CalPERS Reports 11.2% Return for Fiscal Year 2017

Portfolio gains led by public equities, which returned nearly 20%.

The $344 billion California Public Employees’ Retirement System (CalPERS) reported an 11.2% net investment gain for the Public Employees’ Retirement Fund (PERF), and an increase of more than $24 billion in assets for the fiscal year ending June 30, 2017.

CalPERS attributed the double-digit returns to strong financial markets, as the portfolio was led by its public equity program, which returned 19.6% for the year. Private equity also buoyed the portfolio, delivering a 13.9% net return, followed by real assets, which returned 7.4%. It also reported three-, five-, and 10-year returns of 4.6%, 8.8%, and 4.4%, respectively.

Investment assets stood at $326.4 billion for PERF, which had a funding level of 68.3% as of June 30, 2016. CalPERS said that as a result of the discount rate change from 7.5% to 7% through the three-year phase-in, the PERF funded status is estimated to be 68% as of June 30, 2017. This estimate assumes a 7% discount rate that will be in effect in fiscal year 2019-20 for the state, and fiscal year 2020-21 for schools and public agencies.

“We have a clear plan forward to ensure long-term sustainability of the Fund and to increase our funded status, but it will take time,” said CalPERS CEO Marcie Frost in a statement. “Our plan to raise the funded status is built on three strategies: addressing financial challenges, operating our organization as efficiently as possible to contain costs, and following sound investment principles.”

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In late 2016, the CalPERS Board voted to lower the discount rate for the PERF from 7.5% to 7.0% over the next three years. The move “was done to give employers more time to prepare for the changes in contribution costs,” wrote CalPERS CIO Ted Eliopoulos in the fund’s comprehensive annual financial report. “While this means many employers and employees will see increases to their costs, it also brings the PERF more aligned with what CalPERS can responsibly assume to return from our investments over the longer term.”

The one-, three-, five-, and 10-year returns for public equity are 19.6%, 5.3%, 11.6%, and 4.4%, respectively, while the one-, three-, five-, and 10-year returns or private equity are 13.9% 8.1%, 11.5%, and 9.3%; and the one-, three-, five-, and 10-year returns for global fixed income, and real assets is 0.3%, 3.5%, 3.4%, and 6.5%; and 7.4%, 8.6%, 10%, and (0.9%), respectively.

CalPERS also reported that as of June 30, 2017, the asset allocation for PERF was 48.3% in global equity, 19.4% in global fixed-income, 11.2% in real assets, 8.0% in private equity, 7.8% in inflation assets, 4.8% in liquidity, and the remaining 0.5% was allocated to “Total Plan Level,” which includes multi-asset class, absolute return strategies, transition, and plan level portfolios.

The PERF said it paid $21.4 billion in annual pension benefit payments to nearly 670,000 retirees and beneficiaries—an increase of 3% from the previous fiscal year’s total of nearly 650,000 retirees and beneficiaries.

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Mercer: Firms Must Evaluate and Adjust to the Shifting Landscape

White paper outlines key areas of focus for wealth managers in 2018.

Wealth management firms need to evaluate and adjust to the shifting landscape as economic, political, and other factors affect markets and investment outlooks, according to a white paper from consulting firm Mercer. In the paper, Mercer offers eight areas of focus for firms to consider in the coming year.

The key areas for 2018 include:

Communicate Investment Beliefs

Establishing and communicating investment beliefs is critical for maintaining relationships with both internal and external stakeholders. Communication channels should be evaluated for effectiveness across different client segments. Digital interfaces are now considered standard, so firms that do not employ them are encouraged to develop them.

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Find a Governance Structure that Fits

Governance for advisor-driven models should keep an advisor “on track” in his/her recommendations to clients. Firms with more of a centralized model should ensure that there is a “credible challenge” process in place, and that the right stakeholders are involved.

Monitor Your Rep-as-PM Program

Over the last five years, the registered representative as portfolio manager (Rep-as-PM) segment has grown significantly, signaling both opportunities and challenges to firms and investors. However, the programs also have potential to present risk challenges to a firm since more clients are invested in a model portfolio that the home office may not have fully vetted. Firms are developing programs to both vet new Rep-as-PMs and provide increased monitoring and support to help manage investor and firm risks.

Optimize Through Partners

Firms are best served by focusing on their competitive advantages, and sourcing other duties to partners. This could mean working with technology firms for some middle- and back-office functions, or partnering with a firm to provide investment management capabilities while advisors focus on client service development. When selecting a partner, firms are advised to complete investment and/or operational due diligence, including reviewing potential cybersecurity risks.

Seek Alpha Via ESG

Environmental, social, and governance (ESG) increasingly is being perceived as a strategic, long-term investment expected to yield more alpha over time. For advisors and investors, strong investment options exist in many asset classes.

Implement Risk-Reducing Strategies

With equity valuations reaching new highs, investors should be strategizing how to mitigate market risks for their portfolios. Liquidity and ongoing rebalancing may provide the optimal investment structure moving forward for some. For others, alternative investments such as option overlay and/or hedge fund strategies may be appropriate. Greater analysis and understanding of clients’ overall factor exposures are critical. 

Consider Broader Mandates

Allowing for broader, more global mandates can increase a manager’s available opportunity set and allow them to make tactical decisions between geographies or asset classes. Providing portfolios with broader mandates is consistent with the belief that tactical/dynamic decisions can add value and that managers are closer to the market and thus can more quickly act on market dislocations.

Improve After-Tax Returns

Implementing strategies designed to drive “tax-alpha,” such as digitally enabled tax-loss harvesting, have the potential to improve after-tax returns, while maintaining a client’s target risk profile. Recent enhancements in trading and digital portfolio analysis can allow wealth managers to apply quantitative techniques to client portfolios in a highly scalable and cost-effective manner that can have a significant impact on after-tax returns.

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