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Tuesday, June 12, 2018

James Kelley, President, Strategic Benefit Services, Joins the Retirement Advisor Council

Strategic Benefit Services (SBS) is pleased to announce the appointment of James J. Kelley, President, to the Retirement Advisor Council, effective January 1, 2018.

The Retirement Advisor Council is a national organization that advocates for successful qualified plan and participant retirement outcomes through the collaborative efforts of experienced, qualified retirement plan advisors, investment managers, and defined contribution plan service providers. To advance its mission, the Council undertakes initiatives in the areas of research, public relations and promotion, public education, regulatory positions, and practice management. The Council accomplishes this mission by:
  • identifying duties, responsibilities, and attributes of the professional retirement plan advisor;
  • sharing professional standards with plan sponsors who are responsible for the success of their plans; 
  • providing collective thought capital to decision makers, product providers, legislators, and the public;
  • giving voice to the retirement plan advisor community; and
  • offering tools to evaluate advisors to ensure the quality of services provided.

Wednesday, June 6, 2018

Strategic Benefit Services Adds New Leadership to Retirement and Employee Benefits Portfolios

Strategic Benefit Services (SBS), an industry leader that has provided for more than 45 years trusted advisory services, retirement plan offerings, and best-in-class employee benefits products, recently hired three new executives to expand its retirement and employee benefits portfolios.

“SBS is building our team with uniquely talented individuals who bring years of industry experience,” said James J. Kelley, SBS President. “SBS builds real relationships with our clients by investing in a team of professionals who use their expertise to bring successful outcomes.”

David S. Bard, Manager, Client Relationship Management and Consulting, is responsible for client servicing, retirement plan consulting, and new business development. Avon M. Scherff joined SBS as the new Director of Employee Benefit Services. Laura A. Sausville joined SBS as a Sales Account Executive responsible for new business development of group employee benefits.

Tuesday, May 29, 2018

4 Key Benefits of a Strong Financial Wellness Program

Financial wellness is achieved when people can confidently manage their daily finances (budgeting and debt elimination) while successfully meeting both short- and long-term savings goals (emergency reserves, specific purchase, college savings, and retirement).

Why is Financial Wellness Important to Plan Sponsors?

When designed properly, financial wellness programs can help employers enhance their benefits packages and realize significant cost savings by helping employees retire on time, be more productive, and enjoy better health.
  1. Recruitment and Retention - Employers are constantly competing to attract and retain talent. Employees, especially millennials, seek valued benefits from their employers. In a report by PricewaterhouseCoopers (PwC), a survey of 1,600 workers found that 76% of millennials say they have used and value the services their employer provides to assist them with their personal finances, and 62% say their loyalty to their company is influenced by how much the company cares about their financial well-being. Financial wellness programs are seen as a desirable benefit that can minimize turnover and foster loyalty. Many employers believe “it’s the right thing to do.” 

Wednesday, May 23, 2018

Can You Invest Your Way to Plan Termination?

Some interesting dynamics have been developing in the retirement industry with respect to defined benefit pension plans.  Most plan sponsors that have maintained these plan types have either suspended or frozen them.  This has been an effort to reduce/control their liabilities and funding obligations and to better respond to a younger workforce by replacing defined benefit plans with defined contribution plans.

For many sponsors, the strategy was to simply look to positive investment returns to “close the gap,” expecting that assets would grow faster than liabilities, creating a positive scenario that would reduce the cash contribution requirements and lead to eventual plan termination.  Unfortunately, this has not happened.

Just prior to the dramatic economic downturn in 2008, many plans enjoyed a funding ratio in excess of 100%.  Following the downturn, plans’ funding ratios dropped precipitously.   As we all know, the market then proceeded to experience an historic run through 2017.  The following chart of a survey conducted by Milliman of the Top 100 Defined Benefit Plans illustrates that funding ratios have remained stagnant since 2008, at 80% or below, even with the significant market upswing.

So what happened?  

All sponsors of frozen plans knew that liabilities would increase even though benefit accruals were fixed.  This would be due to simple aging of the participant population―generally, very manageable.  Combined with this historic investment performance over the past ten years, there was an expectation the funding deficits would return to pre-2008 levels.  What was not anticipated was the corresponding increase in “carrying costs” and an extremely low interest rate environment.

These carrying costs included:

  • Pension Benefit Guaranty Corporation (PBGC) premiums;
  • benefit payment expenses;
  • life expectancy changes reflected by stronger mortality tables;
  • increased regulatory complexities;
  • historically low interest rates; and
  • investment management fees.

The single biggest cost increase of those listed has been PBGC premiums.  Since 2012, the fixed premium has risen more than 130% while the variable premium has risen nearly 400%!    It is reasonable to expect more increases in the future as PBGC efficiency declines with the number of covered pension plans.


If the end goal is plan termination, none of these expense increases have helped.  Therefore, the changes we are beginning to see in defined benefit funding are not directed toward investment portfolios but rather toward the concept of pension risk transfer (PRT).  Rather than try to simply offset increasing costs and liabilities with improved investment performance, many sponsors have looked to removing liabilities and costs from the plan.

How is this done?  

Transfer the responsibility for the current and future payment of benefits to a third party, a.k.a. a reputable insurance company.  This not only reduces the sponsor’s liability but as importantly, eliminates PBGC premiums and benefit payment expenses.  Again, if the end goal is plan termination, this ultimately will be the way in which all plan obligations will be satisfied.

Not only could you de-risk current retirees, but terminated vested employees could also be included.  PRT is a multi-step process that takes a series of small steps of planned and coordinated actions over a period of time to minimize liabilities so that when the decision is made to formally terminate, the financial impact has been greatly reduced, if not eliminated, i.e., putting sponsors in a much stronger position to actually terminate with the least possible financial impact.

So at the end of the day, “Can You Invest Your Way to Plan Termination?”  Probably not.  This is not an absolute statement, but seems to be a clear trend based on the experience of the top 100 defined benefit plans in the U.S.  If you accept this as a reasonable position, then the answer lies in what can be done directly by plan sponsors to reach the end goal.  We think PRT is a very viable approach.

To learn more about strategies to help organizations reduce and ultimately eliminate the financial burden of defined benefit pension plans, or to begin talking to a retirement plan advisor, please get in touch by email or by calling (855) 882-9177.

Tuesday, May 15, 2018

Taxability of Disability Benefits

Many employers provide disability benefits to their employees as part of a comprehensive employee benefits package. Disability benefits replace a percentage of pre-disability income if an employee is unable to work due to illness or injury for a specified period of time. Employers may offer short-term disability coverage, long-term disability coverage, or integrate both short- and long-term disability coverage.

Group disability benefits can be structured in a number of ways. The taxability of these benefits generally depends on how the premiums for the coverage are paid. For example, if an employer and its employees split the cost of premiums for disability coverage, and the employees’ premiums are paid on a pre-tax basis through a cafeteria plan, the disability benefits are fully taxable to employees.

This Compliance Overview answers common questions regarding the taxability of disability benefits.