Reducing Employee Panic About Health Costs in Retirement

Separating the amount of premiums and out-of-pocket expenses can help employees see more realistic expenses to plan for than a huge lump-sum number.

Those planning for retirement have anxiety about future health care costs. It’s understandable when estimates are provided for a total amount of costs during retirement—Fidelity estimates a 65-year old couple retiring in 2019 can expect to spend $285,000 in health care and medical expenses throughout retirement.

But, a report from T. Rowe Price contends it’s more practical to look at health care as an annual expense incurred over 20 to 30 years than as a lump sum. “For example, a couple might spend a total of $86,000 for cable TV in retirement. But when budgeting, they’d consider it a monthly expense of about $150, not a single large payment. The same holds true for health care,” says Sudipto Banerjee, Ph.D., senior manager, thought leadership, T. Rowe Price, in the analysis.

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He says lump-sum estimates are not very helpful for individual retirement planning. “There are embedded health insurance coverage assumptions in most of these calculations. Health insurance coverage varies significantly for retired Americans, even under the broad umbrella of Medicare. It is not clear if any particular type of health insurance coverage can be termed as ‘typical,’” Banerjee says.

Premiums are relatively stable at the individual level, but out-of-pocket costs are more uncertain and, as a result, account for most of the variation in health care expense projections. The article notes that premiums also constitute the bulk of their health care expenses for the majority of retirees—about 75%. “As a result, for most retirees, a large chunk of their annual health care costs is predictable and can be easily planned for, a fact masked by the combined lifetime health care cost estimates,” Banerjee states.

He points out that it is hard to build a financial plan around a lump sum since health care expenses are not incurred as a lump sum, and it is not clear how such information can be used to plan for retirement health care costs. Using the example of a hypothetical 65-year-old couple who needs $300,000 to fund their health care costs in retirement, he queries, “How should they go about it? Should they set aside $300,000 from their retirement savings at age 65 to meet their future health care cost needs? If so, how should they allocate the sum between savings and investments? And what if they only have $280,000 in retirement savings? Does that mean they have no chance of affording their projected health care expenses? And if they should not set aside the $300,000 as a lump sum, how much do they need at age 65, 75, or 85?”

The article suggests framing health care costs in retirement should be based on (at least) three factors: Annual costs; type of health insurance coverage; and separation of premiums and out-of-pocket expenses. “Premiums, similar to other monthly expenses, like a cable or utility bill, are often paid from monthly income. On the other hand, out-of-pocket expenses are much more likely to be funded from savings,” Banerjee says.

He notes there are a host of other factors (income, age, health status, marital status, state of residence, etc.) that can be added to personalize the planning experience for individuals. But, since it is not always possible to reliably estimate retiree health care costs using all these factors, the three-factor approach is a reasonable basic framework to estimate health care costs in retirement.

“If premiums are a fixed month-to-month expense item, they are no different than rent or a cable bill. So, like those other items, premiums should also be funded from the regular stream of monthly income. Doing this helps retirees form a more accurate monthly budget, which in turn helps to create a better income plan,” Banerjee suggests.

On the other hand, non-routine out-of-pocket health care expenses are likely to be funded from a pool of liquid assets (savings). “A realistic estimate of such expenses could help retirees to plan how much in liquid assets they should hold at any point in time to meet their health care cost needs,” Banerjee says. “We suggest maintaining a liquid fund, like a savings account, with enough money to meet out-of-pocket expenses. Replenished annually, this fund can help retirees cope with out-of-pocket uncertainties.”

The huge numbers often reported are usually skewed by an unfortunate few who pay very high expenses over a long period, but that won’t be the case for most retirees, he points out. His study found half of retirees who have traditional Medicare (Parts A and B), a prescription drug plan (Part D) and Medigap will spend less than $1,110 a year on out-of-pocket expenses. Only one in 10 will likely spend more than $4,500, and, and it’s unlikely they’ll keep paying that much over the rest of their lifetime.

Employers and advisers can replace employees’ panic with a prudent plan. Start by presenting health care expenses rationally, as a combination of predictable monthly expenses (insurance premiums) that can be budgeted for, and less predictable expenses (out-of-pocket) that can be managed from savings, Banerjee suggests. Next, emphasize careful consideration of Medicare options, comparing premiums, coverage and out-of-pocket expenses. Finally, suggest keeping a liquid cash reserve to help cover unpredictable expenses, replenishing it each year based on the previous year’s expenditures.

The report, “A New Way to Calculate Retirement Health Care Costs,” may be downloaded from here.

Barry’s Pickings: Meaning for DC Plan Participants of Decreases in Interest Rates

Michael Barry, president of O3 Plan Advisory Services LLC, explains how, in the long run, decreases in interest rates drive up costs for DC plan participants to provide themselves retirement income.
Art by Joe Ciardiello

Art by Joe Ciardiello

The last time I wrote about them, medium- and long-term interest rates were about 50 basis points higher than they are now. That was two months ago.

If you think about retirement income as an in-kind benefit, the cost of, e.g., providing $1 of retirement income to a 40-year old went up around 17% in the last two months.

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In a corporate defined benefit (DB) plan, this increase in cost is generally (and with a lot of smoothing thrown in) made explicit under generally accepted accounting principles (GAAP) disclosure rules. How is it reflected in a defined contribution (DC) plan?

DB plan sponsors carry three major types of risk—interest rate, asset, and mortality. In a DC plan all three of these risks are transferred to the participant. The significance of this transfer is, with respect to the latter two (asset and mortality (aka “longevity”) risk), relatively intuitive. We all generally understand that in a DC plan the participant is on the hook for asset performance and should somehow hedge against “living too long.”

But what happens—in the shift from a DB to a DC retirement savings model—to interest rate risk? The answer to that question is interesting and a little confusing, in that it points in many different directions at once.

The multiple functions of interest rates

Let’s begin with the fact that interest rates and investment returns are connected, and in more than one way. First of all, interest rates are, among other things, just another form of investment return, which can make treating them as a separate sort of risk a little confusing.

Second, interest rates are a proxy for certainty, in two dimensions. For a corporate DB plan, e.g., they represent a way of (more or less) definitely calculating the value of the DB liability on the firm’s books. Hence their utility as the most transparent version of the plan’s cost to the firm.

But they also are the market return available to an individual who prefers certainty to risk.

Third, changes in rates (holding other variables constant) have a direct effect on equity valuations, more or less on the same principle by which they affect DB plan liability valuations. For instance, a decrease in interest rates will result in an increase in the value of a firm’s stock and (more generally) in the value of the S&P 500.

Fourth, they (fundamentally) reflect the relative supply of lenders/demand for credit and as such are an index of the market’s view-of-the-future. If it’s not clear: very low interest rates reflect a belief that there won’t be a lot of growth in the future.

Fifth, to some extent—I would argue only to a very limited extent and generally only with respect to short-term rates—they reflect central banking (in the U.S., the Federal Reserve Bank) monetary policy. That is, sometimes changes in some market interest rates may have more to do with what the Fed is doing than with the first four factors I have noted.

Much of the confusion about the effect and “meaning” of changes in interest rates reflects the fact that as the factors described above interact, any given change may be associated with totally different results. The simplest example: a drop in rates is sometimes associated with an increase in equity values and at other times associated with a decrease in equity values (typically, reflecting the market’s differing views of expected future earnings).

In the long run, interest rate declines will affect DC plan participants

So, roughly and with a number of qualifications, a drop in interest rates is going to be associated with a write-up of assets (stock and bonds) and liabilities on the books, and a lowering of future earnings expectations (including returns to stocks) and liability growth.

There is a good argument that a DC plan participant is in a better position to take more risk than a DB plan sponsor is—because the participant does not have to publish financial statements that are constantly updated for losses related to, e.g., decreases in the plan valuation rate or losses on the plan’s asset portfolio, or both. Many participants have available to them “Plan Bs”—such as working longer or living on less—that are not available to a corporate DB sponsor. In other words, a DC participant may have a more elastic preference for risk than a DB sponsor and may be able to move further to the right on the efficient investment frontier as the returns to certainty (that is, interest rates) go down.

But—and this is probably the greatest oversimplification in this article—if interest rates go down and stay down, returns on equities will at some point follow.

Moreover, as an individual/participant/retiree ages, his preference for risk shifts to the left—that is, he is less risk-tolerant. If, as many are advocating, the participant—say, when he retires—annuitizes his DC plan account, then at that point he will have to explicitly reckon with the cost of these lower interest rates.

All of which is a really long way of saying that if the drop in interest rates in the last two months increases the cost of a DB plan sponsor to provide a 40-year-old participant with $1 of retirement income by 17%, it will in the long run drive up the cost of that 40-year-old participant to provide herself with $1 of retirement income from her DC plan account by a similar amount.

The question raised by the July-August declines

As I discussed in my July column, much of this is the result of a worldwide decline in the rate of population increase. Fewer people = less future.

The question which, in one way or another, we are all asking, is at what point will these trends stabilize?

The answer from the interest rate markets is: not yet.

Below is a chart of Moody’s Aa corporate bond rates from their highs in the early 1980s to date.

Sources: https://fred.stlouisfed.org/series/DAAA, https://credittrends.moodys.com/data/bondyields


It seems to me that, looking at this chart, the best Darwinian survival strategy is to think about these rates moving within a window that adjusts over time. So far, that adjustment has been in only one direction: down. If, at any point during the last 35 years, you were assuming that current rates would instead adjust to a (higher) retrospective mean, you would have been wrong.

For the last seven or so years, these rates have been moving inside a 3% to 5% window.


The question, at end-of-Summer 2019, is: are we still operating within the “old” 3% to 5% window, or is that window once again shifting down, to a “new” window with lower rates, e.g., 2% to 4%?

 

Michael Barry is president of O3 Plan Advisory Services LLC. He has 40 years’ experience in the benefits field, in law and consulting firms, and blogs regularly http://moneyvstime.com/ about retirement plan and policy issues.

This feature is to provide general information only, does not constitute legal or tax advice, and cannot be used or substituted for legal or tax advice. Any opinions of the author do not necessarily reflect the stance of Institutional Shareholder Services or its affiliates.

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