Latino Workers Need Far Better Access to DC Plans

Working in collaboration with Hispanic civil rights and advocacy organization, the National Institute on Retirement Security has published a detailed analysis of the challenges facing Latino workers in the U.S. as they save and invest for retirement.

A new report published by UnidosUS and the National Institute on Retirement Security, “Latinos’ Retirement Insecurity in the United States,” examines the disparities in retirement readiness found between working Latinos aged 21 to 64 and other racial and ethnic groups in the U.S.

Authors of the paper include Jennifer Brown, a senior economic policy adviser at UnidosUS (formerly the National Council for La Raza), and Diane Oakley, executive director of the National Institute on Retirement Security leading the organization’s research, education and strategic planning initiatives.

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For context, the report cites U.S. Census Bureau statistics estimating that by 2060, the Latino population will number 119 million and will account for approximately 28.6% of the U.S. population. Additionally, according to figures from the U.S. Administration on Aging, the Latino population that is age 65 and older will number 21.5 million and will comprise 21.5% of the population by 2060.

According to Brown and Oakley, access and eligibility to an employer-sponsored retirement plan remains the largest hurdle to Latinos’ retirement security. The authors find the retirement plan participation rate for Latino workers (30.9%) is about 22 percentage points lower than participation rate of white workers (53%). Brown and Oakley attribute this to the fact that Latinos face higher access and eligibility hurdles relative to other groups.

According to Brown and Oakley, when Latino workers have access and are eligible to participate in a plan, they show slightly higher take-up rates when compared with others races and ethnicities. At the same time, for working Latino individuals who are saving, their average savings in a retirement account is less than one-third of the average retirement savings of white workers. Overall, less than one percent of Latino workers have retirement accounts equal to or greater than their annual income.

Older and younger generations both face challenges

According to the report, Latinos and Latinas of all ages face challenges in saving for retirement.

“Older Latinas especially experience difficulties in making ends meet without income from wages,” the report says. “Without income from work, many Latinas age 65 and older would not be able to afford basic expenses. Older Latinas also face poverty rates three times higher than older white women, and one in five Latinas over the age of 65 live in poverty.”

Millennial Latinos and Latinas also face significant challenges in saving for retirement, the report says, given that 83% of working Millennial Latinos had nothing saved for retirement as of 2014. Among those with access, only 19.1% of Millennial Latino men and 22.5% of Latinas participated in an employer-sponsored retirement savings account.

According to Brown and Oakley, in addition to having the lowest level of access to employer-sponsored retirement plans, Latinos also have the lowest rate of eligibility for the retirement plans offered by their employers.

“This could be due to the fact that many Latinos have not worked for their employer for one year, work part-time, or are under the age of 21—making them ineligible to participate in a retirement plan,” the paper says. “Among Latinos with access to a retirement plan, only 60.3% also meet the eligibility requirements set by employers, compared to higher retirement plan eligibility rates for all workers (72.9%), whites (76.1%) and all non-white workers (65%).”

Solutions from employers and policymakers

The report indicates several policy options that would greatly benefit Latinos.

First would be to expand plan eligibility for part-time workers, given that top reason that Latinos did not have retirement savings was that they worked part-time.

“Allowing part-time workers the ability to participate in employer-sponsored retirement plans would greatly increase the number of Latinos that could save in a retirement plan,” Brown and Oakley argue.

Another solution, easier to effectuate but likely less effective, will be for employers to promote the Saver’s Credit. As the paper explains, the Saver’s Credit is a non-refundable income tax credit for taxpayers with adjusted gross incomes of less than $31,500 for single filers and $63,000 for joint filers.

“Given that the median household income for Latinos was $46,882 in 2016, a large number of Latino households would qualify for the Federal Saver’s credit if they saved for retirement,” the report says. “By further promoting the credit, many more Latino households could be rewarded for saving for retirement.”

Finally, Brown and Oakley urge the further development of state-based retirement savings plans for private sector workers who otherwise lack access to tax-qualified savings opportunities at work.

In 2014, an estimated 103 million Americans between 21 and 64 did not have access to an employer-sponsored retirement account,” the report says. “In response to this gap, a number of states have enacted state-sponsored retirement savings programs that automatically enroll individuals into a plan if they are not covered by an employer-sponsored plan. For Latinos, these plans are especially important.”

According to the report, state-backed retirement savings plans can assist with providing low-cost retirement products to working Latinos who are not covered by a workplace retirement plan, helping to alleviate the current retirement savings crisis that Latinos face.

LPL Cuts Small Market Platform Fee Amid Competition for Talent

By cutting the fee for its small-plan investment outsourcing solution to 10 basis points, the firm says it will better position its advisers to grow their practices by serving untapped retirement plan markets.

LPL Financial announced enhancements to its Small Market Solution (SMS), including the anticipated integration of several new recordkeepers and a cut in the fee for the investment outsourcing platform from 20 to 10 basis points, effectively in January 2019.

An LPL spokeswoman told PLANADVISER the platform will establish integrations with new recordkeepers in the near future, with the goal of providing more choice to address the needs of advisers and their clients. While she declined to name the new recordkeepers expected to come on board, citing the need to finalize certain details, she said it is expected that two new providers will be added by the end of 2018 and several more throughout 2019. Today, providers linked into the platform include Nationwide, Paychex and Ascensus.

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Reflecting comments made previously to PLANADVISER, Matt Enyedi, LPL Financial executive vice president for national sales and consulting, said the firm is continuing its overall effort of better allowing advisers to leverage LPL’s centralized resources in order to focus more on the relationship management role, and to expand the sizes and types of clients LPL-backed practices can effectively serve.

According to LPL leadership, there are a lot of retirement plan clients who want a pure 401(k) specialist who will directly act as a fiduciary investment adviser—but there are also still common situations where the need is not as great for, say, a small plan client to work with a pure 401(k) specialist. Advisers in this position can outsource a small plan’s investment management work to LPL via SMS, while they continue to do their job of working with the client to set goals, compare strategies and measure progress.

From LPL’s perspective as a broker/dealer, the priority is to create an advisory support solution that will not just be focused on a few hundred specialists in its formal “Retirement Partners Consulting Program (RPCP).” The leadership instead wants to deliver something that is available to advisers across the enterprise and that leverages the firm’s scale.

For context, the LPL RPCP specialist structure allows advisers to serve along the lines of the traditional rep-driven model, where they are the lead fiduciary taking more direct care of client portfolios. But with moves like the SMS fee cut, the firm has also been building out capabilities on the other side, again because there are a lot of advisers that want to take a centrally managed, outsourced approach to steering retirement plan client portfolios. In the wake of the defeat of the DOL fiduciary rule expansion, they see this as a turnkey way to serve retirement plans without dramatically increasing fiduciary exposure or client service workloads.

Alongside the fee reduction, LPL is also increasing the resources and support available to advisers regionally. LPL will double the number of regional workshops offered to specialist advisers, increasing access to education, insights and best practices that can help them grow their business. Four new regional consultant positions have been created so that more advisers can take advantage of the retirement plan tools, resources and expertise available to help them grow.

LPL evolution continues as industry advances

It was less than two years ago that high-level staffing changes were announced at LPL, to the effect that David Reich, former head of the Retirement Partners Group, was leaving the firm. Before that point, LPL had structured its specialized clients (including retirement plans), high-net worth, insurance, and trust businesses in a way that delivered siloed support to advisers serving these niche markets. Coinciding with Reich’s departure, the firm began an effort to unify these groups into one common entity that would provide sales and support across all advisers and institutional clients.

At the time, an LPL spokeswoman told PLANADVISER that doing so would “create increased awareness and greater access to the depth and breadth of resources and expertise LPL has available to support advisers.”

She said the firm was taking action because its executives believed unifying business units to deliver a full suite of specialized services and resources would help its advisers grow their businesses and would be a differentiator in the market. While competitors raised questions about the strategy, LPL leadership for its part said the firm would remain fully committed to each of these areas of business, including retirement plans.

“The integrated approach enables us to move our business forward in a way that aligns with the direction of the industry, and provides us the opportunity to deepen the value we deliver to our advisers,” the spokeswoman said.

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