Creating Individual DBs With State Support

Academic scholar and adviser to the Georgetown Center for Retirement Initiatives shares his ideas for creating state-supported “individual DBs” to bring workplace retirement benefits to more private-sector workers.

Arun Muralidhar is the academic scholar adviser at the Center for Retirement Initiatives at Georgetown University, adjunct professor of finance at George Washington University, and founder of MCube Investment Technologies and AlphaEngine Global Investment Solutions.

Given his expertise in the areas of workplace retirement benefits coverage and investment markets, Muralidhar was asked to speak Friday, during a meeting of the Connecticut Retirement Security Board. Before the meeting, he took some time to explain to PLANSPONSOR the positions he would argue, most notably a proposal for forming state-supported individual defined benefit (DB)-like investing programs.

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By way of background, Muralidhar noted he has been following retirement security issues for much of his career and has had the benefit of working with many skilled colleagues, including Nobel laureates and other celebrated researchers. He says he has little doubt—and there is little doubt among his esteemed peers—that a retirement security crisis is looming globally. Without concerted action from the private sector and local and national governments, he says it’s unlikely the crisis will be avoided.

“The pillars of retirement security are threatened because of insufficient funding, improper investment decisions and the transferring of risk to individuals who are least capable of bearing such risk,” he says.  

Retirement planning was never easy, even in the context of large, corporate-sponsored defined benefit plans, Muralidhar says, but in earlier times much of the challenging decisionmaking was left for trained financial experts, either working for investment providers, consulting firms or directly as pension fund administrators. Now, the defined contribution (DC) system is being called on to replace closing DBs, leaving wholly unprepared individuals responsible for everything from picking a salary deferral to choosing investments and, eventually, an appropriate withdrawal rate.

“Beyond this, there is a really apparent coverage problem for many private-sector workers,” Muralidhar adds, citing studies that show as many as half of all private-sector workers lack access to a workplace retirement plan. He also points to funding issues for Social Security and the ever-expanding cost of medical care for both workers and retirees, heaping still more pressure on individual decisionmakers.

 NEXT: So, what is the answer

At the White House Conference on Aging, President Barack Obama noted that, in every budget since taking office, he has put forth proposals to provide access for 30 million Americans to workplace-based retirement savings by requiring employers not currently offering a retirement plan to automatically enroll their workers in an individual retirement account (IRA).

He pointed out that, in the absence of Congressional action, states are leading the charge. Several have passed measures to create a state-run plan for private-sector employees. However, the president says states remain concerned about a lack of clarity regarding pre-emption by the Employee Retirement Income Security Act (ERISA), so he has urged the U.S. Department of Labor (DOL) to publish a proposed rule clarifying how states can move forward, including with respect to requirements to automatically enroll employees and for employers to offer coverage.

Taking all this together, Muralidhar says that encouraging momentum is building for the type of concerted government action that will likely be required to cut off a retirement security crisis in the U.S. Also important, he says, people are realizing simplicity will have to be a big part of any effective solution, given that untrained individuals will be called on to use them. Not to mention the fact that people are already inundated with choices and are generally intimated by complex financial products. 

“Continuing in this vein, I will be making the case that capital markets are missing a very simple and basic financial instrument, what we call a Forward Starting Bond or FSB, that can help institutional and retail investors achieve their retirement objectives at lower risk than portfolios created through a mix of traditional stocks and bonds,” he says.

Sounds a little too good to be true, perhaps, but Muralidhar hastens to add that his solution is in fact not all that revolutionary. Details will have to vary state by state, but in essence he is advocating for a bond that resembles a delayed annuity that will be issued by the states/federal government and will allow people “to create their own individual defined benefits.”

In a draft paper shared with PLANSPONSOR, Muralidhar lays out the inner workings of an FSB.

The instrument operates on the assumption that the “typical saver” sets aside resources at regular intervals today to receive a stream of income post-retirement, generally until death. No affordable or effectively portable instruments exist in the market today to match such a profile, he says, “and hence all attempts to recreate this profile through traditional stocks and bonds, or purchase such a profile through annuities, are suboptimal or expensive, thereby threatening retirement security.”

NEXT: How does it work?

Muralidhar says the FSB will provide “a much needed bridge between the uses of funds and the asset markets.”

In terms of its basic design, he explains that the FSBs will be constructed as a series of real bonds issued at different forward starting dates (five years, 10 years, 15 years, etc.). “The term of the bond will be linked to the life expectancy in the economy post-retirement, and can be updated periodically.” There would be two possible versions of this instrument, Muralidhar says, including a coupon-only version and a coupon bond with principal repayment.

“Under the coupon-only version, essentially, for an upfront payment today to the issuer, the investor secures a guarantee of a fixed income from this instrument for a period of 20 years,” he says. “The benefit of the coupon-only version, by foregoing the principal payment, is that it can offer higher coupons … Based on the desired income of an investor who plans to retire in two years, five years, 10 years or 30 years, and based on the implied rate of return [and therefore price of the FSB], the investor’s problem of how much to save is greatly simplified. As long as there is sufficient liquidity in the instrument, the investor’s decisions is now just focused on how much to save in every year of his working life to achieve this target income [given the uncertainty of interest rates].”

Muralidhar says, in principle, as long as the investor is not income-constrained, his desired retirement income path can be hedged away under this model at low cost and without other issues currently associated with annuity investments.  

“As more and more of these instruments are issued, the entire yield curve will be filled out … thereby allowing individuals seeking to retire on a particular date to purchase the relevant FSB,” he says. “Assuming that these instruments have sufficient credit quality, they could be very liquid—much like current nominal bonds—and will have a very transparent price and could be traded at low cost.”

Again pointing to his background in the field, Muralidhar says he understands his proposal would have to jump a staggering number of hurdles before making a national impact, but he remains optimistic that the simplicity of the solution will carry it forward. He also points out that, given the strength and competitive nature of the investing and insurance industries, there are numerous potentially willing suppliers of such bonds already completing the market.

“I believe this is a simple instrument to create, and it achieves the goals of the average investor, thereby simplifying the investment decision, reducing the risk of achieving a target retirement income, and lowering the complexity and costs of investing assets—as it removes the need for intermediaries and complex investment approaches,” he concludes. 

Employer Finds Small Steps Can Create Wellness Program Success

After giving employers pedometers, Blue Cross and Blue Shield of Tennessee found it doesn’t take great strides to cut costs and improve employees’ health.

When you are a health care insurance provider, one may expect your company to be a model for good employee health, but at one time, that wasn’t so for Blue Cross and Blue Shield of Tennessee (BCBSTN).

The company acquired OnLife, a wellness company, in 2006, and began offering its services to employees. But, as Catherine Bass, director for analytics and reporting for OnLife, tells PLANSPONSOR, a bomb threat in 2008 was the jumping off point for a more comprehensive wellness offering.

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“There was a bomb threat to one of [BCBSTN’s] Chattanooga buildings, and employees had to evacuate,” she explains. “Traveling down the stairwell, Vicky Gregg, president and CEO at the time, noticed people were struggling physically to get down the stairs; they were panting. Outside they were lighting up cigarettes while still out of breath. She thought, ‘How are we going to get our constituents to take care of employees’ health when we don’t take care of our own?’”

At the same time, BCBSTN was experiencing double-digit growth in health care costs each year, and there was a high percentage of overweight employees—more than 50%, which was higher than the 31.1% adult obesity rate in Tennessee. “Controlling costs and helping employees on their personal journey to wellness and living healthier was our goal when we started our wellness program in 2008,” Tyler Sanderson, director of Total Rewards at BCBSTN, tells PLANSPONSOR.

NEXT: Creating a culture of wellness

In addition to offering a health assessment, BCBSTN allowed wearing tennis shows in its dress code, employee activities are tracked via an online portal, wellness coaching is offered online and on site, and the company started incenting good behaviors. “It really made wellness a part of what employees do and not just something that happens once per year,” Bass says.

In 2009, the company also put together a different health plan package. “This is when high-deductible health plans (HDHPs) started becoming more popular with employers,” Bass says. “A lot of BCBSTN’s enrollment was in the preferred provider organization (PPO) option, which was a huge cost for the company. The health plan package was restructured to make it more attractive to choose the HDHP option. The company’s theory was that people will take more ownership of costs and what they are paying with more visibility of costs up to the deductible.” Take-up of the HDHP option increased from 10% in 2009 to 38% in 2013.

However, to help employees out, the company offered an employer contribution into a health savings account (HSA) of $750 per year for single, and $1,500 for family. “It was a strong signal that the company is committed to doing what is best for employees,” according to Bass.

At the time, construction of one building to house all Chattanooga employees was in process. Sanderson says the building includes walking work stations, at which employees can plug in their laptop to walk while listening in on webinars, for example. It also includes walking trails both outdoors and indoors and an onsite fitness center right in front. He adds that in the cafeteria, healthier choices are the most economic for employees. “We are giving folks choices and education to help them make healthy choices,” he says.

A BCBSTN employee told PLANSPONSOR, “If we did not have a gym on campus, I would not work out. Because we do, I go down on lunch break and get on the treadmill, or I can jog outside. Workout facilities are accessible, and the staff in the gym are knowledgeable.”

NEXT: Small steps, big results

In 2010, BCBSTN introduced its Actiped program. Every employee was given a free pedometer and the company introduced an incentive program. A website tracks how many steps they have and how they are on-track to reach their goals. Employees receive points for steps and for doing activity inside as well as outside of the work-based wellness program, such as participating in Weight Watchers, dong group exercise at gyms, and participating in marathons, Bass explains. These points translate into dollars, and the maximum incentive is $200 per quarter. “For example, if employees take 40,000 steps per quarter, they get 10 points, outside events are 15 points each, and if they go to all onsite fitness classes, they can get 200 points.” Health coaching and watching educational videos also earn points.

BCBSTN encouraged each employee to set a goal of 10,000 steps per day, but what it found is that even moderate walkers (those who completed less than 5,000 steps per day) created big results. About 67% of employees participate in the Actiped program, Sanderson says. When the company looked at average claims costs of non-participants, it was $520; for moderate walkers it was $377, and for those who recorded more than 10,000 steps per day it was $155.

“This shows you don’t have to make huge strides, just moving is what it’s about,” Sanderson says. In addition, participants had fewer emergency room visits and inpatient hospital stays, and their body mass index (BMI) was lowered. And, as if walking was making employees want to be healthy in other ways, participants reported a likelihood to smoke was less and to eat the recommended amount of fruits and vegetables.

Bass notes that normal activity among participants was about 2,500 steps a day, but even that was enough to see benefits. “It is a lesson for other employers to set small, achievable goals in their wellness programs. I’m sure they would love to have all the other bells and whistles—a cafeteria, a fitness center—but they can get results by doing something as simple as encouraging employees to walk,” she says.

NEXT: Results of overall wellness program

Since starting its wellness program in 2008, BCBSTN has been able to keep its costs fairly neutral—going from double-digit cost increases each year to a flat trend by 2012. The company also measures the return on investment (ROI) of its wellness program, something surveys have found only about one-quarter of employers do.

Bass says the company measures costs per member per month (PMPM) and has found members who do not do any components of the wellness program cost $476 PMPM; those who do at least one component cost $354 PMPM; two components lowers the cost to $260 PMPM and three lowers cost to $241 PMPM. “Again, this shows a little extra makes a big difference for both employers and employees,” she notes.

BCBSTN also measures employee engagement with the wellness program. In 2008, 26% participated in the wellness program; currently, 98% participate—an impressive number, considering most employers cite participation as the biggest wellness program challenge. According to Sanderson, communication is the top reason for such a high participation rate, followed by the incentives. One of the things the company does to motivate employees to participate is to promote the success stories of people losing weight, Bass adds. Life-sized posters, with a summary of an employee’s story and before and after pictures, are placed in the gym.

Sanderson says employees have reported a 56% improvement in their activity levels; 26.7% quit smoking; and nearly 47% improved their nutrition. Today, only 6% of BCBSTN employees are smokers. However, although their health was getting better, employees continued to report high stress.

So, the company has been working in the last year and a half to alleviate stress by offering yoga classes and massages with costs supplemented by the company, as well as adding a financial wellness program. Employees can learn how to budget and how to utilize all the resources and benefits offered by BCBSTN. The Foundation for Financial Wellness, a nonprofit organization based in Colorado, helped the company implement its financial wellness program.

“Like most things in life, this is a journey,” Sanderson says. “It’s not something for which employers will have a positive ROI in the first year. But, what we see is satisfaction and engagement of employees, and that’s a very tangible and important outcome of wellness programs.”

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