Tuesday, July 29, 2025

Tier 6 Corrections and Sanitation Enhanced Disability Benefits - Update

Tracking the Tier 6 Enhanced Disability Benefits

In 2017, I posted comments on the enhanced disability benefits for Tier 6 Correction and Sanitation workers. Using Article 25 of the NYS RSSL these benefits are not documented in law but are agreed upon by the NYC mayor and each of the associated unions. The cost of the added benefits is required to be paid by additional member contributions (AMC) from the covered Corrections and Sanitation NYCERS members.

I recently requested copies of these agreements from NYCERS, and the records officer quickly provided me with copies of the mayor’s orders and the petitions from the associated unions outlining the enhanced benefit improvements. The orders for Sanitation members were signed by Mayor de Blasio on August 30, 2016, and the orders for Corrections were signed on November 29, 2016. The actual documents give a clearer picture of the new benefits than were given by PR releases.

There is an interesting phrase in each of the mayor’s order “all determinations concerning the interpretation of the benefit enhancements provide herein shall be made by the Mayor or his authorized designee”.

This gives the sitting mayor unilateral control over the benefits and creates strange issues if there is litigation concerning these benefits and, in another way, who is the administrator of these benefits?

Benefit Analysis

The first thing that struck me was that the benefit enhancements are different for the two groups.

Tier 3

In 1976, Tier 3 was passed into law with two disability benefits, Sections 506 (ordinary) and 507 (accident). Right away there were problems with these two sections along with other items in Tier 3. These problems motivated the passage of Tier 4 in 1983.

The main problem with Section 506 and 507 was that the determination of whether a member was disabled or not was made by the Social Security Administration. That determination is based on the capability of gainful employment. It was not based on the member’s ability to perform his/her specific civil service job function. It was also a problem that it was controlled by an outside agent and not the retirement system.

Tier 4

In 1983, Tier 4 removed everyone from Tier 3 except state and city Correction officers but
added S.507-a (ordinary and accident diability benefit) to Tier 3
in order to remove the SSA determination of disability and
replace it with a determination by the retirement system of whether the member was able to perform his/her job.

Tier 3

In 1997, Section 507-c was passed into law which granted state and city Correction officers a 75% benefit if they were disabled because of an accident on the job. The retirement system made the disability determination, not SSA.
There were also certain accident presumptions added to this benefit.
This benefit was not eleigible for Tier 3 escalation.

In 2009 new NYC police and fire members were forced into Tier 3 and they subsequently had S.507 modified to allow their disability determinations to be made by their retiremet systems rather than SSA.

Tier 6

In 2012, Tier 6 mandated new state and city Corrections memebers and city Sanitation members into Tier 3 with Tier 6 restrictions.

Tier 6 adopted the two basic Tier 3 disability benefits in Section 506 (ordinary) and Section 507 (accident),
and it shut down the two other Tier 3 disability benefits, Sections 507-a (ordinary/accident) and 507-c (accident)
for city correction officers.

Tier 6, however, allowed NYCERS members in Tier 3 applying for S.507 to have their disability to be determined by NYCERS under the job function criteria.
S.506, however, still requires SSA to make the disability determination.

Note: Prior to Tier 6, new Sanitation workers were eligible for Tier 4 benefits.

Actual Enhancements

With the enhancements, Tier 6 Sanitation members only upgraded their S.506 and S.507 benefits. While Tier 6 Corrections not only upgraded their S.506 and S.507 benefits but reinstated their S-507-a and 507-c benefits.

Sanitation

With enhancement, Tier 6 Sanitation members were able to drop their 50% Social Security offset for both S.506 and 507 and increase their accident (S.507) award from 50% to 75% along with a Heart Bill presumption.
S.506 is still under the Social Security Administration disability determination but not S.507.
One other item, that was included in the enhancement, was that Tier 3 escalation was dropped from S.506 and S.507.
It was replaced by a lesser COLA provision paid to all retirees.

Corrections

Tier 6 Corrections Officers members were also able to drop their 50% Social Security offset for S.506 and 507.
The award amount still stayed at 50% for S.507 but with an added Heart Bill presumption.
The S.506 is still has a SSA disability determination but not S.507.
One other item, that was included in the enhancement, was that Tier 3 escalation was dropped from S.506 and S.507.
It was replaced by a lesser COLA provision paid to all retirees.

However, Tier 6 Correction Officer members were also able to reinstate S.507-a and 507-c, ordinary and accident disability benefits.
They also were able to add the Heart Bill presumption to both benefits.
With enhancement, S.507-a lost its escalation benefit but gained the COLA benefit.
S.507-c never had the escalation benefit and only picked up the COLA benefit when it was added in 2000.

Going forward, most disability awards for Tier 6 Enhanced Corrections members will be under S.507-a and S-507-c.

Cost Tracking for the Enhanced Benefits

The initial cost for these benefits was quoted in the union petitions as 1.3% for Sanitation members and 0.8% for Corrections members. There was no actuarial justification given for these percentages. At first blush, the Corrections enhancement should have been more expensive than the Sanitation enhancement. The lack of justification is a serious problem because this benefit structure now has two guarantors, the city, and the members. This is a radical change from all other NYCERS benefits where the city is the sole guarantor.

The actuary did not publicly report his analysis of these initial cost percentages.

My rough estimates of the increased cost for the enhanced benefits are:

  1. Sanitation S.506 – 45% (dropping SS offset and switching to COLA)
    • With $90,000 FAS and $10,000 50% SS
    • Basic Tier-6 $19,970 plus Escalation
    • Enhanced $29,870 plus COLA
  2. Sanitation S.507 – 86% (dropping SS Offset, switching to COLA, and 50% to 75%)
    • With $90,000 FAS and $10,000 50% SS
    • Basic Tier-6 $35,000 plus Escalation
    • Enhanced $67,500 plus COLA
  3. Sanitation S.507 – 86% (Heart Bill - dropping SS Offset, switching to COLA, and 50% to 75%)
    • With $90,000 FAS and $10,000 50% SS
    • Basic Tier-6 $0
    • Enhanced $67,500 plus COLA
  4. Corrections S.506 – 45% (dropping SS offset and switching to COLA)
    • With $90,000 FAS, $10,000 50% SS, and $10,000 - 100% WC
    • Basic Tier-6 $9,970 plus Escalation
    • Enhanced $19,870 plus COLA
  5. Corrections S.507 – 24% (dropping SS Offset, switching to COLA)
    • With $90,000 FAS and $10,000 50% SS, and $10,000 - 100% WC
    • Basic Tier-6 $25,000 plus Escalation
    • Enhanced $35,000 plus COLA
  6. Corrections S.507 – 100% (for Heart Bill)
    • With $90,000 FAS and $10,000 50% SS, and $10,000 - 100% WC
    • Basic Tier-6 $0
    • Enhanced $35,000 plus COLA
  7. Corrections S.507-a – 100%/100% (adding benefit and switching to COLA/and adding Heart Bill)
    • With $90,000 FAS
    • Basic Tier-6 $0
    • Enhanced $29,970 plus COLA
  8. Corrections S.507-c – 100%/100% (adding just benefit/adding Heart Bill and other special presumptions)
    • With $90,000 FAS and $10,000 100% WC
    • Basic Tier-6 $0
    • Enhanced $57,500 plus COLA

For example, the Sanitation S-507 enhancement benefit would go from $35,000 to $67,500 per year. With an annuity factor of 13, the difference of $32,500 per year would produce an added pension reserve cost at retirement of roughly $422,000 which would have to be withdrawn from the Sanitation AMC fund. This amount would actually be some what smaller because of the ecalation replacement.

As per the unions’ benefit petitions, the actuary is supposed to evaluate the cost distribution every three years and if needed, adjustthe payroll contribution rate. As such, he needs to notify NYCERS of his analysis. There has been no public reporting on this evaluation since 2016.

Neither the NYCERS annual financial statement nor the actuary’s annual valuation report have ever mentioned this tri-annual calculation.

Documents from the Actuary

Following my request to NYCERS, I requested the actuary to send me documentation on how he was tracking the costs for the enhanced benefits and any instructions he had received from the NYC Law Department about the enhanced benefits.

While the actuary sent me some documents, he was evasive about how he produced the numbers he was sending to NYCERS claiming the determination was done by the software package that he uses.

I am not sure he realized I was the former executive director at NYCERS, but he definitely was dodging about how the cost allocations were being done.

He did, however, send me a copy of a May 2, 2025, letter he sent to NYCERS concerning the payroll rates for the 2025-2028 time period.
The letter stated that the new Sanitation rate is 1.4% and the Corrections rate is 1.3%.
The letter also stated that NYCERS had reported 23 Sanitation members, and 114 Corrections members had retired with enhanced disability benefits as of June 30, 2024.
This appears to be consistent with the fact that Corrections enhanced benefits are better than Sanitation enhanced benefits.

The letter reported that 5,035 Sanitation members and 2,771 Correction members were part of the enhanced benefit program as of June 30, 2024. These figures are not consistent with data in the paragraph below.

As per the NYCERS 2024 financial statement, on June 30, 2024, there were 7,572 active Sanitation members and 6,738 Corrections members of which 4,438 Sanitation members and 4,526 Corrections members had less than 14 years of service. Tier 6 has been in force for over 13 years.

Strangely, NYCERS states in its annual financial report that the Tier 6 Corrections and Sanitation enhanced disability AMC’s are capped at 3%. Section 1323 of the RSSL, however, provides no limiting provision for the amount of AMC payment required for enhanced benefits.

In contrast, Tier 6 Police and Fire members have statutory enhanced disability benefits for which that they have to pay AMC’s but the payroll contributions are capped at 3% by law.

The AMC Fund

In a separate spreadsheet the actuary sent to me, he indicated that as of June 30, 2024 the AMC amounts collected were:

  • $38,879,205 for Sanitation members and
  • $27,003,007 for Corrections members.

There does not appear, however, to be any accounting for the AMC funds in the NYCERS financial statement in a manner similar to the VSF funds. Such accounting would include income statements, earnings, deposits, withdrawals, tax deferrals, and how the fund is being invested. Who is the trustee of this fund? What interest rate does NYCERS credit to the individual member accounts?

Renegotiating the Benefits

There is a claim in all of the unions benefit petitions that if the AMC cost rate exceeds 3%, the unions have the option to reopen negotiations concerning the enhanced benefits with the possibility of modifying or terminating the benefits. This is only an option and the mayor is not bound to any action. If the mayor were to take any action, it would create administrative problems.

Simple Solution to Health Care in US

$400 per Month

For $400 per month, each per individual in the US could choose to purchase 100% Medicare coverage (not the regular 80%).
The election would be irrevocable.
If you showed up at an emergency room without coverage, you would be automatically enrolled.
Children 18 and under would be covered for free.

How do we cover the full cost of this coverage?
The US would borrow the money - no one has a problem with the federal government borrowing to pay for things.

Businesses would no longer have to provide health insurance to their employees - a massive boon to businesses and lower paid employees.
It would increase tax revenue from higher business profits.
It would be a massive boost to the health care industry.
It would kill the health insurance industry - do we really need a middleman.
Medicaid (except assisted living) would be reduced to a $400/mo/person payment to CMS.
And finally, the entire US population would no longer have to worry about paying to stay healthy.

Thursday, July 3, 2025

The Failure of Private Equity Investments at NYCERS

Below are two screen shots from the June 17, 2025 NYCERS Investment meeting. The charts displayed were prepared by the Comptroller's office and presented to the NYCERS trustees.

The first chart alleges to show the rate of return on alternative investments in the NYCERS investment portfolio. The second chart alleges to show the rate of return relative to their targets measured in plus or minus basis points.

The Comptroller provided no documentation on how the amounts were arrived at. I consider the amounts in these charts to be inflated because the values listed were provided by the general partners running the individual investments and are just estimates.

But even accepting the figures as correct, we see a huge problem with the private equity class. For over ten years it has been 300 basis points (3%) under its target of the Russell 300 plus 300 basis points.

In plain English, NYCERS private equity investments performed exactly like a Russel 3000 index fund.

As of June 30, 2024 NYCERS reported:

  • a Russel 1000 index fund worth $12.9B
    • with an investment fee of only $269,000 for FY-2024, and
  • private equity investments at a value of $8.46B
    • with $163.4 million in investement fees plus $64.8 million in organizational costs for FY-2024.

On top of this obvious performance failure, the index fund is totally liquid and pays dividends every year from all the stock holdings in the fund.

The trustees are aware of this situation but continue to hire private equity managers. They did, however, dump some private equity managers in March of this year.

Coverup of the Problems with the NYCERS’s Legacy Replacement Project

NYCERS posts videos of its regular monthly board meetings on its website. There are two videos for each meeting .

The first video, Part 1, is a every short clip of only an opening roll call and a motion to go into executive session to hear disability cases and litigation issues. The second video, Part 2, starts with a return to public session and all the items which need to be addressed in public session. The second video usually runs for about 45 minutes but can be shorter.

One of the items that is currently being addressed in public session is the status of the Legacy Replacement Project (LRP). This project is extremely expensive and seriously behind schedule.

Long story short, the LRP contract with Accenture is now projected to be four years late, 2030 rather than 2026 and a detailed resource plan supporting the new 2030 date has already missed its June, 2025 delivery date. NYCERS has paid Accenture approximately $85 million since 2021 and $65 million in secondary costs.

The May 9, 2025, Board Meeting

At the end of the regular LRP status presentation by the NYCERS LRP project manager, a Board member directed a question at the project manager:

“We heard in a prior presentation that, I guess how I would describe it, that there was a lack of wholehearted commitment on at least part of the Accenture team and maybe at the higher levels in terms of the things we would like to see in terms of… therefore…How does that translate down to the NYCERS staff working with the Accenture people. Are they pulling their punches and are they giving it their all?”

(interruption by the Chairperson):

“and so, thanks for the question, I ask you (the project manager) to be mindful in your response that we are in in public session.
“It may be the case that we should have this as an offline conversation.”

After the following silence and subdued laughter, the trustees moved on to the next topic.

Based on the Chairperson’s comments and the silence of all the other trustees, it is clear that the Board is aware of the fiasco surrounding the LRP project and are intent on keeping the problem under wraps.

Time for the Department of Investigation

I recently posted about the incompetence surrounding the LRP project. There now is evidence of a coverup surrounding the LRP project. It is definitely time for Department of Investigation to look into this project.

PR Nonsense from the NYCERS FY-2026 Budget Report on the LRP project

MAJOR TECHNOLOGY PROJECTS/DIGITALIZATION

Legacy Replacement Project (LRP)

The Legacy Replacement Project (LRP) is a transformative, five-phase project to build a new pension administration system. As part of NYCERS’ overall strategic vision, LRP will streamline and automate operational processes and enhance the client experience. In Phase 0, NYCERS and its system integrator completed an overall project assessment, followed by Phase 1, the implementation of foundational changes, in January 2023.

During Phase 2 execution, the team encountered challenges including design delays, complex configuration needs, unforeseen technology compatibility issues, and difficulties in decommissioning the legacy system. As a result, the team decided to deploy the completed Phase 2 functionality as a separate, smaller phase (Phase 2.0). Phase 2.0 successfully deployed on January 21, 2025 as planned, delivering improvements to document management, security, and agency tools. NYCERS and its system integrator are currently replanning the remaining program scope to mitigate risks and ensure a high-quality outcome. The replanning is expected to be completed by June 30, 2025, with the combined Phases 2 and 3 beginning immediately thereafter. The program is now anticipated to be completed by December 2030.

Monday, June 30, 2025

Recap of the NYCERS Administrative Budget for FY-2026

By the Numbers

On June 12, 2025, the NYCERS trustess adopted the FY-2026 admin budget.

  • The budget dropped from $166.0M to $165.8M.
    • Salaries increased from $53.7M to $55.9M.
    • Friinge increased from $16.5M to $17.7M.
    • OTPS decreased from $95.96M to $92.3M

NYCERS has officially stated that the Legacy Replacement Project (LRP) is "anticpated" to be completed by December 2030. That is a four and half year delay on a project that started in 2015. In addition there is yet no detail plan how this project will be completed by this date.

Highlights of the Other Than Personnel Services (OTPS) Expenses

****
CategoryFY-2025FY-2026
General expense $15.64M $18.15M
Security$915K$915K
Busines Recovery$3.10M $3.65M
Mainframe$1.51M $1.76M
Non-Maineframe$19.91M $24.71M
LRP and Upgrades $54.82M $43.12M

Highlights of the OTPS Budget

In light of the fiasco with LRP project I want to point that the Accenture line item was reduced this year from $18.7M (2025) to $10.8M (2026). As background for this contract which began in FY-2021, the following amounts have been budgeted to Accenture for the LRP contract:

  • FY-2021: $826K
  • FY-2022: $19.32 million
  • FY-2023: $23.06 million
  • FY-2024: $23.19 million
  • FY-2025: $18.7 million
  • FY-2026: $10.8 million

In addition to the amounts paid to Accenture, NYCERS (in conjunction with the Accenture's work) contracted with Penfax for an off the shelf piece of software that Accenture is customizinge for NYCERS. The amounts budgeted for Penfax are:

  • FY-2021: $3.06 million
  • FY-2022: $3.18 million
  • FY-2023: $3.59 million
  • FY-2024: $3.99 million
  • FY-2025: $4.19 million + $200,000 dev. licenses
  • FY-2026: $3.99 million + $200,000 dev. licenses

Just for laughs NYCERS increased its budget for

  • contract COBOL programmers from $2.0 million to $3.26 million.
  • the Garnter contract from $1.76 million to $2.64 million

NYCERS has maintained or decreased its budget for the following major LRP items:

  • QA Vendor from $1.37 million to $1.37 million
  • QA Testers from $2.90 million to $2.90 million
  • Data Analysts from $2.09 million to $2.09 million
  • Project Managers from $3.26 million to $2.44 million
  • Business Analysts from $2.76 million to $1.74 million
  • Risk Consultant from $700,000 to $700,000

There was also a significant reduction in the contingency item in the LRP project:

  • from $9.14 million to $5.50 million

This is a strange item to have in the budget since the Board has the authority to modify the budget during the year if needed. Because of this item, the OTPS did not really decrease by $3.6B in 2026 but is almost the same as in 2025.

The Salesforce/Accenture Application

Prior to the LRP contract Accenture installed a customized Salesforce CRM application at NYCERS.
The current budgeted cost for that application was $5.78 million in FY-2025 and is $7.38 million in FY-2026.

I can not get my mind around this total insanity. Just paying the bills for all this garbage would kill you.

History from FY-1996 to FY-2026

History of NYCERS Admin Budget 1996-2026
Fiscal Year F/T Count P/T Count College Aides / Hourly PS Budget OTPS Budget Fringe Total % Increase
2026 501 30 16 $55,860520 $92,309,697 $17,663,655 $165,833,872 -00.0013%
2025 501 30 16 $53,679,194 $95,900,865 $16,461,953 $166,042,012 00.05%
2024 501 30 16 $54,290,508 $98,040,138 $13,633,903 $165,964,549 13.37%
2023 485 30 16 $43,016,089 $90,436,500 $12,942,144 $146,394,733 7.92%
2022 483 30 16 $38,397,943 $85,531,063 $11,719,465 $135,648,471 37.94%
2021 474 27 16 $36,842,549 $50,210,145 $11,283,945 $98,336,639 7.10%
2020 438 27 16 $35,262,139 $45,862,557 $10,689,350 $91,814,046 4.97%
2019 428 5 30 $33,592,612 $43,532,302 $10,344,565 $87,469,479 39.44%
2018 415530 $31,704,410 $21,832,718 $9,194,015 $62,731,143 3.55%
2017 401530 $31,056,080 $20,916,796 $8,605,288 $60,578,164 4.81%
2016 392530 $30,233,989 $19,407,619 $8,155,517 $57,797,125 4.70%
20153925 30 $29,131,972 $18,154,572 $7,915,476 $55,202,020 3.68%
2014 383 5 30 $26,813,635 $18,761,240 $7,669,819 $53,244,694 2.18%
2013 380 5 20 $26,623,635 $17,951,822 $7,532,499 $52,107,956 1.93%
2012 372120 $25,756,827 $18,781,428 $6,603,649 $51,122,139 1.14%
2011 372120 $26,046,827 $18,492,228 $6,006,573 $50,545,628 2.76%
2010 372120 $26,046,827 $17,777,228 $5,362,640 $49,186,695 1.88%
2009 371130 $25,189,842 $18,208,861 $4,879,903 $48,278,606 6.22%
2008 371130 $23,597,857 $17,259,313 $4,799,066 $45,656,236 10.80%
2007 364 13 0 $22,616,783 $14,258,471 $4,375,788 $41,251,042 5.73%
2006 342 13 0 $20,255,911 $14,683,855 $4,076,823 $39,016,589 1.01%
2005 342 13 0 $19,737,687 $14,851,355 $3,887,624 $38,476,666 ***
2004 334 13 0 ***
*** ***
1996 154 0 30 $6,199,709 $2,573,715 na $8,773,424 ***

Wednesday, June 11, 2025

NYC - Exploding Costs for Employees Health Insurance

In the June 6th, 2025 issue of the Chief, the New York City announced the start of negotiations with EmblemHealth/UnitedHealthcare for a new health insurance plan for employees and non-Medicare retirees.

Warning: United Healthcare is being investigated by the federal government for Medicare/Medicaid fraud ae per a WSJ article May 15, 2025.

The City's current carrier is EmblemHealth/Anthem-Empire Blue Cross. The City will still be using EmblemHealth but has changed from Anthem to UnitedHealthcare for hospital coverage.

Current Cost Problems

It is clear from the chart below (based on NYC-OLR data) that the City has a serious cost inflation problem with the current EmblemHealth insurance coverage. It is, however, not clear whether this is an industry problem or is it a problem made worse by EmblemHealth's operations. In either case the City has an exploding cost problem.

Another scary piece of data is that it appears that Emblemhealth is almost totally dependent on the City for revenues.

EmblemHealth had reported premium revnue of:

  • $8.33B in 2022 and
  • $7.726B in 2023.

See report on page 6.

The City (plus HHC and Housing) paid EmblemHealth (GHI and HIP) $9,678M in FY-2024 as per OLR's reporting.

The primary problem with the NYC GHI-CBP health insurance plan for employees and non-Medicare retirees is increasing costs.

  • In 2014 the City paid $3.416 billion in premiums for GHI-CBP and
  • in 2024 that amount had increased to $7.927 billion.

That is an 113% increase over 11 years with a 13,000 decrease in employees and an increase of 5,000 in non-Medicare retirees.

Medicare vs EmblemHeath

In contrast to EmblemHealth, in 2015 Medicare spent $10,581 for both Part A plus Part B benefits per beneficiary and in 2023 Medicare spent $14,253 per beneficiary.

That is a 34.7% increase. (2024 Medicare Trustees Report – page 195).

As of the 2015 - 2023 period, the City’s total cost for GHI-CBP was $3.772 billion in 2015 and $6.861 billion in 2023.

That is an 81.9% increase.

In addition to lower cost increases, Medicare is a more effective plan than GHI-CBP and covers a higher risk population.

It would be very interesting if Medicare were able to administer the health claims for the City's employees and non-Medicare retirees and the City reimbursed Medicare.

The Participation Problem

There is also a secondary problem of a shrinking group of participating doctors and hospitals:

  • In the NYC metro area
  • In the rest of the USA.
I assume these issues are tied into the reimbursement schedules and operating problems between providers and Emblemhealth.

Over the last 11 years the City has obviously not been able to resolve this cost issue between the City and Emblemhealth and it is not clear how the City can resolve it now.

Saturday, May 31, 2025

$5 Billion Fire Sale for the New York City Pension Funds

On Tuesday, May 27, the Comptroller issued the followowing release:

New York, NY — New York City Comptroller Brad Lander and trustees of the five public pension systems announced the successful completion of a landmark $5 billion private equity secondary sale across the City’s systems today. This transaction, initiated in December 2024 and finalized this month, represents one of the nation’s largest ever pension-led secondary sales.

The following news clip provides a little more detail:

Blackstone’s Strategic Partners has acquired a $5bn private equity portfolio from the New York City Retirement Systems, marking one of the largest secondary transactions ever completed by a US public pension, according to Bloomberg. The transaction includes approximately 450 limited partnership interests across 125 funds managed by 75 general partners. According to a statement from the NYC Comptroller’s Office, the sale forms part of a strategic portfolio realignment rather than a liquidity-driven divestment.

The formal auction, which launched in December 2024, attracted over 80 secondary market participants. Evercore acted as financial advisor, with Morgan Lewis providing legal counsel. While financial terms were not disclosed, secondary transactions of this scale are typically completed at a discount to NAV, reflecting the complexity and illiquidity of mature fund stakes.

The deal comes amid a surge in secondary market activity as institutional investors seek to rebalance private equity allocations amid slower M&A and IPO exits, higher interest rates, and limited distributions. The NYC Retirement Systems’ private equity returns have underperformed national peers, with fiscal year 2024 gains of 4–5%, compared to 10.9% at CalPERS and 8.6% at CalSTRS.

With over $270bn in AUM across five pension funds serving teachers, civil employees, firefighters, police, and education workers, the NYC Retirement Systems’ sale signals a potential re-evaluation of long-term private market exposure.

Blackstone’s Strategic Partners, which has raised over $67bn across asset classes, continues to cement its position as one of the largest players in the secondaries market.

According to the June 30, 2024 NYC annual financial statement, the five city pension funds allegedly had $67.2 billion in alternative investments.

The big question is how much of loss did the pension funds absorb because of the sale. The Comptroller has not given any accounting details.