1. Case Processing. The Corporation's principle objective for 2. Contingent Employer Liability Insurance. The development of an In order to mitigate the financial impact of any uncertainty as Discussions concerning program objectives and requirements will continue with employers and employee representatives. In addition, contact with private insurers will continue in an effort to determine their financial capability and future involvement in the program. 3. Alternate Premium. A third major effort, already underway, is development of alternate premium proposals for the basic insurance program. Such a premium, if approved, would apply to plan years beginning on or after September 2, 1976, as permitted by Section 4006 of ERISA. Present efforts have focused on policy and legal issues involved in developing equitable rate structures that satisfy income needs. The possibility of adopting a premium which can be calculated without detailed current actuarial information in order to ease the administrative burden on small plans is being considered. 4. Determination of Employer Net Worth. Section 4062 establishes the maximum employer liability for unfunded guaranteed benefits as 30 percent of net worth determined on a basis chosen by the Corporation as best reflecting the current status of the employer's "operations and prospects." This differs from the more customary "book value" method which does not consider an employer's prospects. The prescribed approach requires development of new policies and concepts. A regulation is expected to be issued in proposed form in February 1976, detailing and inviting comments on the Corporation's methods for determining net worth. 5. Coordination with Other Agencies. The Corporation is continuing to work closely with the Department of Labor and the Internal Revenue Service to avoid duplication and to minimize the administrative burden of reporting requirements and to coordinate policies and procedures regarding plan terminations. An important objective involves the development, with the Internal Revenue Service, of interagency procedures for the treatment of partial termination of plans, plan mergers and consolidations, and transfers of plan assets. Coordinated procedures must also be developed with the Internal Revenue Service and the Department of Labor to obtain the verification of the universe of approximately 120,000 defined benefit plans and the review of new plan applications to determine coverage and compliance. Criteria for identifying plans which represent a potential significant liability to the PBGC are being studied to establish systems for early interagency determinations with respect to such plans. 6. Computer Systems. The design of computer software, and related forms and procedural manuals, will continue to be of high priority. In the area of actuarial support, software will be developed if possible, which will allow: (a) a continuous updating of PBGC valuation factors and close-out rates to keep them consistent with current market trends and conditions; and (b) an automated allocation of plan assets. The initial computer systems for processing premiums will be the timely identification of over- and underpayments and the resulting 7. Financial Management. With advice from the Advisory Committee and the recently established Investment Panel, the Corporation has devised a strategy for managing the assets of plans terminating with insufficient assets. That strategy includes the selection of a custodian bank and a number of investment management organizations to assist PBGC in controlling the assets of small, insufficiently funded terminating plans which will be held in a commingled trust account. With this approach, the earnings on assets can be optimized and the trustee related costs minimized through economies of scale. These investment management organizations under contract will have the responsibility to manage the assets allocated to their supervision in accordance with the goals and objectives mutually agreed upon by the money management organizations and the Corporation. At the outset of the program, there will be three money managers: fixed income manager and two common stock managers. One common stock manager will concentrate on growth stocks. The other equity manager will apply his expertise to the management of a portfolio of common stocks, the characteristics of which are predominately not analogous to the characteristics of "growth stocks. This diversification is for the purpose of assuring that PBGC will decrease its vulnerability at any given time to the same market valuation influences. As assets accumulate over time, the Corporation will consider adding additional money managers when it appears to be in its advantage to do so. a An additional element of the investment management system will be The final elements of this system provide for the use of a performance measurement organization and a transaction audit organization. These organizations, chosen from the private sector of the investment community, will be under contract to assist the Corporation staff in measuring relative performance to like pools of assets with like risk criteria and size, and the review of transactions as reported by the custodian 8. Benefit Payment System. Apart from the computer system, ... H. FISCAL YEAR 1976 REAPPORTIONMENT Principally because of a four-fold increase in pension plan terminations over the level on which the Corporation's budget was based, PBGC requested a reapportionment from OMB. OMB approved an increase of $5,435,000 over the Corporation's original FY 1976 budget of $9,337,000 increasing the FY 1976 apportionment for administration to $14,772,000. This new funding level supports an increase of 162 positions over the original FY 1976 ceiling of 305. The new ceiling is thus 467. I. BASIS FOR THE FY 1977 BUDGET The major justification supporting PBGC's increase in approved budget levels for FY 1977 is the above mentioned upswing in the Corporation's primary workload factor, plan termination notices, which, at the time of OMB action, were being received at three to four times the annual rate upon which PBGC's initial planning estimates were based. Actual experience to date is shown in Figure 3 and a longer range projection of terminations is illustrated in Figure 4. The most recent experience plotted on Figure 4, i.e., actual termination notice activity for October-December, 1975, was not considered by OMB in setting the FY 1976 and FY 1977 budget levels. Before we conclude that it will impact on budget requirements, we must complete an analysis of the make up and reasons for this unexpected workload. Figure 5 illustrates that based on what our long-term assumptions were at the time of budget development, we considered the projected downturn in terminations to avoid overstaffing for future requirements. |