Wayne Connors.

People who sign up at 401kInvestor.com will pay $14.99 a month for the service. “We are the Turbo Tax of 401(k) investing,” Connors said in a news release. The service “shows do-it-yourself investors how to build their own portfolios using low cost exchange-traded funds (ETFs) within their existing retirement accounts.”   

The site also offers “educational videos on investing, five model portfolios using ten low-cost ETFs, and a monthly video investment commentary that can be watched from any device, that informs investors when they should make changes to their portfolio,” the release said.

Do-it-yourself investors with any type of self-directed account, such as an IRA, SEP-IRA, Solo-401k, or even taxable brokerage accounts, can use 401kInvestor.com, the release said.

© 2014 RIJ Publishing LLC. All rights reserved.

Annual report on 401(k) cost information is published

The average total plan cost for a small retirement plan with 100 participants and $5 million in assets is 1.29%. That matches last year’s figure but is down from 1.33% three years ago, according to the 14th edition of the 401k Averages Book.

“Fee disclosure has created greater transparency and plan sponsors now have a better idea of how total plan costs breakdown,” said David Huntley, the book’s co-author, in a release.

The study shows the average investment expense for the same size plan mentioned above is 1.22%. This figure includes 0.56% (net investment) for the investment manager and 0.66% (revenue sharing) for recordkeepers, advisors and platform providers.

“Over the last couple of years small plan sponsors and their advisors have done a great job getting up to speed on employer and participant fee disclosures,” said Joseph Valletta, co-author of the book.

First published in 1995, the annual provides comparative 401(k) average cost information.  The 14th Edition of the 401k Averages Book is available for $95. Advisors may purchase an annual Individual Advisor License that allows them to use the data in their client reports. 

© 2014 RIJ Publishing LLC. All rights reserved.  

Where Young Advisors Can Give and Get Advice

Michael Kitces, the 36-year-old researcher-advisor-Tweeter-blogger-pundit and ubiquitous presence on the financial advisor conference circuit, has teamed with 29-year-old Milwaukee advisor Alan Moore to create a platform where idealistic young advisors can learn how to advise and where members of Gen X and Y can find them.

The two men plan to charge fee-only advisors $375 month to use the platform, XYPlanningNetwork.com. The advisors will charge their target clients—people ages 25 to 50 without much savings yet—between $50 to $250 a month.

“We’re between the online ‘robo-advisors’ at one extreme and the fee-only planners with $500,000 asset minimums at the other,” Moore told RIJ. “Think of the robo-advisors as high-tech, low-touch, and the high-minimum fee-only planners as low-tech, high-touch. We’re high-tech, high-touch.”

Michael Kitces

Kitces (right) said he would keep his day job at Pinnacle Advisory Group, where he is a partner and director of planning research. He also writes the Nerd’s Eye View blog and works as a consultant and public speaker.

Moore, the other principal in XYPlanningNetwork.com, is the founder of Serenity Financial Consulting LLC. He approached Kitces last December about starting a platform for showing young would-be advisors, particularly those who’ve worked at broker-dealers and didn’t like the sales mentality, how to be fee-only planners.

Moore met Kitces through Twitter—Kitces has a lot of followers and tweets about every 45 minutes, seemingly around the clock—and then began writing for the bi-monthly Kitces Report

“I started my firm at age 25,” said the Georgia native who lives in Milwaukee but is moving his life and virtual business to Bozeman, Montana. “But I didn’t know what I was doing. It was hard to find the resources to help you start and run a firm, especially if you’re a 25-year-old planner hoping to work with 25-year-old clients.”

Then Moore was invited to join a Twitter group, #fphackers. “I found six young firm owners, all working with young clients, all of whom had the same problems I did. I thought, ‘How many others are there like me who are worrying about compliance and marketing and what technology to buy and what it will cost to start a firm.

“ Over 50 young advisors called me for advice. I called Kitces just before Christmas of last year, and I said, ‘I think there’s a market here.’ He said, ‘I think there’s a market too.’ It took us just three months to get this off the ground. We’re going to bring on 20 advisors in the next couple of months, and hit the ground running on June 1.”

An initial financial supporter, though not an equity investor, in XYPlanningNetwork.com is Low-Load Insurance Services, a provider of term life insurance that distributes in part through fee-only advisors.

Alan Moore

The pricing model is intentionally distinct, Kitces said, from that of a company that he described as an competitor, Garrett Planning Network, whose fee-only Certified Financial Planners have primarily used an hourly planning model since the platform was launched by Kansas City, Kan., adviser Sheryl Garrett in 2000.

Though both firms represent the type of fee-only advisors who belong to NAPFA, they differ in ways other than payment model, according to Justin Nichols, the manager of operations at Garrett Planning Network. Garrett is not aimed primarily at the 25-50-year-old market and its advisors still tend to rely mainly on live interactions with clients, Nichols told RIJ this week.   

“We work with our advisors on a virtual basis. We get down into the mechanics of building a fee-only practice. But most of the work they do with clients is face-to-face,” he said. Garrett charges its 300 or so advisors a $5,000 initial fee and $200 a month thereafter. Advisors set their own hourly rates.

Both XYPlanning Network and Garrett are distinct from the so-called “robo-advisory” services that have popped up online to offer low-cost investment advice. Two of the more successful are Mint.com and Learnvest.com. Such services—and the anxiety they may be causing traditional advisors—were satirized at Joel Bruckenstein’s T3 financial planning software conference in Anaheim earlier this year.

“All of our planners will be available to work with people virtually,” Kitces said. “They’ll reply to questions wherever people want, by smartphone or Skype. We’re trying to make advice more accessible. In the past, advisors have underestimated how difficult it is for people to come to their offices for a meeting. Gen Xers can’t take three hours out of their workday for an appointment.”

The monthly fees that advisors pay XYPlanningNetwork will include a payment system provided by PaySimple, a customer relationship management (CRM) tool, and personal financial management dashboard tools. “We’re still deciding what will be included and what will be a la carte,” Kitces. The firm may also collaborate with a TAMP, or turn-key asset management program.

 “This is a model that will sell itself,” Moore told RIJ. “Gen Y consumers can hire a planner for as little as $100 a month. Who won’t go for that? Most of the monthly charges will fall in a broad range between $50 and $250, starting maybe at $75 and increasing from there. A typical range would be $100 to $200 a month. We see this as a core offering for our advisors. If they want to charge by the hour or by AUM [assets under management], they can.”

Moore expects recruiting advisors to be harder than recruiting clients. “Less than three percent of advisors are under the age of 30. To be 26 or 27 in this world is weird,” he said. “This platform will get them all under one roof so they can learn from each other and help each other. We’ll be looking toward the wirehouses for young advisers. The wirehouses’ hiring methodology is to bring in 100 young people, burn out 98 of them and end up with two. We’ll get some of those who got a bad taste of financial planning and show them what it has the potential to be.”

© 2014 RIJ Publishing LLC. All rights reserved.

RetirePreneur: Kelli Hueler

What do you do? Hueler Investment Services offers Income Solutions, a web-based income annuity purchase system that allows individuals to buy institutionally priced annuities. The business started out by allowing retirees to purchase annuities through a rollover of IRA assets, but it has evolved to allow anyone to purchase institutionally priced annuities. We just launched a new product offering in December. It gives participants access to deferred income annuities (DIAs) for both qualified and non-qualified savings.  

Hueler Preneur Box

Who are your clients? Our clients are the employers and financial services firms who provide defined contribution plans to employees.  Ultimately we serve individual retirees and participants.  When we started out in 2000, we expected to work only through the plan sponsors directly. But plan sponsors didn’t want traditional in-plan annuity options. Largely due to fiduciary concerns, they needed the annuity purchase to occur outside the plan, and they wanted it to be voluntary. Our principal role is to develop a collaborative relationship with the plan sponsors and help them empower the participants to use our platform when they retire. Because we needed to incorporate the platform into the overall benefits delivery model, the plan administrators became our clients as well.

Why do people hire you? We’ve created a platform where annuity providers compete and where there’s no bias or conflict of interest. Clients want fees to be disclosed and to be fair. That’s what we provide. There’s no pay-to-play that drives us to put a product on our platform or to advantage one provider over another. It’s fully automated, so costs are very low. But we also have professional service capabilities built in.

Where did you start? We started the Hueler Companies in 1987 as a research and consulting firm for stable value funds. At the time, no standards existed for stable value funds. We had to create a standardized methodology for collecting and evaluating the data. It was very challenging to convince investment mangers to buy in. Fund managers Vanguard and Merrill Lynch were the first firms to cooperate. Like us, they believed in transparency. Then insurance companies and banks came in. We made a lot of companies uncomfortable initially. We had to convince them that this was in the best interest of the participants. Eventually, everyone came around to support it. 

In the late 1990s, I made a trip to Japan and spoke to financial institutions about the role of stable value funds in a defined contribution system. I stayed a couple of extra days to meet with Japanese insurers and suddenly a light bulb went on. At the time, Japan was in a low-interest rate environment and had an aging population. In the next years, I realized, the US would be facing the same situation. So, in 2000, we began talking to plan sponsors about our idea for an annuity co-op that plan participants could access. That became Income Solutions.

Where did you get your entrepreneurial spirit? I come from a long line of entrepreneurs. My dad was an Air Force pilot who became a minister and then earned his Ph.D. and built a business. He was a great mentor. He used to say, “Don’t focus on financial success. Focus on the big picture. Focus on the common good. Be smart, be prudent, keep your eye on what’s important and eventually financial success will come.” I have three sons, 13 to 28, and I try to pass along the same message.

Before I got into financial services, I lived in Thailand in 1979. I volunteered in the refugee camps with the UN task force. Not many Americans were there at the time. That experience taught me that some things are more important than yourself and your own success.

How do you feel about annuities? Some people dislike annuities, and sometimes that opinion is justified. But sometimes people just don’t understand the product. We hear brokers telling folks that annuities have no flexibility and take away control over your assets. Those are scare tactics. Because of them, a lot of people don’t even get the opportunity to consider adding a lifetime income component to their retirement plans. People tend to choose to annuitize more often when they’ve seen all the options. My husband is a surgeon and has his own practice; so neither of us has a pension. We both plan to annuitize a portion of our savings.

What is your retirement philosophy? My father never fully retired. He just gradually scaled back. He was always alert and active and engaged. I want to continue working as long as I can. Whether you’re working or volunteering, I believe you should always stay engaged and enthusiastic. 

© 2014 RIJ Publishing LLC. All rights reserved.

Whose Retirement Crisis Is It, Anyway?

Is there a retirement crisis? And, if so, what are the hot spots? Are we talking about a Social Security shortfall? Insufficient savings? A potential inability to decumulate rationally? A health care cost crisis? Declining fertility rates? Or do we just have a poverty problem that’s ripening into a retirement crisis?

That’s a lot of questions, and the mutual fund industry has a single answer: there is no crisis that’s big enough to justify government intervention. Its trade/advocacy group, the Investment Company Institute, has worked hard recently to dispel a sense of alarm. In December, for instance, it published a white paper called, “Our Strong Retirement System: An American Success Story.”

Last Friday, the ICI sponsored a Retirement Summit where, according to ICI chairman Paul Schott Stevens’ (at left) op-ed in The Hill the day before, the ICI would “bring to light points of view that have not received much play in the media or the public discussion, where there continues to be a heavy emphasis on doom and gloom.”

Paul Schott Stevens

Despite this preview of the ICI’s agenda—spin-sessions don’t usually warrant news coverage—the quality of the speakers made this Summit difficult to pass up. Headlined by the unimpeachable James Poterba (below right) of MIT and the National Bureau of Economic Research, the roster included A-list retirement specialists who have made important contributions to the field.

What did they have to say? Over the course of the day, the speakers succeeded in replacing a picture of a forest with a picture of trees. Instead of a society-wide retirement problem, we saw a lot of personal retirement problems. It came down to this anti-climax: The more of the following factors that describe you (single, female, no high school diploma, African-American or Hispanic, bottom income quintile, poor health) the greater your chance of a wretched retirement. An interesting factoid: 95% of those who retire voluntarily are satisfied with retirement; only about half of people who retire involuntarily are.   

But some troubling issues were minimized, glossed over or ignored by the speakers. For instance, ICI economist Peter Brady made Social Security sound progressive by emphasizing that the program replaces 77% of a low-income person’s pre-retirement wages and only 28% of a high-income person’s. But he didn’t show that those replacement rates assume employment to full retirement age or that the benefits for upper-income retirees, who tend to live significantly longer than lower-income retirees, are much higher. 

Optimism caucus

Similarly, Erik Hurst of the University of Chicago Booth School presented research showing how well most retirees are doing in the first few years of retirement. But he neglected an important question: what happens in extreme old age, when people run low on resources?

James Poterba

If there was an optimism caucus at the conference, Hurst was the chairman of it. “There’s no such thing as suboptimal savings,” he said. “People just have different preferences” over the life-cycle. “In so far as it’s a public policy matter, I don’t know how to deal with it.”

Absent from the conference was much discussion of the public policy implications of the research data. That was by design: the ICI wanted the speakers to stick to the academic evidence for or (preferably) against the existence of a serious savings crisis. That left room for the unspoken but preferred policy implication: if we don’t have a savings “crisis,” then we don’t need legislative interventions or higher taxes.  

Several speakers testified to the existence of isolated, well-defined crises, like brushfires on an otherwise peaceful landscape. There’s an Alzheimer’s disease cost crisis already underway, said Kathleen McGarry, a UCLA economist. There’s a financial literacy crisis, said Olivia Mitchell. And there’s a Social Security funding crisis that continues to elude political consensus, said Stephen Goss, the Social Security Administration’s chief actuary.

Mitchell (below left), the director of the Pension Research Council at the Wharton School, has been working on financial illiteracy. She has found that only 35% of American adults can correctly answer three out of three simple questions about compound interest, inflation, and investment diversification correctly.

Goss introduced the idea, not necessarily self-evident, that the lower birth rate in the U.S. in recent decades, not rising longevity, is what threatens Social Security’s solvency. Therefore, it makes little sense to increase the full retirement stage.

Olivia Mitchell

To maintain currently promised Social Security benefits after 2033, he said, Americans will have to spend 6% of GDP on the program, or a third more than the current 4.5% of GDP. We have a choice: we can curtail benefits by about 25%, raise the payroll tax by a third, or require people to work longer. Or, we could start taxing the value of employer-sponsored health care benefits, which would eliminate 40% of the anticipated Social Security revenue shortfall.   

Other presenters introduced data that tended to brighten the outlook for most retirees or defuse the darker predictions. Hurst of the Booth School argued that most people need less money as they get older, because they need less new clothing, spend less on commuting and use their extra leisure time to do things that they used to pay other people to do.

McGarry (right) said that health care costs in retirement tend to be highest for people with certain illnesses (like Alzheimer’s patients) or at certain times (during the last year of life) or for people who choose to pay them (like people who opt for home health care). She seemed to believe that there are hot spots in health care costs, but that most people will be able to afford medical care in retirement.

‘Complex and person-specific’

Poterba, the MIT economics professor, suggested that some analysts may be undercounting American’s wealth by focusing on today’s low median 401(k) balances. A lot of people have wealth beyond their 401(k)s. Ten percent of retirees will have an IRA, a 401(k) and a defined benefit pension, 72% have one or more of those types of accounts, and only 35% have only one, his data showed. The retirement picture is “more complicated and person-specific” than most people realize, Poterba said.

Kathleen McGarry

In a generally sanguine vein, Jack VanDerhei of the Employee Benefit Research Institute (EBRI) suggested that retirement savings adequacy—as distinct from replacement rates—is higher than people think.

If you include the potential cost of long-term care, that 57-59% of Americans are on track to meet 100% of their retirement spending needs, 67-70% are on track to meet 90%, and 81-84% are on track to cover 80% of their needs, VanDerhei said. If you exclude long-term care costs, 88-96% of retirees will have enough money to cover 80% of their needs.

For the retirement industry, of which the ICI represents the mutual fund sector, the Baby Boomer age wave is more of an opportunity—one that some companies will maximize and others will miss—than a crisis. Although last week’s ICI Summit was about the retirement problem, not the opportunity, its drift was that the problem isn’t really so awful. Or, if a problem exists, it’s fragmented and concentrated among vulnerable populations.   

The mysterious 30 percent

At the end of the day, figuratively and literally, Steve Utkus of Vanguard’s Retirement Research Center summed up America’s retirement prospects this way: About 50% of retirees will make it and about 20% will need government assistance. The mystery is what the remaining 30% are going to do.   

Anthony Webb (below left) of the Center for Retirement Research at Boston College struck a dourer note. “The median household IRA and 401(k) balances for people ages 55 to 64 is only $120,000. That translates into a retirement income of about $400 a month. I can’t convince myself that $400 plus Social Security can be adequate for anyone but the poorest people.”

Anthony Webb

The director of the Rand Center for the Study of Aging, Michael Hurd, said, “Social Security is clearly important to most people. People who are divorced or widowed before retirement, or who are in poor health, are the most at risk. The question is: How can we do something for vulnerable groups without interfering with the incentives facing most people? But the problem isn’t population-wide. We’re not facing a systematic national shortfall in retirement savings.”

© 2014 RIJ Publishing LLC. All rights reserved.

The Changing Face of Global Risk

 

The world’s economic, financial, and geopolitical risks are shifting. Some risks now have a lower probability – even if they are not fully extinguished. Others are becoming more likely and important.

A year or two ago, six main risks stood at center stage:

  • A eurozone breakup (including a Greek exit and loss of access to capital markets for Italy and/or Spain).
  • A fiscal crisis in the United States (owing to further political fights over the debt ceiling and another government shutdown).
  • A public-debt crisis in Japan (as the combination of recession, deflation, and high deficits drove up the debt/GDP ratio).
  • Deflation in many advanced economies.
  • War between Israel and Iran over alleged Iranian nuclear proliferation.
  • A wider breakdown of regional order in the Middle East.

These risks have now been reduced. Thanks to European Central Bank President Mario Draghi’s “whatever it takes” speech, new financial facilities to stabilize distressed sovereign debtors, and the beginning of a banking union, the eurozone is no longer on the verge of collapse. In the US, President Barack Obama and Congressional Republicans have for now agreed on a truce to avoid the threat of another government shutdown over the need to raise the debt ceiling.

In Japan, the first two “arrows” of Prime Minister Shinzo Abe’s economic strategy – monetary easing and fiscal expansion – have boosted growth and stopped deflation. Now the third arrow of “Abenomics” – structural reforms – together with the start of long-term fiscal consolidation, could lead to debt stabilization (though the economic impact of the coming consumption-tax hike is uncertain).

Similarly, the risk of deflation worldwide has been contained via exotic and unconventional monetary policies: near-zero interest rates, quantitative easing, credit easing, and forward guidance. And the risk of a war between Israel and Iran has been reduced by the interim agreement on Iran’s nuclear program concluded last November. The falling fear premium has led to a drop in oil prices, even if many doubt Iran’s sincerity and worry that it is merely trying to buy time while still enriching uranium.

Though many Middle East countries remain highly unstable, none of them is systemically important in financial terms, and no conflict so far has seriously shocked global oil and gas supplies. But, of course, exacerbation of some of these crises and conflicts could lead to renewed concerns about energy security. More important, as the risks of recent years have receded, six other risks have been growing.

For starters, there is the risk of a hard landing in China. The rebalancing of growth away from fixed investment and toward private consumption is occurring too slowly, because every time annual GDP growth slows toward 7%, the authorities panic and double down on another round of credit-fueled capital investment. This then leads to more bad assets and non-performing loans, more excessive investment in real estate, infrastructure, and industrial capacity, and more public and private debt. By next year, there may be no road left down which to kick the can.

There is also the risk of policy mistakes by the US Federal Reserve as it exits monetary easing. Last year, the Fed’s mere announcement that it would gradually wind down its monthly purchases of long-term financial assets triggered a “taper” tantrum in global financial markets and emerging markets. This year, tapering is priced in, but uncertainty about the timing and speed of the Fed’s efforts to normalize policy interest rates is creating volatility. Some investors and governments now worry that the Fed may raise rates too soon and too fast, causing economic and financial shockwaves.

Third, the Fed may actually exit zero rates too late and too slowly (its current plan would normalize rates to 4% only by 2018), thus causing another asset-price boom – and an eventual bust. Indeed, unconventional monetary policies in the US and other advanced economies have already led to massive asset-price reflation, which in due course could cause bubbles in real estate, credit, and equity markets.

Fourth, the crises in some fragile emerging markets may worsen. Emerging markets are facing headwinds (owing to a fall in commodity prices and the risks associated with China’s structural transformation and the Fed’s monetary-policy shift) at a time when their own macroeconomic policies are still too loose and the lack of structural reforms has undermined potential growth. Moreover, many of these emerging markets face political and electoral risks.

Fifth, there is a serious risk that the current conflict in Ukraine will lead to Cold War II – and possibly even a hot war if Russia invades the east of the country. The economic consequences of such an outcome – owing to its impact on energy supplies and investment flows, in addition to the destruction of lives and physical capital – would be immense.

Finally, there is a similar risk that Asia’s terrestrial and maritime territorial disagreements (starting with the disputes between China and Japan) could escalate into outright military conflict. Such geopolitical risks – were they to materialize – would have a systemic economic and financial impact.

So far, financial markets have been sanguine about these new rising risks. Volatility has increased only modestly, while asset prices have held up. Noise about these risks has occasionally (but only briefly) shaken investors’ confidence, and modest market corrections have tended to reverse themselves.

Investors may be right that these risks will not materialize in their more severe form, or that loose monetary policies in advanced economies and continued recovery will contain such risks. But investors may be deluding themselves that the probability of these risks is low – and thus may be unpleasantly surprised when one or more of them materializes.

Indeed, as was the case with the global financial crisis, investors seem unable to estimate, price, and hedge such tail risks properly. Only time will tell whether their current nonchalance constitutes another failure to assess and prepare for extreme events.

Nouriel Roubini is a professor at New York University’s Stern School of Business and the chairman of Roubini Global Economics.

© 2014 Project Syndicate.

Orange You Glad the Re-branding Campaign is Almost Over?

Ann Glover, the chief marketing officer of ING U.S., blitzed the media this week to publicize the fact the firm is officially phasing in its new identity as Voya Financial this spring, with completion of the process set for September 2014.

The voyage to Voya was announced a year ago, but effecting the change took a while. On April 7, Glover said, the ING U.S. holding company will be officially rebranded as Voya Financial. The investment management and employee benefits business will become Voya on May 1, and the insurance and retirement businesses will rebrand in September.

Where did the name Voya come from? “We loved the idea of an abstract name,” she told RIJ during one of her half-hour telephone stops. “Voya is about the voyage to and through retirement. It’s about transitioning from detailed planning to detailed action.”  About the name’s slightly Spanish flavor, Glover said: “We know that there’s a growing ethnic population, but that wasn’t a key criteria.”

For a fact sheet on ING US/Voya Financial businesses, click here.

The rebranding of ING U.S. is a ripple effect of the 2008 financial crisis. The unit’s parent, Amsterdam-based financial conglomerate ING Group NV, was forced to divest its U.S. assets to reduce risk and shore up capital after receiving a bailout from the Dutch government. ING Group’s stake in Voya has been dropping, and now stands at 43%, a Voya Financial spokesman said.

“You want to establish criteria” when you pick a name, Glover said. “We wanted a name that was easy to spell and to say.” “Voya” was an early contender. It survived a legal and aesthetic winnowing process that started with about 5,200 names, some of them computer generated, and then came down to 25 semi-finalists and a half-dozen finalists. “It just kept winning.”

A desire for continuity as well as differentiation influenced the tailoring of the new brand. Although the ING U.S. name and the orange lion rampant image (which comes from the Dutch royal House of Orange-Nassau; one of Princeton University’s school colors and the name of Nassau Hall have the same source) will vanish, the orange color will stay, although in a slightly different shade.

“Orange signals our optimism,” Glover told RIJ. “We asked employees, partners and consumer what they thought our brand stood for, and we found that it was important that we are seen as optimistic.”

Voya has abandoned the “What’s your number?” advertising theme, which ING U.S. made famous. That campaign encouraged Americans to focus on the dollar amount (a figure, usually over $1 million, that included the present value of their Social Security benefits).  

“We have moved from the ‘Your Number’ campaign to an ‘Orange Money’ campaign,” Glover said. “We introduced orange money at the beginning of 2013. Orange money is the money you save; green money is the money you spend.”

To maintain consumer awareness of the company during the transition, Voya is partnering with NBC, Glover said. “We’re sponsoring segments of the Today Show called ‘Today’s Money.’ Consumer tweet their questions about finance to Matt Lauer, and he and one of the show’s financial consultants work to answer them.

“We help out by promoting the answers via social media. We also have branding on the Today Show set. There’s a piggybank image with the words Today’s Money, and the ING US logo is part of that,” she said. That ad, and a half-dozen ING US ads on the Today Show website, push two concepts: “Orange Money” and the fact that ING US is becoming Voya Financial.   

It’s not as if ING US hasn’t been through rebrandings before, Glover said. In 2000, ING Group acquired ReliaStar and Aetna Financial Services, and changed their names to ING US. In 2008, the company bought CitiStreet, and overnight became one of the largest retirement plan providers in the U.S.    

“We’ve been operating as ING for over ten years,” she added. “Think about the number of companies we assimilated during that time. We had to rebrand each of those companies. So we have often reminded ourselves that we know how to do this.”

© 2014 RIJ Publishing LLC. All rights reserved.

A TDF reformer/designer calls today’s TDFs “time bombs”

Judging by the billions of dollars that retirement plan participants pour (by choice or default) into target date funds, you might think that all is well on Planet TDF and for the three big purveyors of TDFs: T. Rowe Price, Fidelity and Vanguard.  

But Ron Surz, a West Coast pension consultant and persistent gadfly of the TDF status quo, continues to rail that many of these federally-blessed Qualified Default Investment Alternatives, with their relatively high equity allocations at retirement, are “time bombs” for investors and for plan fiduciaries.

In a new 47-page handbook (which RIJ subscribers can download here), Surz and co-authors remind plan fiduciaries of the huge losses in market value that most TDFs—including those designed for near-retirees—suffered in 2008-2009, and warn that fiduciaries may be held responsible if another bear market inflicts the same level of damage.   

“Sometime in the future there will be a market correction of the magnitude of a 2008 or even a 1929,” the Fiduciary Handbook for Understanding and Selecting Target Date Funds says. “Unless risk controls are tightened, especially near the target date, fiduciaries will be sued as a result of losses. It remains to be seen whether the litigation will impact fund companies or fiduciaries, or both. Mutual fund companies do not stand as fiduciaries relative to the pension plans that invest in them.”

Surz has more than an academic interest in TDF design. His company, Target Date Solutions, markets its own TDF architecture. The “glide paths” of his funds are much steeper near retirement than the glide paths of most TDFs, meaning that the fund manager rapidly re-allocates to almost 100% risk-free assets by the investor’s final year of employment. 

The handbook’s other two co-authors are John Lohr, corporate counsel to the Lebenthal Group and Mark Mensack, who writes the “401(k) Ethicist” column for the Journal of Compensation and Benefits.

© 2014 RIJ Publishing LLC. All rights reserved.

Don’t neglect the ‘middle market’: LIMRA SRI

Financial firms and advisors stand to benefit from the fact that almost three-fourths of all middle-market households are still working and saving for retirement, according to the LIMRA Secure Retirement Institute (LIMRA SRI).

According to LIMRA:

  • The middle market consists of 13 million households (11% of all U.S. households) with assets from $100,000 to $249,000.   
  • 80% of middle-market households have assets in a employer-sponsored retirement plan or an IRA, and 30% own cash value life insurance.
  • Middle-market households own $2.1 trillion in financial assets. Their average net worth is $447,500 and average financial assets are $160,900.
  • Only 28% (3.7 million households) of middle-market households are fully or partially retired.
  • The middle market includes leading-edge and trailing-edge Boomers (age 46-59) and Gen X and Y households (age 45 and under) who collectively have $1.24 trillion in assets.
  • Barriers to entry in the middle-market are few because few financial firms and advisors actively cultivate this market.
  • A significant portion of this group are boomers in their peak earning years who need advice for retirement saving and managing cash flow.

© 2014 RIJ Publishing LLC. All rights reserved.

Genworth survey probes financial apathy

Genworth Financial’s latest research into the “financial psyche of Americans” shows that most people know what’s good for them, financially speaking. But they but don’t care enough to do anything about it. Though 60% of adults “believe there is a correlation between financial literacy and retirement readiness,” only 46% actively seek out financial knowledge.

The other half (45%) evidently regard financial products as too complex, or don’t have time (37%) or are uncertain about how to get started (18%), according to an online poll sponsored by Genworth of 1,016 Americans over age 25 with at least $50,000 in savings.

Women are significantly less likely than men to actively seek out financial knowledge, the survey showed. While 61% of men say they “actively seek to deepen their understanding of financial matters,” only 34% of women do. More women (48%) than men (39%) say they are daunted by the complexity of financial products.

A one-on-one meeting with a financial adviser is viewed by both genders as the best way to learn about financial products; 43% said they would turn first to an adviser for financial education. 

Genworth said it provides these online financial literacy tools:  

  • “Let’s Talk” resources: tips for initiating conversations about retirement and planning for the future with loved ones.
  • Genworth’s Facebook page for tips, polls and discussions to help you keep all types of financial promises.
  • A “Cost of Care Map” to evaluate options to address the increasing cost of long term care.
  • An “Annuity Solutions” page with planning tools and educational videos.
  • A “Life Insurance Solutions” page.

J&K Solutions, LLC, conducted the survey for Genworth. The data was collected from an online survey over the course of 3 days in November 2013.

© 2014 RIJ Publishing LLC. All rights reserved.  

The Bucket

Record sales of annuities, investments for NY Life in 2013

New York Life announced record operating earnings of $1.76 billion for 2013, an 11% increase over the prior year. The growth was attributed to strong insurance and investment sales through the firm’s captive agent force.

The company’s surplus and asset valuation reserve grew $1.53 billion, to a record $21.1 billion in 2013. Policyholders held a combined $840 billion of life insurance face value, also a record.   

Total assets under management increased by almost $47 billion, or 12%, to $425 billion in 2013. Sales of long-term mutual funds through agents increased 16% over the prior year.

Total annuity sales through agents were up 14% over 2012.The company, the largest U.S. mutual insurer, had a 33% market share in fixed immediate annuities and a 40% share of the market for deferred income annuities, according to industry sources.

Policyholder benefits and dividends paid rose 6%, to a record $8.62 billion, the company said in a release.

Allstate completes sale of Lincoln Benefit Life

The Allstate Corp. has completed the sale of Lincoln Benefit Life Company to Resolution Life Holdings, Inc., according to a press release. The sale includes Lincoln Benefit Life Company’s life insurance business, which is generated through independent agencies, as well as its entire deferred fixed annuity and long-term care insurance businesses.

Lincoln Benefit Life Company’s life insurance policies sold through Allstate agencies will be retained through a reinsurance arrangement. Net income generated by Lincoln Benefit Life was approximately $140 million in 2013.

The sale will reduce Allstate’s life and annuity reserves and investment portfolio by approximately $12.7 billion and $11.9 billion, respectively. The estimated gross sale price is $796 million, representing $587 million of cash and the retention of tax benefits. The estimated GAAP loss on sale is approximately $510 million, which is $11 million lower than the estimated loss of $521 million recorded in 2013 due to contractual closing adjustments.

The transaction is estimated to result in a statutory accounting gain of approximately $365 million and is expected to reduce Allstate Life Insurance Company’s capital requirement by $1 billion.

Guardian Life declares $776 million dividend

The Guardian Life Insurance Company of America ended 2013 with $6.1 billion in capital and declared a $776 million dividend payout to its whole life policyholders, the company said in a release. It was the fifth consecutive year of capital growth, the mutual insurer said.

Consolidated net investment income grew 2.0%, to $2.1 billion. For the year, on a consolidated basis, Guardian paid out $4.9 billion of benefits to policyholders, had a statutory gain of $1.2 billion from operations before taxes and dividends to policyholders, and had $307 billion of life insurance in force.

Guardian finished the year with these financial strength ratings:

  • A.M. Best Company, A++
  • Standard & Poor’s, AA+
  • Moody’s Investor Service, Aa2
  • Fitch, AA+

© 2014 RIJ Publishing LLC. All rights reserved.

Bill Sharpe’s New Retirement Blog

A few things you should know about Bill Sharpe: He’s fascinated by probabilities, he’s passionate about computer programming and he’s worried that millions of Baby Boomers are about to slam into retirement unprepared.  

“Here’s the challenge,” the goateed Stanford emeritus professor of economics, who created the Capital Asset Pricing Model, co-founded Financial Engines, and, yes, nabbed the Nobel Prize in 1990, told RIJ recently. “What should people do when they hit retirement? Ordinary people don’t have the foggiest idea.”

Sharpe, who lives in Carmel, California and will turn 80 in June, has responded to this challenge, most recently, in a modern way: he started a blog. It’s called RetirementIncomeScenarios, and he’s posted there intermittently since last August. The posts describe his progress toward writing an easily accessible software tool for testing decumulation strategies.

When he finishes the tool, he said, advisers and their clients will be able to input their own personal data and market assumptions and so forth, and determine the sustainability of a particular income or spending rate.   

“Ideally, I can envisage an adviser sitting down with a client and saying, ‘We talked about doing a four percent withdrawal for retirement income. Here’s what would happen. And if you bought an annuity, here’s what would happen,’” Sharpe said.   

Starting from ‘Scratch’

To see this work-in-progress for yourself, just tune your browser to scratch.mit.edu, a whimsically serious website created by the Massachusetts Institute of Technology to teach children how to program using a simplified language called Scratch. (Sharpe himself programs mainly in MatLab, but chose Scratch for this purpose because it’s easy and available to everyone.)

Once you reach the Scratch website, search for “wfsharpe,” then choose “RIS-20140120” from the subsequent list. You’ll see a blue column of “Settings”—the inputs—and an orange column of graphs, scenarios and analyses—the outputs. These represent Sharpe’s latest work on the analyzer.

Click on the “Analyses” button and, on the next screen, on the “Yearly Incomes” button. You can watch as a Monte Carlo simulator generates 5,000 scenarios and reveals the likelihood, in an particular year of retirement, that either member of a couple would be alive and their portfolio could generate an income greater than $40,000 (with a maximum of $80,000).    

Sharpe Scratch chart

Using Sharpe’s default settings, for instance, one can see that 18 years into retirement, the chance of either spouse being alive is 89.7%, and the chance of that one will be alive and receive at least $40,000 in income is about 75%. The chance of receiving $68,000, however, is just 25%. Looking ahead to a hypothetical forty-ninth year of retirement, the couple’s probability of being alive and receiving more than a tiny income is close to zero. 

“At the moment, I have introduced two account types, one that follows a 4% payout rule, with some extra parameters, and an RMD-based proportional payout rule. You put in your age and sex, and it calculates the mortality risk. You can do Monte Carlo analysis for a particular scenario, and then see how much uncertainty is entailed,” Sharpe said.

“In time, I’ll add other strategies. I’ll add Social Security. You [will] see what the range of possible outcomes might be. It’s not going to lead someone to say that a particular strategy is right or wrong, but you’ll be able to see the range of potential outcomes,” he added.

Lorenzo di Tonti’s big idea

Sharpe himself doesn’t need retirement help—Financial Engines, Inc., the participant advice and managed account firm that he co-founded in 1996, now has a market capitalization of about $2.66 billion—but he acknowledges the synergies that a combination of insurance and investments can offer retirees in general.

“It’s important that people have some understanding of the insurance and non-insurance side” of retirement income solutions, he said. “If you have a lot of money, fine, spend whatever you want to spend, but I’m more interested in the people who don’t have a lot of money.”

Like a lot of academics in the retirement field, Sharpe thinks that longevity insurance—low-cost annuities that offer income starting at age 85—make financial sense. But he also sees the difficulty of marketing such a product. “Behaviorally, if you say to people, ‘Give us half your money and if you’re alive at age 85, you’ll get an income,’ that’s a hard sale.”

He speaks favorably of “tontines,” an idea from 17th century France that has attracted attention lately. Invented by Lorenzo di Tonti in 1653 as way to raise capital, tontines provide lifetime income. But, unlike annuities, they don’t involve life insurers. After investing, individuals receive annual dividends proportionate to what they contributed, how the underlying investments performed, and how many participants are still alive. The last survivor collects whatever is left. The participants themselves bear the volatility risk and—more to Sharpe’s point—the risk that the participants might live too long.       

“The idea of the tontine is to have the annuitants bear the longevity risk, instead of the insurance companies,” he told RIJ. “If actuarial tables turn out to be wrong, there’s no way for annuity issuers to diversify away all that risk. This would be better than having annuitants worry about counter-party risk, which could be huge.”

For the average person, looking at retirement through a prism of probabilities is just bewildering, if not scary or even blasphemous. For Sharpe, there’s no other way.   

“The only way you can look at this [retirement] problem is through probability. You can’t look at it not with probability. Everywhere you turn there are probabilities: of inflation, of market performance, of mortality,” he said. “[It’s true that you] don’t know the range of possible outcomes for next year, let alone for 40 years from now. But you try to come up with the most credible set of probabilities that you can.”

But “people don’t want to think probabilistically,” he added. “Nobody wants to think about mortality as a probability issue. There is so much denial and so much refusal to think about this problem. That makes me concerned, because we’re moving to an era where we’re putting the onus on people to save and invest, and to know what to do with their money when they retire. That’s a huge burden for an expert, let alone for the average person.”

The 1990 Nobel Prize

It’s worth taking a moment to reflect on the career that led up to Sharpe’s Scratch project, and on what he’s contributed to economics since he earned his Ph.D. at UCLA in 1961. Above all, perhaps, there’s the Capital Asset Pricing Model (CAPM), for which he won a third of the 1990 Nobel Prize in economic sciences (Harry Markowitz and Merton Miller also won for separate contributions).

The CAPM, as described in Burton Malkiel’s A Random Walk Down Wall Street, helps market participants determine “what part of a securities risk can be eliminated by diversification and what part cannot.” Along with other insights we now take for granted, it shed new light on the mysteries of securities risk and asset pricing and enabled investors to build portfolios in a more rational manner. 

Retirement income was always among the applications of the CAPM, and for a period Sharpe worked with pension funds. “That was the focus for much of my research from the passage of ERISA [in 1974] onward. In the latter part of the 1980s I had a research consulting firm. We were focused on the problems of the defined benefit plan sponsor, which involved risk analysis, hedging, and asset-liability matching. I’ve also run a seminar at Stanford on that topic.

“When I went back to Stanford in 1990-91 academic year, I saw a sea-change coming. We were starting down the path to defined contribution. My view was, and still is, not that defined contribution a wonderful new idea, but that it was the by-product of an aging society. It was a response to the need [among pension fund sponsors] to share risk with retirees,” he said.

“I knew that people would not have a clue about what to do. So I shifted my focus to accumulation in the defined contribution world. [In 1996], I co-founded a company that, until recently, was focused entirely on accumulation.”

That company is Sunnyvale, Calif.-based Financial Engines, Inc., which first put scalable online investment advice at the fingertips of millions of 401(k) plan participants and later offered them pre-fab managed accounts. Three years ago, the firm launched Income Plus, a service that allows participants to keep the same managed accounts after they retire. Its main competitors in that space are Guided Choice and Morningstar, Inc. 

Sharpe has had a busy consulting career. At various times over the past 20 years, he has advised some of the world’s biggest pension plans, including AT&T, Altria, CalPERS, Hewlett-Packard, United Technologies, and the University of California Regents. Since 1995, he’s consulted for C.M. Capital Corp., the U.S. investments business of the Hong Kong-based Cha family, which has an office in Silicon Valley.  

‘There are no obvious solutions’

Despite the fact that he’s entering his ninth decade, Sharpe doesn’t appear to have slowed down much. “I had a shoulder replaced not long ago and it set me back a bit,” he told RIJ. “But I’m a workaholic.”

In May, he’ll travel to Aix-en-Provence to deliver a speech at the 31st annual conference of the French Finance Association. The speech is called “Providing Retirement Income: TIPS, Total Investment Funds, Risky Asset Tranches, Tontines and Trills.”

Also this spring, Sharpe will co-host a conference at the Stanford Longevity Center. Plan sponsors, academics and industry professionals will talk about the barriers that prevent many plan sponsors from providing in-plan guaranteed lifetime income products. (Sharpe’s co-host, Steve Vernon, advises the Institutional Retirement Income Council, or IRIC.)

Then there’s his blog. “I figure I’m good for the rest of my career working in this area,” he told RIJ. “Retirement is a meaty topic. It’s meaty because there are no obvious solutions. There’s no ah-ha moment, where the answer is ‘x.’” As for his Scratch-based retirement analysis tool, he said, “It’s very much a work in progress. But it’s getting better with each release.”

© 2014 RIJ Publishing LLC. All rights reserved.

RetirePreneur: Fred Barstein

What do you do? I’m working on three initiatives. First is the Retirement Advisor University (TRAU), which I launched 2010 while I was still at 401IExchange. I thought a legitimate designation for advisors was needed. We collaborate with UCLA Anderson School of Management Executive Education. Clients have access to top professors at the school. We have about 300 professionals that have earned the Certified 401(k) Plan Specialist [C(k)PS] designation.

Fred Barstein info block

In 2010, Brian Graff [CEO of the American Society of Pension Professionals and Actuaries] approached me and said that ASPPA had always done an annual conference for advisors, but that advisors should have their own association. So we launched the National Association of Plan Advisors (NAPA) and currently have 7,500 members. I run the website, NAPA Net, which is essentially a daily newsletter and a portal for advisors.

The third initiative I recently launched was The Plan Sponsor University (TPSU). It focuses on small and mid-sized companies with under $250 million in assets. We have 75 educational zones. We find the best TRAU advisor in their area and train them and help them conduct programs at local colleges and universities. We’re on schedule to do 60 programs this year. Plan sponsors can earn a Certified 401(k) Plan Sponsor certificate  through the program.

Why do clients hire you? There’s no SEC or FINRA license specifically for the 401(k) market and they’re always struggling to distinguish themselves. Having the designation from TRAU in collaboration with UCLA Anderson makes them stand out. For plan sponsors, the Department of Labor is starting to crack down on plan fiduciaries, inquiring about training. TPSU is a way for them to learn and distinguish themselves.

Where did you come from? I went to law school, but I wasn’t that interested in practicing law. I went into legal publishing and I eventually ended up in Silicon Valley working on a startup for a database publishing company for lawyers. We grew quickly and sold the company to Thomson. After that, I knew I wanted to start my own company. I didn’t want to do something legal-related. I picked the 401(k) industry in 1996 and focused on financial advisors, starting 401KExchange. The company provided market intelligence and lead generation for advisors. After leaving that, I started TRAU in 2010. [401KExchange declared Chapter 7 bankruptcy in 2012, according to pionline.com.]

How do you get paid? For TRAU, the tuition rate is $5,500. NAPA is a membership organization, but we also have advertising opportunities on NAPA Net and generate revenue from conferences and webinars, plus a magazine that’s advertiser-driven. For TPSU, plan fiduciaries pay a nominal fee for designation.

Are participants well served by the 401(k) industry? It depends on what we’re talking about. Take target-date funds. As was said about Prohibition, it was better than no alcohol at all. The same can be said about 401(k) plans. Having a 401(k) is better than having no savings at all.  There is about $5.6 trillion in 401(k) plans and $6.2 trillion in IRAs. What if people didn’t have that? Could 401(k)s be better? No question. But, are people better off? Absolutely. Befi [behavioral finance] or auto-plans are dramatically improving participation and savings rates. Managed investments like target date funds are improving outcomes. But we need to keep innovating with ideas like requiring all companies over five employees to offer a retirement plan and mandatory minimum saving rates.

How do you feel about IRA rollovers? A lot of improvement can be made in IRA rollovers. In a DC plan, the plan sponsors serve as intermediaries. They are regulated by ERISA and the Department of Labor. IRAs don’t include that kind of protection. Should there be more protection? Definitely. Just as with DC plans, there needs to be more and better disclosure as well as better training for advisors working on IRAs—it’s not just about investing.

Where did you get your entrepreneurial spirit? It’s almost like I have to do this. I’m compelled to. It’s something that drives me. It’s my form of expression or creativity. If you’re an artist or musician, you have a platform or a means of expression. Creating companies is mine. I love discovering the opportunity, figuring it out and then putting it into place. My first thought is not about making a lot of money. It wasn’t always that way, but it is today. I like to think about who would benefit from the idea. Then I think about how it could be funded and implemented, and whether I can make money from it.

What is your retirement philosophy? I don’t think I’ll ever retire. I think you can go from working really hard, to not working as much. Or telecommuting and traveling less. A cousin of mine is 92 years old and runs a mirror company. He’s so vibrant and alive. I already live in Florida, so I won’t be moving. Yoga and meditation are very important to me. I try to meditate an hour a day. It keeps me focused. I go to a meditation retreat twice a year. It’s been an important part of my life.

© 2014 RIJ Publishing LLC. All rights reserved.

How life insurers can succeed over the next decade: McKinsey

U.S. life insurers should invest more “mindshare and resources” in the task of managing poolable risk because that’s where they get the most profit from their capital, according to a new McKinsey & Co. white paper.   

Life Journey: Winning in the life-insurance market,” asserts that “the decision by many life insurers to move beyond products where they enjoyed a distinct competitive advantage—such as products where they manage poolable risk—to businesses where they do not” may have boosted profits during booms but “more than erased those gains” during slumps. 

The five-page report, written by McKinsey principals Vivek Agrawal and Guillaume de Gantes and director Peter Walker, predicts that during the next decade, outperformers in the life industry will focus on:

  • Building core risk and capital-management capabilities, including recognizing differences in cost of capital by line
  • Using analytics to build competitive advantages in distribution
  • Unlocking value in the in-force book
  • Leveraging customer insights to find growth in high-opportunity segments, such as managing retirement risk for baby boomers, serving the risk needs of the middle market and capturing high-growth opportunities in emerging markets

For a copy of the paper, click here.

© 2014 RIJ Publishing LLC. All rights reserved.

Publicly traded life insurers repurchased $4.9 billion in shares in 2013: A.M. Best

Since 2009, publicly traded life insurers have returned more than $33 billion (38% of industry operating earnings) to investors through capital management activity, such as share repurchases, according to a new brief from A.M. Best Co., Inc.

A.M. Best analysts expect repurchase activity to continue in 2014 as life insurers have shown increased profitability and improved balance sheet strength, and have large share repurchase programs in place.

AM Best share repurchases

“Based on recent discussions with several company management teams, A.M. Best expects insurers to continue approving measured quarterly dividend increases rather than special, one-time dividends or large jumps in repurchase activity,” the report said.

For a copy of the three-page report, click here.

© 2014 RIJ Publishing LLC. All rights reserved.

Honesty really is the best corporate policy, writes EST founder

In a prolix but passionate 65-page manifesto, Werner Erhard—the person who decades ago founded the self-help method known as EST—and Michael C. Jensen of the Harvard Business School, ask why financial corruption persists and suggest a New Age-ish solution for it.     

The paper, “Putting Integrity into Finance: A Purely Positive Approach,” has just been published by the respected National Bureau of Economic Research. It finds a lack of integrity in the financial world and proposes “adding integrity as a positive phenomenon to the paradigm of financial economics.”

Erhard, now 78, and Jensen define integrity, in practice, as something as simple as keeping your word and telling the truth. Lack of integrity, as well as a failure to recognize lies or a tendency to rationalize them, accounts for what they call the “seemingly never ending scandals in the world of finance with their damaging effects on value and human welfare.”

They argue that people act without integrity (in other words, lie) because it appears to be in their self-interest even though that behavior will eventually hurt them, their companies, and/or the public. They list several violations of integrity that they consider common practice in the financial world:

  • Manipulating earnings reports
  • Inflating analyst recommendations
  • Making acquisitions with inflated stock
  • Acting counterproductively to maximize bonuses
  • Market-timing (after-hours trading)
  • Using accounting to distort company health
  • Claiming that you’re honest when you’re not

Ultimately, the paper suggests that acting without integrity eventually makes a person miserable. But “when you keep or honor your word to yourself and others,” the authors write:

  • You are at peace with yourself, and therefore you act from a place where you are at peace with others and the world, even those who disagree with you or might otherwise have threatened you.
  • You live without fear for who you are as a person.
  • You have no fear of losing the admiration of others.
  • You do not have to be right; you act with humility.
  • Everything or anything that someone else might say is OK for consideration. There is no need to defend or explain yourself, or rationalize yourself; you are able to learn.
  • This state is often mistaken as mere self-confidence rather than the true courage that comes from being whole and complete, that is, being a man or woman of integrity.

© 2014 RIJ Publishing LLC. All rights reserved.

Managed-Vol: Bromide for Queasy Retirees

If registered investment advisers (RIAs) resist the purchase of annuities for their older clients, then what sort of retirement risk tool, if any, might they consider? Two prominent firms are betting that managed-volatility funds are the answer.

Executives from Jefferson National, the provider of tax deferral to RIAs via a no-guarantee, low-cost variable annuity, and Milliman, the global actuarial consulting firm, each talked about their latest initiatives in managed-volatility funds at separate retirement conferences in recent weeks.

At the Insured Retirement Institute conference in New York last Monday, Jefferson National CEO Mitch Caplan unveiled a “dynamic asset allocation” fund, sub-advised by State Street Global Advisors (SSgA), that Jefferson National will offer RIAs alongside the 400 or so other investment options in its no-frills Monument Advisor VA.

Meanwhile, at the Retirement Income Industry Association conference in Chicago ten days ago, actuary Ken Mungan of Milliman presented his firm’s four new Even Keel Managed Risk Funds (basic Managed Risk, as well as “Emerging Markets”, “Traveler” and “Opportunities” Managed Risk). All use Milliman’s short-futures strategy as a volatility hedge.  

Both ventures aim to meet the anticipated demand for non-insured retirement solutions from RIAs and their clients. Milliman claims that its solution can raise retirees’ safe withdrawal rate to 6%, from the classic 4%. Jefferson National says a strategy of reduced volatility, combined with tax-deferral and low fees, can provide all the risk management a wealthy retiree may ever need.    

Managed volatility funds, of course, aren’t new, but they’ve grown more sophisticated of late. They were introduced into VAs after the financial crisis as part of life insurers’ effort to “de-risk” VA investment risk. But many advisers, anecdotally, say they regard the combination of managed-volatility funds and lifetime income riders as more insurance than they need or want. Hence the idea of offering managed volatility funds without the riders.

In an environment where bonds have lost their appeal as a risk-buffering agent, Jefferson National and Milliman and others are wagering that managed-volatility funds alone, with little or no other protection, might be the perfect Alka-Seltzer for the older clients of fee-based RIAs. But managed-volatility funds aren’t without their own trade-offs. They can cut off the market’s peaks as well as its dreaded fat tails, to the chagrin of many who own them during bull markets (like 2013).

Jefferson National’s solution: Tax deferral plus managed-volatility

Jefferson National and SSgA started collaborating about six months ago on a managed-volatility fund that the insurer will offer in its Monument Advisor VA, Caplan, who is the former CEO of E*Trade Financial, told RIJ this week.  

The JNF SSgA Retirement Income Portfolio invests in more than a dozen State Street SPDR ETFs and has a target investment mix of 35% equities, 40% investment grade bonds, 10% global real estate and other assets. For volatility management, it uses so-called tactical asset allocation and a Target Volatility Trigger (TVT) system that “dynamically adjust[s] exposures to maintain a desired target portfolio risk,” according to the prospectus. It costs an eyebrow-raising 130 basis points a year.

This represents a slight departure for Jefferson National. Until now, the insurer’s sole mission was to offer RIAs a tax-deferred sleeve in which RIAs could trade tax-inefficient funds without having to worry about immediate tax consequences. The price is only $20 a month, plus (no-load) fund fees. There are no insurance costs, and negligible distribution expenses.

But, as Caplan explained during a break at the IRI conference, RIAs are starting to respond to their clients’ worries about sustainable retirement income. So, sometime last year, Jefferson National began to consider offering a managed-volatility fund to its 3,000 or so RIAs. When RIAs combine the annual performance advantage of tax deferral (which they estimate at 100 bps) with smoother returns, Jefferson National claims, they’ll wind up with more safe income, dollar for dollar, than today’s fee-heavy VAs with living benefits can or will deliver.

“When we surveyed our advisers, we saw that they wanted a low cost retirement income solution,” Caplan said. “We asked ourselves, what could we offer that doesn’t involve a balance sheet guarantee? We were able to show, statistically, that if you used Monument Advisor and a low-cost dividend-paying ETF from State Street, you could add a volatility overlay and still beat the GLWB [guaranteed lifetime withdrawal benefit] 90% of the time.”

Lest clients and advisor doubt that assertion, Jefferson National has created an online “Retirement Income Comparison Calculator.” Investors can use it to “compare the hypothetical performance, lifetime income potential and cumulative fees of traditional VAs with insurance guarantees versus a low-cost flat-fee VA.” Thirty competing VA products are in the calculator.

The typical Monument Advisor owner is an RIA client with $2 million to $20 million in overall wealth. They allocate an average of $250,000 each to the variable annuity for tax-deferred trading and accumulation purposes. Jefferson National also has a following among RIAs who run money for other RIAs—the so-called Third-Party Investment Advisers or TPIAs.

As clients cross the age 59½ threshold (when penalties for withdrawal of tax-deferred assets end) and move into retirement (when wealth protection becomes more important than growth), Jefferson National hopes that they gradually move more assets to the managed-volatility option. Given the likelihood of bond price depreciation going forward, managed-volatility funds may look like a more cost-effective risk management tool.

Milliman’s solution: Even Keel funds

About three years ago, VA issuers began requiring contract owners to invest in managed-volatility portfolios if they wanted living benefits with rich deferral bonuses. In many cases, those portfolios incorporated a short-futures based risk management technology engineered by global actuarial consulting firm Milliman, a sub-advisor on the funds.

Now Milliman is offering four stand-alone managed-volatility funds of its own, called Even Keel Managed Risk Funds. The four funds track either the S&P 500, or small and midcap equities, or international equities or emerging markets equities. The “A” share-class costs 97 basis points a year. The “I” share-class, which assesses no 12b-1 marketing fee, costs 72 basis points.

At the RIIA conference, Mungan, the practice leader of Milliman Financial Risk Management LLC, which advises and manages the funds, made a case for their use as an alternative to a buy-and-hold strategy for a retirement income client.

Specifically, Mungan offered numbers showing that retirees could draw down a sustainable 6% of their assets each year from a portfolio of Even Keel funds—beating the traditional 4% systematic withdrawal rate and the typical five percent withdrawal rate provided under most VA living benefits.

“This is a different way of thinking about sustainable withdrawal rates,” Mungan told an audience of RIIA members who had gathered at Morningstar, Inc., headquarters in Chicago. His firm’s strategy “replicates a five-year rolling put,” he said, and proposed it as an antidote to panic during market downturns. “It’s ludicrous to believe that [clients] will change their behavior. You have to change the investment products themselves.” 

To control risk in these funds, as in the VA portfolios it sub-advises, Milliman uses a futures-base strategy. The fund managers use part of the assets to short exchange-traded futures contracts. “In a severely declining market,” says a Milliman white paper on the subject, “futures gains may be harvested and reinvested in growth assets in an effort to maximize long-term returns.”

On what basis does Milliman claim that such funds can sustain a six percent withdrawal rate from age 65 to 92 or 94? In an e-mail, Mungan told RIJ that it comes from a combination of things: Reducing the depth of performance dips, providing investors with the confidence not to panic-sell during downturns, and recognizing that costly inflation adjustments aren’t needed during market downturns, when inflation usually abates. 

Like Jefferson National, Milliman is introducing an online calculator to help deliver its message. Mungan said it would elevate a “Protected Income Planner” within the next few weeks. According to a mock-up of the website, the planner “is designed to assist financial advisors in calculating sustainable withdrawal rates for their clients, compare results, and illustrate the potential to increase withdrawal rates through the use of risk management.”    

Not a panacea

It’s ironic that managed-volatility funds, after having in a sense “rescued” the VA-with-living-benefit business by moderating product risk and allowing issuers to continue offer sizable deferral bonuses, are now being marketed as alternatives to the living benefits of VAs.

Managed-volatility funds, which vary in technique and are difficult to compare, are not a panacea. Unlike annuities, they don’t offer guarantees. Their underperformance during bull markets (as demonstrated in 2013) may surprise and disappoint investors more than their outperformance during downturns delights them. In any case, every investor’s experience is likely to be unique.

The minority of advisors who favor safety-first income strategies based on bucketing (which draws income from stable assets) or flooring (with bond ladders or income annuities) may not want to abandon those techniques for managed-volatility funds. But, for RIAs and clients who adhere to a total return approach to retirement income, managed-volatility funds may suffice.    

© 2014 RIJ Publishing LLC. All rights reserved.

 

 

The Bucket

Reynolds appointed chief of Great-West Lifeco

Robert L. Reynolds has been appointed president and Chief Executive Officer of Great-West Lifeco U.S. Inc., owner of Great-West Financial and Putnam Investments, Great-West Lifeco, Inc., has announced.

Reynolds will become president and CEO of Great-West Financial when Mitchell Graye retires in May 2014 and will continue as president and CEO of Putnam.
At the same time, retirement businesses of Putnam and Great-West Financial will merge within Great-West Financial to create one of the largest defined contribution service providers in the U.S.

Reynolds joined Putnam in 2008 after 24 years at Fidelity Investments, where he served as vice chairman and Chief Operating Officer from 2000 to 2007.  He earned a B.S. in Business Administration/Finance from West Virginia University.

High fiduciary score linked to higher fund performance

Investments that score in the top quartile of the one-year fi360 Fiduciary Score Average—those in the “Green” category–demonstrated higher median returns when looking at one-year, three-year, and five-year future annualized returns, according to an analysis of more than 12 years of performance data by MacroRisk Analytics, fi360 announced this week.

The fi360 Fiduciary Score is an investment rating system created by Pittsburgh-based fi360. It assesses open-ended mutual funds, exchange-traded funds (ETFs), and group retirement annuities to see whether they meet a minimum fiduciary standard of care.

The scores, which range from 0 to 100 (with zero being the most preferred mark), are calculated monthly for investments with at least three years of trading history.

G. Michael Phillips and James Chong of MacroRisk Analytics will be presenting their results in a special session at fi360’s INSIGHTS 2014 conference on Friday, April 25, 2014 in Nashville.

SunGard launches WealthStation PlanAdvisor  

SunGard announced the introduction of WealthStation PlanAdvisor, a system that “automates the investment process” to help advisors and their co-fiduciaries “design investment line-ups and conduct fiduciary reviews, while maintaining compliance with 404(a)(5) and 408(b)(2)” regulations.

According to SunGard, plan advisors need to automate their fiduciary practices to cope with:

  • Increasing demand for 3(21) or 3(38) services
  • Increasing hours devoted to advising plan sponsors  
  • Desire to reduce litigation risk

WealthStation PlanAdvisor (an enhanced version of the former WealthStation FundSource solution) consolidates fund, plan and platform data onto a single platform. It provides flexible reporting and automatic fund reviews, flags investment policy statement (IPS) exceptions, recommends replacement funds automatically, and documents discretionary approvals for future review and audit, SunGard said in a release.

TDFs will keep growing: Cerulli   

Target-date strategies are on track to capture 63.4% of 401(k) contributions in 2018, according to a release from the global analytics firm Cerulli Associates. 

“Plan sponsors, consultants, and advisors have increased focus on target-date decisions as plan assets allocated to target-date funds have increased,” said Bing Waldert, director at Cerulli.

“The leaders among target-date providers have not changed during the past three years, but below the top tier, some asset managers have demonstrated the ability to grow their target-date assets.”

The first quarter issue of The Cerulli Edge–Retirement Edition analyzes the growth of the target-date industry, the importance of risk management capabilities to growth, and the emergence of alternative qualified default investment alternatives (QDIAs).

“Existing target-date managers remaining in the market must demonstrate risk management expertise,” Waldert said in the release. “The majority of target-date managers believe that asset allocation and risk management capability will be the primary drivers of future target-date growth over the next three years.”

“Target-date managers should consider tying the assumptions underlying asset allocations to the needs of a given situation,” Waldert said. During the financial crisis, the risks of TDFs were exposed, as many near-retirement funds lost a large percentage of their assets due to high allocations to equities.

Cerulli warned that asset managers must have a strategy in place to grow market-share of target-date assets or risk irrelevance in the defined contribution space.

An exit strategy for sponsors of retiree medical benefits

Towers Watson has introduced a patent-pending solution that will allow U.S. employers to exit their legal, accounting and regulatory responsibilities for retiree medical benefits more easily.

The solution, called Towers Watson Longitude Solution, uses “customized group annuities and an innovative transaction structure,” the global consulting firm announced this week. The annuities would allow tax-free funding of medical benefits, and retirees would transfer to Towers Watson’s “OneExchange” private Medicare exchange.

“Transitioning retirees to a private exchange reduces the cost and administrative burden of retiree medical. The exit solution is the end of a journey that our clients begin when a company adopts a private Medicare exchange.”

 “Most large employers consider retiree medical benefits an expensive obligation with little shareholder value,” said Mitchell Cole, managing director, Towers Watson Retiree Insurance Solutions. “They create balance sheet volatility and income statement expense, and divert management time. Historically, employers that wanted to exit retiree medical without adverse consequences to both the company and their retirees couldn’t do so. Now they can.”

© 2014 RIJ Publishing LLC. All rights reserved.

In Radical Move, Britain Deregulates Retirement

Britain’s Conservative government announced dramatic steps to deregulate retirement in the UK Wednesday, ending the country’s long-standing policy of managing the way its citizens could spend their tax-deferred savings—including forced annuitization at age 75.

“I am announcing today that we will legislate to remove all remaining tax restrictions on how pensioners have access to their pension pots,” said Chancellor of the Exchequer George Osborne in his annual budget address yesterday.

“Pensioners will have complete freedom to draw down as much or as little of their pension pot as they want, anytime they want. No caps. No drawdown limits. Let me be clear. No one will have to buy an annuity,” he added.

The move appears to have been driven as much by the low interest rate environment—which has driven down annuity rates and returns on low-risk savings vehicles—as by the Conservative government’s deregulatory leanings. Some of the changes will evidently take place immediately, and some will take longer.

The retirement system in the U.K., long known as the most complicated in the world, has seen dramatic changes since the financial crisis. A national defined contribution plan, called N.E.S.T, was established for workers without access to any other workplace plan.

On January 1, 2013, commission-based sales of most financial products was outlawed. And the Labor minister has stumped for “defined ambition,” a hybrid retirement plan where employers and employees share the investment risk.

Among the changes described in Osborne’s budget address on Wednesday:

  • Abolition of the punitive 55% tax surcharge on full withdrawals of tax-deferred defined contribution savings.
  • Removal of restrictions to rates of withdrawal or access to products other than annuities. 
  • Elimination of the 10% tax on the first £5,000 in income from savings.
  • Elimination of the requirement for non-wealthy retirees to annuitize all of their tax-deferred savings by age 75.
  • Raising the contribution limits on individual retirement accounts, called ISAs.
  • Issuing up to £10 billion worth of Pensioner Bonds that pay 4% a year for three-year maturities.

The government conceded that liberated consumers might struggle to navigate retirement finance markets, and promised to provide “free, impartial guidance at the point of retirement.”

The reforms don’t extend to defined benefit plans, but the government plans to consult with the UK pensions industry on whether to do so. The stock of assets held by DB schemes would be affected if members were allowed to take their money out. According to a government statement:

“Given that the stock of defined benefit liabilities and assets exceeds £1.1trn (€1.3trn), even relatively small changes to this stock could have a significant impact on financial markets.

“The government is concerned that a large-scale transfer (or anticipated transfer) of members of private sector DB schemes to DC schemes could have a detrimental impact on the wider economy.

“Whilst the government would, in principle, welcome the opportunity to extend greater choice to members of private sector defined benefit pension schemes, it will not do so at the expense of significant damage to the wider economy.”

The reforms will require an Act of Parliament, which will be presented before the next general election and be in place by April 2015, the Chancellor confirmed.

*            *            *

Here is the portion of the Chancellor’s speech that related to savings:

Our tax changes will help people who work. But there is a large group who have had a particularly hard time in recent years: and that is savers. And this matters not just because these are people who have made sacrifices to provide for their own economic security in retirement.

It matters too because one of the biggest weaknesses of the British economy is that it borrows too much and saves too little. This has been a problem for decades and we can’t fix it overnight. It’s no surprise that the OBR forecast the saving ratio falling. So today we put in place policies for savers that stand alongside deficit reduction as a centerpiece of our long term economic plan.

The reforms I am about to announce are only possible because, thanks to this government:

  • We have a triple lock on the state pension
  • More people are saving through auto enrolment
  • And we’re introducing a single tier pension that will lift most people above the means test

That secure basic income for pensioners means we can make far reaching changes to the tax regime to reward those who save.

Here’s how. First, I want to help savers by dramatically increasing the simplicity, flexibility and generosity of ISAs [Individual Savings Accounts]. Twenty four million people in this country have an ISA. And yet millions of them would like to save more than the annual limits of around five and a half thousand pounds on cash ISAs, and eleven and a half thousand pounds on stocks and shares ISAs. Three-quarters of those who hit the cash ISA limit are basic rate taxpayers.

So we will make ISAs simpler by merging the cash and stocks ISAs to create a single New ISA. We will make them more flexible by allowing savers to transfer all of the ISAs they already have from stocks and shares into cash, or the other way around. And we are going to make the New ISA more generous by increasing the annual limit to £15,000.

£15,000 of savings a year tax free – available from the first of July. And I’m raising the limits for Junior ISAs to £4,000 a year too. But the £15,000 New ISA is just the first thing we are doing for savers. Second, many pensioners have seen their incomes fall as a consequence of the low interest rates that Britain has deliberately pursued to support the economy.

It’s time Britain helped them out in return. So we will launch the new Pensioner Bond paying market leading rates. It will be issued by National Savings and Investments, open to everyone aged 65 or over, and available from January next year. The exact rates will be set in the autumn, to ensure the best possible offer—but our assumption is 2.8% for a one-year bond and 4% on a three-year bond.

That’s much better than anything equivalent in the market today. Up to £10 billion of these bonds will be issued. A maximum of £10,000 can be saved in each bond. That’s at least a million pensioner bonds. And because 21 million people also invest in Premium Bonds I am lifting the cap for the first time in a decade from £30,000 to £40,000 this June, and to £50,000 next year – and I will double the number of million pound winners.

But I still want to do more to support saving. And so, third, we will completely change the tax treatment of defined contribution pensions to bring it into line with the modern world. There will be consequential implications for defined benefit pensions upon which we will consult and proceed cautiously. So the changes we announce will not today apply to them.

But 13 million people have defined contribution schemes, and the number continues to grow. We’ve introduced flexibilities. But most people still have little option but to take out an annuity, even though annuity rates have fallen by a half over the last 15 years. The tax rules around these pensions are a manifestation of a patronizing view that pensioners can’t be trusted with their own pension pots. I reject that.

People who have worked hard and saved hard all their lives, and done the right thing, should be trusted with their own finances. And that’s precisely what we will now do. Trust the people. Some changes will take effect from next week. We will:

  • Cut the income requirement for flexible drawdown from £20,000 to £12,000
  • Raise the capped drawdown limit from 120% to 150%
  • Increase the size of the lump sum small pot five-fold to £10,000
  • And almost double the total pension savings you can take as a lump sum to £30,000

All of these changes will come into effect on 27 March. These measures alone would amount to a radical change. But they are only a step in the fundamental reform of the taxation of defined contribution pensions I want to see. I am announcing today that we will legislate to remove all remaining tax restrictions on how pensioners have access to their pension pots. Pensioners will have complete freedom to draw down as much or as little of their pension pot as they want, anytime they want.

No caps. No drawdown limits. Let me be clear. No one will have to buy an annuity. And we’re going to introduce a new guarantee, enforced by law, that everyone who retires on these defined contribution pensions will be offered free, impartial, face-to-face advice on how to get the most from the choices they will now have.

Those who still want the certainty of an annuity, as many will, will be able to shop around for the best deal. I am providing £20 million over the next two years to work with consumer groups and industry to develop this new right to advice. When it comes to tax charges, it will still be possible to take a quarter of your pension pot tax free on retirement, as today.

But instead of the punitive 55% tax that exists now if you try to take the rest, anything else you take out of your pension will simply be taxed at normal marginal tax rates – as with any other income. So not a 55% tax but a 20% tax for most pensioners. The OBR confirm that in the next fifteen years, as some people use these new freedoms to draw down their pensions, this tax cut will lead to an increase in tax receipts.

These major changes to the tax regime require a separate Act of Parliament – and we will have them in place for April next year.

Mr. Deputy Speaker, what I am proposing is the most far-reaching reform to the taxation of pensions since the regime was introduced in 1921. But there is one final reform to support savings I would like to make. Mr. Deputy Speaker, There is a 10 pence starting rate for income from savings. It is complex to levy and it penalizes low-income savers. Today I am abolishing the 10 pence rate for savers altogether. No tax on those savings whatsoever. And we will almost double this zero-pence band to cover £5,000 of saving income.

One and a half million low-income savers of all ages will benefit. Two thirds of a million pensioners will be helped.

© 2014 RIJ Publishing LLC. All rights reserved.