Why Falling Interest Rates May Help Stable Value’s Play

A stable value proponent explains why the ‘rate of change’ of interest rates is as important as the changes themselves for these funds only available for tax-qualified retirement plans.

According to an annual study by MetLife, 82% of defined contribution plan sponsors offer stable value funds as a capital preservation option, and that rate has held steady since 2022.

Now, after higher interest rates helped produce a strong run by rival money market funds, stable value funds are pushing back into the conversation as the Federal Reserve embarks on a rate-cutting regime.

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Plan advisers, of course, play a role in discussing the pros and cons of these fixed-income investments paired with a stable value contract, or “wrap,” from an insurance company or other financial institution. According to MetLife, 84% of plan sponsors who offer stable value funds—which are only available in tax-qualified retirement plans—say they heard about it from an adviser.

Ken Waineo

Ken Waineo, senior director of institutional products at The Standard, says a key consideration when discussing the investment option is not so much the rise and fall of interest rates, but the “rate of change” at which those adjustments occur.

“It was the fact that rates climbed so quickly is how money markets outperformed” as people were able to capture the higher returns with them, he explains. “Looking historically, though, over the past 30 years, stable value generally outperforms money market funds.”

The Standard sells of stable value funds with a guarantee from a general account group annuity contract. But studies comparing the funds do prove Waineo’s point. The key for plan advisers, Waineo says, is considering the goals of a plan sponsor looking for a capital preservation tool for participants.

“Money markets turn over pretty quickly and respond to interest rates much quicker,” he says. “But as time goes on, stable value starts to catch up.”

Waineo equates money market funds to a speedboat, providing a fast response, and stable value funds as “more of a slow tanker,” which will take time to catch up.

“The nice thing about that is that if you have a declining-rate environment, it takes longer to float down, because you have these longer maturities,” he notes.

The slower pace may then be better for retirement savers with longer time horizons. That is partly why stable value funds were a popular default option before the Pension Protection Act of 2006 eventually ushered in the age of target-date funds as the most common qualified investment default alternative.

While generally not used as a QDIA today, stable value funds can be part of a default solution through vehicles such as a managed account or customized target-date allocation. Money market funds may have the “same goal in mind for the retirement plan” as stable value, but the longer-term nature of retirement savings makes the average three-to-five-year maturity of stable value more compelling, Waineo says.

If plan advisers are recommending stable value, they should consider what the product is and the ultimate needs of the plan. Waineo notes areas to study include the underlying investments in the fund, the credit rating of the insurer backing and the fees associated with it.

“If your sole goal is liquidity, then a money market may make better sense for a client,” he says.

Waineo maintains that, no matter the final decision an adviser makes, it can be useful to be up to date on stable value.

“If advisers can really understand the offering, it can differentiate them from someone down the street,” he says.

Correction: Fixes misquote regarding the use of money market funds.

Q&A: WIPN’s 3rd President Talks About Formalizing Nonprofit Status

Laura Moskwa reflects on WIPN’s evolution, challenges for women in finance and her vision for the organization’s future growth.

Laura Moskwa

WIPN—We Inspire. Promote. Network.—is nearing the completion of its 15th year helping to connect, mentor and advance women in the retirement industry.

In this interview with PLANADVISER, Laura Moskwa, president of WIPN in 2013, shares insights from her journey with the organization and her broader experience in the financial services industry. Moskwa discusses the challenges women face in retirement services, including compensation equality and perceptions in leadership.

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She also reflects on efforts to formalize WIPN as a nonprofit during her presidency and offers thoughts on the organization’s future. Moskwa remains passionate about mentoring and supporting women, envisioning continued growth for WIPN to empower the next generation of female leaders.

PLANADVISER: Can you tell us a little about your background and how you became involved with WIPN?

Laura Moskwa: Sure. My name is Laura Moskwa, and I was the president of Women in Pensions Network in 2013. I remember the organization beginning at a financial services conference, which was predominantly men. A group of us women attending the event went to dinner one evening and started talking. We thought, “Wouldn’t it be great if we had an organization focused on women in our industry?” We wanted a space where we could not only connect socially, but also mentor one another, discuss issues in our roles, seek advice and just have a strong community of women supporting each other.

From there, it grew organically. The following year, we started gathering more formally, and eventually, a board was established. By the time I became president, we were well-known in the industry, and I saw the need for us to become more organized. We had sponsors, we were collecting money, and I realized we needed to formalize it, so we decided to become our own nonprofit organization.

PLANADVISER: Your presidency was when WIPN officially became a nonprofit?

Moskwa: Yes, exactly. During my presidency, we filed for nonprofit status and became a formal organization. We created bylaws, established a website and set everything in place to meet the legal requirements for a nonprofit. It was a big project, but it was necessary, and we managed to get it done.

PLANADVISER: What was it like for women in the retirement industry during your tenure?

Moskwa: In my 35-plus years in the industry, things have definitely changed, but some things remain the same. Women have made strides, especially in gaining more recognition and landing senior management roles, which was not as common when I first started. However, I still think there are gaps in how women are perceived compared to men. For example, when a man is direct, it’s considered leadership, but when a woman speaks directly, she can be viewed as aggressive.

Personally, I’ve always been direct. I give answers without sugarcoating, and that sometimes took people aback, especially men in senior positions. But I never let it hold me back. Over the years, you learn how to navigate these dynamics.

PLANADVISER: How did you handle situations where your directness caused tension?

Moskwa: It could go both ways. If someone pushed me enough, I’d get mad, and then things would need to be resolved. But for the most part, I stood by my opinions, and I always had a reason for saying what I did. I never just said things for the sake of it. The president of the company I reported to even used to laugh because he knew it was coming. I stuck up for things I believed in, and that’s something I’ll always do.

PLANADVISER: Now that you’ve stepped away from the industry, what do you think still needs to be done for women in financial services?

Moskwa: There’s still a lot of work to be done. Women in the industry need mentors and more role models to show them that their career paths can extend beyond the roles they’re currently in. You’ll find many women in compliance or supportive roles rather than in sales, business development, or senior management. We need to guide women and help them develop career paths they might not even realize are possible.

PLANADVISER: Do you still maintain any ties with WIPN?

Moskwa: Yes, I became involved again about a year ago. I hosted a retreat at my property for the past presidents, and we’ve since formed an advisory council to help the current board. I’m also working on developing a strategic plan for the future of WIPN. The organization is 15 years old now, which is amazing, and I think it’s time to start planning for the next 15 years. We need to look at expanding the organization, possibly bringing on paid staff, and determining what value we can continue to offer to our members.

PLANADVISER: It sounds like you’re still very engaged. What do you see for the future of WIPN?

Moskwa: The future is bright. I think WIPN has the potential to grow even more. We need to develop a strong strategic plan that outlines what we want to look like in the next 10 to 15 years. Whether that means expanding our educational resources or offering new benefits for members, we’ll figure it out as we go. The important thing is that WIPN continues to support women in the industry and provide them with the tools they need to succeed.

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