Is Bond Fund Misclassification a Serious Problem?

PLANADVISER wades into the tricky and not uncontroversial topic of bond fund classification, or 'misclassification,' as it were.

Art by Guille Manchado


In November 2019, the National Bureau of Economic Research published a paper in its working paper series: “Don’t Take Their Word for It: The Misclassification of Bond Mutual Funds.”

The authors reported key findings that, if presumed to be true, raise some tricky questions for the mutual fund analysis and reporting industry. Specifically, the authors stated that bond fund managers are prone to misclassifying their holdings, to the extent that these misclassifications have a real and significant impact on investor capital flows—and on the amount of risk bond investors are taking.

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The study compared Morningstar bond fund reports with various funds’ actual portfolio holdings, as the authors studied and identified them. The authors found “significant misclassification of fund riskiness across the universe of all bond funds, with up to 31.4% of all funds misclassified in recent years.”

“Many funds report more investment-grade assets than are actually held in their portfolios to important information intermediaries, making these funds appear significantly less risky,” the report warns.

According to the researchers, the purported goal of these misclassifications was to earn a higher credit-quality rating in the oft-consulted Morningstar Fixed-Income Style Box. As an example, if a given fund held mostly BB-rated bonds, this would tend to anchor it in Morningstar’s low credit-quality tier. On the other hand, if the fund manager reported a BBB-portfolio—while still holding many BB-bonds—the fund could move into the medium credit-quality tier. Assuming the usual positive correlation between risk and return, the misclassified BBB-rated fund could potentially show a higher yield and more upside potential than its correctly classified BB-peers. The authors also maintain that “misclassified funds receive significantly more Morningstar stars than other funds.”

In the retirement planning world, star ratings matter. Plan advisers contacted for this article say they frequently use Morningstar’s analyses, including star ratings, when considering which bond funds to propose for a retirement plan’s lineup. Other research shows participants tend to rely “blindly” on such ratings when evaluating the bond funds available within their plans.  

For its part, the 2019 working paper attracted attention after its publication, and the authors and Morningstar’s research staff held a conference call to discuss the findings. Morningstar subsequently published a series of critiques, which the authors rebutted. Their disagreements remain unresolved, and the paper’s final draft was published in the peer-reviewed August 2021 “Journal of Finance.”

A Closer Look at Self-Reported Data

Bond funds often hold hundreds of securities with a wide range of covenants, maturity dates, yields and other features, even among bonds from the same issuer. Additionally, credit-rating agencies can differ on a security’s creditworthiness, assuming a bond is rated at all.

The key point for the authors is that Morningstar asks each bond fund it tracks to provide a monthly summary report of its holdings. Jeff Westergaard, Morningstar’s fixed-income data director, explains that the reports contain a core set of information related to fixed income investments. These consist of four portfolio average data points, including a duration data point that contributes to the style box and a data point that considers the distribution of the portfolio across seven rating categories (ranging from AAA to below-B).

Westergaard says he is confident in the data’s quality: “We receive literally tens of thousands of these surveys, and we believe that the vast majority of them accurately reflect the credit ratings of the funds that they purport to be.”

The authors propose that self-reporting opens the system to abuse, however. They say Morningstar is “overly reliant” on the provided summary metrics by basing “its credit risk summaries solely on the self-reported data.”

Per the paper: “We provide robust evidence that funds, on average, report significantly safer portfolios than they actually (i.e., verifiably) hold. … Due to this misreporting, funds are then misclassified by Morningstar into safer style boxes than they otherwise should be.”

They add that the impact doesn’t stop with style box misclassification and star ratings. The authors also claim that misclassified funds can charge significantly higher expenses and attract more investor flows.

Hashing It Out

In November 2019, the same month the authors published their report, Morningstar published a brief initial response to the working paper, followed by a more in-depth reply in December 2019. Two key Morningstar assertions from the December publication are:

  • Credit-quality differences from self-reported data almost always stemmed from bonds that Morningstar’s calculation engine didn’t recognize or couldn’t associate with a credit rating. The authors assumed these “not rated” bonds were low quality, but this often isn’t the case; and
  • The authors misunderstood how Morningstar classifies funds by mistaking the fixed-income Morningstar Style Box assignments for Morningstar Category classifications. Morningstar uses the categories to peer-group, rank and assign ratings to funds, while the authors’ sole focus was on the fixed-income style-box assignments.

The “not rated” discussion quickly gets into the weeds of bond credit-rating reporting, but Morningstar provides an illustration for a specific fund showing that unrated fixed-income securities are not always low quality. The authors subsequently replied that an analysis of funds that omitted unrated bonds still supported their finding of significant misclassification.

Morningstar’s reply also discussed the style box versus category analysis. The company classifies bond funds into multiple categories: corporate bond, multisector bond, ultrashort bond, etc. A fund’s risk-adjusted performance in its category, not in its style-box classification, determines its star rating. From Morningstar’s reply: “Once we’ve assigned funds to Morningstar Categories, we can compare and rank them on measures such as past performance. Indeed, to assign star rating to funds, we rank funds’ trailing risk-adjusted returns against those of other funds in their Morningstar Category (the Morningstar Risk-Adjusted Return Rank).”

Jeffrey Ptak, Morningstar’s chief ratings officer, says style boxes and categories use “completely separate” classification arrangements. “If somebody was trying to game the style box, they might succeed with that, but that might have no bearing on their Morningstar category classification because the category classification rules are completely different,” he explains.

Morningstar emphasized the importance of style box assignment versus fund category assignment in its published commentaries and in a conference call with PLANADVISER. According to Morningstar’s December reply, the firm asked the authors for a list of funds that they considered misclassified and what they believed to be those funds’ correct categories at the time of analysis. According to the reply, though, “The authors confirmed on a conference call held November 11, 2019, that they could not furnish such a list, as they’d defined ‘misclassification’ based on funds’ style box, not Morningstar Category, assignments.”

Morningstar’s published conclusion: “We have found no evidence that bond funds have been incorrectly assigned to Morningstar Categories in the widespread way the authors allege.” The authors’ rebuttal: “Our findings still hold when we compare the funds against the Morningstar category (as opposed to risk peer group.)”

An Ongoing Argument?

As of early September, the situation remains a stalemate. Westergaard says Morningstar still doesn’t have a clear idea of what data or methodology the authors used to reach their conclusions. “We did ask them to share this, and they declined to do so,” he adds. The author’s published response: “We are using Morningstar’s data (from the Morningstar Direct product), along with Morningstar’s published formulas for calculating all of the weightings and classifications in the paper.”

Two of the authors responded positively to PLANADVISER expressing interest in discussing their findings, but subsequent messages with several specific questions went unanswered by deadline.

Several advisers called upon to discuss the controversy expressed frustration with the lack of resolution.

Tolen Teigen, chief investment officer  (CIO) of wealth management and workplace benefits consulting firm FinDec, in Stockton, California, says his firm uses both Morningstar and Fi360 research when evaluating bond funds for clients’ plans. Teigen says the lack of specific misclassification examples in the paper are a drawback.

“From what I’m gathering from this research, there do not seem to be any definitive data points to confirm the findings,” he says. “We would need to do further research and analysis to see specific details about how Morningstar analyzes its data and see if the end result truly makes a meaningful difference from what is being reported.”

Other advisers said that while they use Morningstar’s style box and star ratings, the bond fund reports are only one factor they consider in the fund selection process—and they’re not necessarily the dominant factor. Matt Ogden, head of fixed income manager research with CAPTRUST, in Raleigh, North Carolina, says his firm maintains a list of recommended funds in each asset class. The process of vetting managers is both qualitative and quantitative, he explains. The firm reviews several investment manager databases, including Morningstar and other sources, to identify prospective managers.

Due to CAPTRUST’s large size, the firm also can arrange meetings with the investment managers being considered to “understand what they are doing at a more granular level,” he adds.

Like Teigen, Ogden says he wished the authors had provided specific examples where misclassification caused a fund to move between credit quality ratings or fund categories. Furthermore, he adds that he believes Morningstar “put together a fully reasoned response.”

A Q&A With QMA’s David Blanchett

David Blanchett, QMA’s newest managing director and head of retirement research, talks about the evolving role of DC plans and workplace investing—including the interplay of target-date funds, personalization and managed accounts.

David Blanchett

QMA LLC, the quantitative equity and multi-asset solutions specialist of PGIM, announced in early June that it was bringing David Blanchett on board as a managing director and head of retirement research for defined contribution (DC) solutions. (PGIM is the $1.5 trillion global investment management business of Prudential Financial Inc.)

Blanchett is well-known in the DC plan industry for previously heading up retirement research at Morningstar Investment Management. The leadership at PGIM/QMA say his hiring reflects the fact that retirement income solutions are going to be the next big thing that will come to dominate the marketplace.

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Shortly after the announcement, QMA Chief Executive Officer Andrew Dyson told PLANADVISER that Blanchett’s hiring “reflects QMA’s vision for our role in the future of retirement income,” adding that “great products will need to be founded on great research, and David will be at the forefront of that.”

Dyson argued the next 10 years will see income solutions come to dominate the DC plan marketplace. In a new interview with PLANADVISER, Blanchett leaned into that suggestion, echoing the growing importance of getting DC plan investors not just to, but also through, a successful retirement.

The following is a selection of highlights from the new discussion with Blanchett, now about 10 weeks into the new gig, edited and condensed for clarity:

 

PLANADVISER: We heard previously from your new colleague Andrew Dyson about your anticipated role and responsibilities at QMA. It would be great to hear your thoughts about taking on the new job at a time when the retirement plan industry is experiencing significant change.

Blanchett: As Andrew said, PGIM and QMA definitely believe that retirement income solutions are the next frontier, especially within the DC space, and I’m excited to be working on this challenge. For some time now, there has been a lot of talk about making DC plans more friendly to retirees and to efficient retirement spending, but plan sponsors are now truly starting to push this trend forward in a big way.

Increasingly, plan sponsors want to get their people not just to, but also through, a high-quality retirement, and as a result of that, this industry is ripe for the development of new products and solutions that speak to these needs.

On a personal note, why did I make this change now? I can say that there is a lot of potential within QMA and within the broader PGIM and Prudential organization to take on these big, important challenges.

 

PLANADVISER: Do you have any words of wisdom to share with respect to successfully joining a new team such as those you worked with at Morningstar and now at QMA?  

Blanchett: Yes, that’s the key here, right? For QMA and firms like us, coordinating all the different underlying skill sets across asset management, financial planning and insurance is so important. For me, this job change is an exciting challenge and it presents an opportunity to work with some very bright people.

I’m 10 weeks in now, roughly. In a sense, the COVID-19 pandemic has made this transition a different experience than it otherwise may have been. Given the remote-first approach to work, I have at least one meet-and-greet with someone new across Prudential or PGIM almost every day, and we have been able to start building a strong rapport and a sense of excitement about our shared goals.

I have worked in settings previously where I was the only person who was remote, which presented its own challenges. Now, everyone has been working this way, so it has not been the same experience of joining a new company as I have had in the past, that’s for sure.

 

PLANADVISER: You mentioned earlier that plan sponsors want to get their people through retirement, not just to retirement. Do you have a sense for why that is? Presumably a big part of this is wanting to do the right thing for their people—but is it also to do the right thing for their businesses?

Blanchett: Oh, yes, there are many sides to this trend. For example, there is a growing understanding about the importance of economies of scale, and that midsized and especially larger plans can really take advantage of their scale. There is a growing understanding that the older population in a given retirement plan is going to own the bulk of the assets in that plan, meaning keeping them in the plan is important to maintaining hard-earned scale.

Yes, the plan sponsor knows it will carry marginal additional fiduciary risk by continuing to serve this person in the plan. However, the sponsor also knows that keeping people in the plan will ensure they maintain access to high-quality services and support—much more support than many people would be able to access in the private market. If you are in a DC plan, you are going to have an institutional fiduciary overseeing your assets, and you will have access to best-of-breed investments and administration services. If you go outside of the plan, there is a much wider array of possible outcomes, not all of them good.

Going way back, you might not know this, I actually started out as a financial adviser. I was doing individual personal financial planning, so I don’t mean to sound too skeptical. There are a lot of private wealth advisers who do a great job and who can build just as good of a portfolio and as good a suite of services as you will get in the DC space—but that is not universal. In a DC plan, there is just an extra level of oversight and a promotion and embracing of best practices.

 

PLANADVISER: What are some other ways plan sponsors can step up their game? What other points of progress are you hoping to see?

Blanchett:  There is so much to mention. For example, the core menu is not finished. After a lot of time spent refining and rationalizing investment menus in the wake of the Pension Protection Act of 2006 [PPA], I would argue there may be a need to make menus more expansive, so that they can serve new and evolving needs, including retirement income.

If you pause and think about it, the role of the core menu has shifted and evolved so dramatically over the past decade. There was all this research that came out 10 years ago to show that, if you have an overly large core menu, it will scare people away from the plan. Honestly, that was an important discovery, but it is an outdated point of discussion in 2021, given the broad adoption of automatic enrollment and the massive popularity of target-date funds [TDFs].

There has been a massive migration of assets into the default option. If you want to capture significant assets, especially for younger participants, the default investment is central. That being said, for a lot of participants, as they age, the odds of them using the default decrease dramatically. So, there is a chance for us to add other building blocks and evolve the core menu once again.

Let me also add, I am a fan of target-date funds. I think some people have a false impression that I have a negative opinion of TDFs, and I don’t. It is a fact that TDFs are a massive improvement over self-direction. On the other hand, the idea that everyone within the same five-year age band is getting the best possible portfolio is not necessarily true.

Especially as fees for advice and personalization come down, this is an area where further evolution could happen. Also, the growing focus on income and guarantees makes personalization that much more important. Simply put, the amount of assets you own will have a big impact on the recommended approach when it comes to building income guarantees, which is not a fact that is going to be addressed by a target-date fund.

 

PLANADVISER: Can you speak to the importance of research and analysis in this discussion? Another way to ask the question: How do we go from good ideas to good solutions?

Blanchett: I have met so many incredibly smart people in this industry, but I have also seen the challenges that come up when you have a very smart team go away and work in isolation. They can go into a room and solve a fancy equation and have an answer to a tough question, but people have to understand what you are doing and why. Successful solutions have to be accessible, and they have to cut through the intellectual biases that exist out there in the market.

Practically speaking, we need to create strategies and solutions that people understand—so that they can appreciate why they need them and why they should want to implement them. This part of the process cannot be overlooked. Even with TDFs, as popular and successful as they have been, some people still don’t totally understand them, and others misuse them.

What I’m saying is that thinking about how participants will react to what we are doing and recommending is really important. If people cannot see why they need something or why it will help them, it won’t be successful.

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