Recent Proposals to Reform Social Security

The options to reform Social Security will have to become more dramatic the longer Congress waits.


With the report last week that the Social Security Administration’s Old-Age and Survivors Insurance Trust Fund will become insolvent in 2033, a year earlier than projected last year, a few notable reforms to the social insurance program have been proposed this Congress to try to address the problem.

The Social Security Expansion Act, sponsored by Senators Bernie Sanders, I-Vermont, and Elizabeth Warren, D-Massachusetts, would create a special investment tax of 12.4% for individuals with $200,000 or more in income and tie Social Security to the Consumer Price Index -E, a measure of inflation that is weighted for the spending habits of the elderly. Lastly, it would increase the Special Minimum Benefit to 125% of the poverty line. The chief actuary for the trust fund estimates this would keep Social Security solvent until 2096.

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A second bill, proposed by Senators Susan Collins, R-Maine, and Sherrod Brown, D-Ohio, called the Social Security Fairness Act, would repeal the Government Pension Offset and the Windfall Elimination Provision, provisions passed in 1979 and 1983, respectively, which reduce Social Security benefits for some workers receiving a public sector pension.

Social Security solvency decreased last year primarily due to inflation, which was higher than expected, and caused an 8.7% CPI adjustment to benefits, when only a 3.8% adjustment had been projected.

Andrew Biggs, a senior fellow at the American Enterprise Institute, remarked that the reforms made to Social Security in 1983 are minor compared to the ones that would need to be made today and also said many of the “easier options” have already been taken, when speaking at a panel hosted by the Committee for a Responsible Federal Budget on Tuesday.

The 1983 reforms included the windfall provision (which the Social Security Fairness Act would repeal), making some Social Security benefits taxable income and increasing the full retirement age from 65 to its present level of 67 over a 22-year period.

Going beyond the proposed bills, Biggs recommends capping the maximum benefit, now approximately $43,000. He says this is not “a real fix” but would help plug the gap without compromising retirement security.

Biggs also cautioned against various means-testing fixes, like removing the cap on income subject to Social Security payroll taxes, without also increasing program benefits to high earners. He said that because those changes could cause Social Security to be perceived as unfairly favoring people with fewer resources, or as a “welfare” program, which could reduce political support for it.

The CRFB offers an online calculator that allows people to plug in various possible Social Security reforms to try to fix the program. Some of these reforms include more common proposals such as raising taxes, reducing benefits on high earners and increasing the retirement age. It also includes some more esoteric ones, such as indexing the retirement age to longevity and reducing CPI calculations.

As things currently stand, after the OASI becomes insolvent, benefits will be paid out on a cash-flow basis and would be reduced to approximately 77% of what they would be if the fund were solvent. Those who are currently 57 would be at full retirement age just as this happens, and this would significantly decrease the retirement security and complicate the retirement planning for many.

Additionally, since Social Security benefit payments would be directly tied to cash inflows, a recession or other increase in unemployment could trigger a sudden further decrease in payments. This could have the effect of further reducing consumer spending by Social Security recipients as their income drops, which could deepen and prolong a recession occurring after Social Security became insolvent.

The Social Security Trust Fund Report strongly recommended that any reforms to Social Security be made sooner rather than later. The report noted that any large changes would take time for the trustees to implement and for recipients to learn about and adjust to. It also explained that increases to taxes and/or reductions in benefits would be less painful if done quickly, because those revenue-balance changes would be in place for longer. Put another way, changes made closer to the insolvency date would have to be more dramatic than any changes that can be made today.

Plan Sponsors Say They’re Seeking “Soft Skills” From Advisers

A panel of plan sponsors note both tangible and intangible traits they seek in retirement plan advisers.


A panel of plan sponsors in industries ranging from manufacturing to tech noted the value of intangible skills and traits from retirement plan advisers at a National Association of Plan Advisors panel on Monday. The skill described ranged from showing empathy and understanding of their workforce to giving time to human resource teams.

“I really assess the soft skills—your communication, your relationship-building, all those key pieces,” Gabrielle Turner, director of human resources for North America for TCL Communications, told a room of plan advisers. “We all discuss how the HR role has changed tremendously over the past few years [due to COVID.] … My challenge to my adviser is to be someone who cares and who makes a positive impact alongside me.”

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Turner and other HR leaders and executives stressed the need for advisers to go beyond basic plan information and knowledge.

Paul Dennis, chief financial officer for Weber Metals Inc., said he has gone through three advisers in recent years while looking for the right fit. One of them “just didn’t care as much about my employees as I did, so it didn’t work,” Dennis said. From there, he moved on to an adviser he knew, but who, as the business grew, wasn’t able to grow with it. Finally, he settled on his current adviser, who shares his “passion for my employees.”

Tenure Matters

Amanda Peterson, senior director of people operations for Auction.com, said she puts real value on the plan adviser relationship as, over time, they provide institutional knowledge and value.

“They know the history of how things came into the plan and why changes were made, or not made,” she said.

The HR leader said that, when she joined her current firm, she relied on her adviser to get her up to speed on the company’s policies, as well as to discuss areas in which they could improve.

“I didn’t have institutional knowledge, but I knew our adviser had a long-term relationship, so it was a matter of asking him about where we were in the past and where should we go,” she said. “It has been wonderful to get that feedback and bring me down the right path.”

Currently, facing anticipated changes like market volatility and the effects of the SECURE 2.0 Act of 2022, there are a lot of stresses for HR departments, particularly decisionmaking about employees and the retirement plan. Peterson said she relies on her adviser team to guide her department through those issues, and she puts trust in their capabilities.

“Any challenges, such as regulatory changes—I don’t go into a panic, because I have people who are going to tell me what I need to know and also give me the flexibility to do what’s right for our companies and our employees,” Peterson said.

The Personal Touch

Turner said she, as an HR lead, looks for an adviser who is present for not just her, but for her employee base as well. As people return to the office, she wants to see her adviser team there to meet with participants in person.

“My goal is to create the moments we have to meet with our adviser,” she said. “I want unique experiences for employees, where we can be having conversations with them at different moments of their life.”

Turner said she meets employees individually to discuss their benefit packages and how they can best take advantage of the offerings. She believes advisers can play a key role by getting in front of employees when they are going through life events such as marriages, having kids and buying a home, or when they could use advice on how to manage things such as bonuses.

“For advisers, how can we take advantage of those moments?” she said. “Owning those moments is huge.”

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