Is a cash balance plan right for your Colorado business?

Understand what the plan promises

A cash-balance plan presents a participant’s benefit as a hypothetical account. The plan document generally defines:

• a pay or principal credit, such as an amount or percentage tied to compensation; and
• an interest credit determined under the plan’s stated formula.

The account is a way of expressing the promised pension benefit. It is not necessarily an individually invested account like a participant-directed 401(k). The employer or plan fiduciaries arrange the investment of plan assets, while the plan owes the benefit determined under its formula.

The Labor Department explains that investment gains and losses do not directly change the promised participant benefit. The employer bears the investment risk. If plan assets underperform the assumptions used for funding, later employer contributions may rise. If assets outperform, that does not automatically increase each participant’s benefit.

Many cash-balance plans permit an eligible participant to elect a lump sum, subject to the plan and applicable spousal-consent rules. A defined-benefit plan must also address the legally required annuity forms. Distribution options, timing, present-value assumptions, and rollover eligibility must be confirmed from the actual plan.

Is a cash-balance plan a substitute for Colorado SecureSavings?

Do not combine those decisions into one shortcut. Colorado SecureSavings is a state payroll-deduction IRA program. A cash-balance plan is an employer-sponsored defined-benefit plan governed by its document and applicable federal rules.

Colorado currently provides an exemption path for employers that offer a tax-qualified retirement arrangement, but the practice should not assume that adopting one document automatically completes every state-program step. Confirm the employer’s status, related entities, employee population, plan effective date and exemption process with Colorado SecureSavings and qualified counsel. If the practice also sponsors a 401(k), coordinate all plans rather than treating them as separate sales decisions.

WealthPlan Group is not affiliated with or endorsed by Colorado SecureSavings, the Colorado Department of the Treasury or the Colorado Department of Labor and Employment.

A quick fit screen for Colorado practice owners

A “yes” is not an approval and a “no” is not a disqualification. The table is a document-gathering screen for a qualified design team.

Begin with the practice, not a target deduction

Before requesting an illustration, record what the practice is trying to accomplish:

• provide retirement benefits across the workforce;
• coordinate benefits for owners and employees;
• create a predictable benefit formula;
• address owners who began retirement saving later;
• coordinate an existing 401(k), profit-sharing, or other plan;
• support recruiting or retention without promising an outcome;
• establish a governance process the practice can maintain; or
• evaluate whether a different qualified-plan design would be more durable.

Then identify constraints:

• predictable and volatile components of revenue;
• owner compensation and expected tenure;
• the number and ages of owners and employees;
• hiring, turnover, expansion, acquisition, or sale plans;
• debt covenants and working-capital needs;
• seasonality and collection risk;
• current plan commitments;
• available people to provide census and payroll data; and
• willingness to fund employee benefits and annual professional services.

If the practice starts with only “How much can one owner deduct?”, it may miss the qualified plan’s employee-benefit purpose and the employer’s obligations. A proposal should show the workforce impact and employer cost, not only an owner illustration.

Map every owner, entity, and employee

Professional practices often use multiple legal entities. There may be a professional corporation or partnership, a management company, a real-estate entity, separate offices, shared employees, leased employees, or ownership by spouses or family members.

Provide qualified counsel and the plan’s administrator with:

• the legal name, tax classification, and employer identification number for each entity;
• direct and indirect ownership percentages;
• family relationships relevant to ownership attribution;
• services each entity provides to the others or to common clients;
• management agreements;
• payroll employer for every worker;
• common-law, part-time, seasonal, leased, and contract-worker classifications;
• acquisitions, dispositions, or ownership changes under consideration; and
• every retirement plan maintained by any related entity.

Controlled-group and affiliated-service-group rules can require the practice to consider employees outside the entity that signs the plan document. The IRS specifically includes a related-employer determination in its retirement-plan internal-control checklist. Do not assume separate payrolls, tax returns, or corporate names keep workforces separate for plan purposes.

Misclassifying a worker or omitting a related employer can distort eligibility, coverage, benefits, testing, contribution, and filing results. Resolve the entity and worker map before treating an actuarial illustration as reliable.

What should a Denver-metro practice add to the entity map?

Add every location and every employee who works across locations, including people working remotely or outside Colorado. Identify management companies, real-estate entities, professional corporations, partnerships, spouse or family ownership, and services shared across entities. The label “separate company” does not resolve the federal related-employer analysis.

The local layer is deliberately factual and narrow: Westminster and the wider Denver metro are markets served by Weston Behlen, CRPS®. The plan analysis still follows the employer’s legal entities and workforce; it does not change because the article uses a Colorado search term.

Build a usable employee census

The initial census should include only information requested through an approved secure process. It commonly needs:

• employee identifier;
• date of birth;
• hire and termination dates;
• hours or service data;
• compensation by the definitions relevant to the existing and proposed plans;
• ownership and family attribution;
• officer, key-employee, and highly compensated employee status;
• work location and employing entity;
• union or nonresident-alien status where relevant;
• current plan eligibility, participation, and vesting data; and
• rehire, leave, or predecessor-employer service where relevant.

The plan document controls which compensation definition applies to each purpose. Salary, bonuses, overtime, commissions, partner income, and other amounts cannot be added or removed casually. The IRS warns that compensation errors can change benefits, nondiscrimination results, deductions, and plan limits.

Run at least two census scenarios:

1. the current workforce; and
2. a plausible near-term workforce after expected hires, departures, acquisitions, ownership changes, or location growth.

A design that works only for today’s unusually favorable census may be fragile.

Model durable cash flow, not one strong year

A cash-balance plan is not simply an annual elective deposit. Defined-benefit funding is actuarially determined, and minimum-funding or excess-contribution issues can carry excise-tax consequences. The employer should understand the range of potential contributions and the dates by which decisions, data, and funding are required.

Build cash-flow scenarios for at least:

• the expected year;
• a weaker revenue or collections year;
• the loss or retirement of an owner;
• an unplanned employee expansion;
• a practice acquisition or sale;
• a market decline or asset return below the funding assumption; and
• a planned freeze or termination.

For each scenario, ask:

• What contribution range does the enrolled actuary project?
• Which amount is required and which amount is discretionary?
• How could asset experience or assumption changes affect later years?
• How will the 401(k) and profit-sharing contributions change?
• What happens if owner compensation changes?
• What working capital must remain outside the plan?
• Do debt agreements restrict funding or distributions?
• Who can authorize contributions and by what date?
• What correction process applies if payroll or census data is wrong?

Do not publish a table promising that a practice can contribute or deduct a fixed amount based only on an owner’s age and income.

Treat the 2026 benefit limit correctly

For 2026, the IRS states that the annual defined-benefit limit under Internal Revenue Code Section 415(b)(1)(A) is generally $290,000, subject to the other applicable rules and adjustments. That is a limit on the annual benefit—not a universal cash contribution an owner may make.

The enrolled actuary determines funding using the plan formula, participant data, actuarial assumptions, assets, prior contributions, legal limits, and other plan-specific facts. An owner’s age can materially affect an illustration, but age alone does not create an entitlement to a particular contribution or deduction.

If the eventual article uses any annual dollar limit:

• label the year;
• link to the current IRS source;
• state what the limit measures;
• assign annual review ownership; and
• remove or update the amount before the next plan year.

Compare more than one plan design

The practice’s qualified team should compare alternatives with the same census, objectives, and business assumptions.

Existing 401(k) or profit-sharing plan only

Record current deferrals, employer contributions, eligibility, vesting, testing, investment structure, fees, providers, and participant behavior. Determine whether changes within the current plan address the practice’s goals before adding a second plan.

Cash-balance plan paired with a 401(k)

Many practices evaluate a defined-benefit formula alongside a defined-contribution plan. The two plans still require coordinated documents, eligibility, testing, compensation, contribution, administration, and deduction analysis. “Stacking” plans does not remove the limits or employee coverage rules that apply to each and to the combined arrangement.

Other qualified-plan designs

Depending on the employer and workforce, other defined-contribution or defined-benefit designs may deserve comparison. A guide should not present a cash-balance plan as the default simply because an owner has high income.

For each alternative, request:

• employer contribution ranges by employee group;
• participant benefit or allocation illustrations;
• required versus discretionary amounts;
• coverage and nondiscrimination method;
• top-heavy effects where applicable;
• vesting and distribution terms;
• total first-year and recurring provider costs;
• PBGC assumptions and premiums, if applicable;
• investment responsibility;
• implementation timeline;
• amendment, freeze, and termination consequences; and
• written roles for every provider.

Employee coverage is part of the design

A qualified plan cannot be designed or operated only around a preferred owner result. IRS coverage and nondiscrimination rules are intended to prevent qualified benefits from disproportionately favoring highly compensated employees.

Ask the enrolled actuary and administrator to explain:

• who is eligible and who may be excluded under current law and the document;
• which related-entity employees must be considered;
• how the plan satisfies coverage;
• how benefits are tested for nondiscrimination;
• how the cash-balance and defined-contribution plans are tested together or separately;
• what employee benefits and employer costs the design produces;
• whether the design relies on a stable demographic relationship;
• what happens after a new hire, termination, promotion, or ownership change; and
• which annual data are needed to rerun the tests.

The IRS has warned against designs that technically select short-service or low-paid non-highly compensated employees while primarily or exclusively benefiting highly compensated employees. A mathematical illustration is not a substitute for a qualified review of the design and its operation.

Separate the promised credit from investment returns

The plan’s interest-crediting formula and the trust’s investment return are related economic inputs, but they are not the same number.

The plan document must define a permitted interest-crediting method. IRS rules limit statutory hybrid plans to interest credits that do not exceed a market rate of return under the applicable regulations. Changing a crediting formula can implicate protected-benefit and anti-cutback rules.

The fiduciaries responsible for plan assets should separately establish and document an investment process appropriate to:

• the plan’s funded status;
• projected benefit payments;
• contribution policy;
• interest-crediting formula;
• participant demographics;
• liquidity needs;
• risk capacity;
• fees and expenses; and
• the responsibilities assigned in the written agreements.

Avoid a simplistic promise that matching investment returns to the crediting rate eliminates funding volatility. Asset values, liabilities, actuarial assumptions, timing, expenses, and benefit payments can still diverge.

Define every provider’s role

A cash-balance arrangement may involve:

• the plan sponsor and named fiduciary;
• an enrolled actuary;
• ERISA or benefits counsel;
• a third-party administrator;
• a recordkeeper;
• a trustee or custodian;
• an investment adviser or investment manager;
• an accountant or tax adviser;
• payroll and human-resources providers;
• an auditor where required; and
• PBGC, IRS, or Labor Department filings and notices.

Titles do not establish the legal scope. Request a responsibility matrix that states:

Hiring providers does not erase the sponsor’s duties. The Labor Department says that selecting and monitoring a service provider is itself a fiduciary act. Compare providers using the same facts and requested scope, understand direct and indirect compensation, document the selection, and monitor the engagement.

Compare total cost, not one advisory fee

Request first-year, recurring, event-based, and asset-based costs. Depending on the arrangement, these may include:

• plan-document and implementation fees;
• actuarial valuation and certification;
• administration and nondiscrimination testing;
• recordkeeping and participant statements;
• custody or trust services;
• investment advice or management;
• legal and tax review;
• Form 5500 and Schedule SB preparation;
• PBGC premiums and filings if covered;
• audit costs if required;
• distribution calculations;
• qualified domestic relations order work;
• correction projects;
• plan amendments;
• freeze or termination work; and
• internal payroll, finance, HR, and governance time.

Identify whether each cost is paid by the employer or plan, whether it is fixed, per participant, asset based, or event based, and what is excluded from the quoted fee. If plan assets pay a service provider, the sponsor must evaluate whether the services are necessary and the compensation is reasonable.

The cheapest illustration is not necessarily the lowest total-cost plan, and the highest owner illustration is not necessarily the most durable design.

Determine PBGC coverage from the facts

PBGC insures most private-sector defined-benefit plans, but coverage is not universal. PBGC identifies exceptions that can be especially relevant to a professional practice, including:

• certain plans of professional-service employers that have never had more than 25 active participants and meet PBGC’s narrower professional-service requirements; and
• plans established and maintained exclusively for substantial owners.

The statutory professional-service definition is narrower than ordinary marketing language. An owner’s professional license does not by itself make every business a professional-service employer for this exception.

Do not advertise a plan as PBGC insured or exempt based on a short questionnaire. Ask qualified counsel and the administrator to document the analysis. PBGC states that sponsors can request a coverage determination when the result is uncertain.

The answer affects premiums, filings, participant notices, termination procedures, and the protection available if a covered plan terminates without enough assets.

Coordinate the cash-balance plan with the 401(k)

If the same employees benefit under a defined-benefit plan and a defined-contribution plan, the qualified team should model:

• eligibility and compensation definitions;
• employer and employee contributions;
• safe-harbor or traditional 401(k) design;
• profit-sharing allocations;
• coverage and nondiscrimination testing;
• top-heavy requirements where applicable;
• the annual additions and benefit limits;
• the combined deduction rules;
• provider data exchange;
• investment and fee responsibilities; and
• amendment or termination effects across both plans.

IRS Section 404 rules can limit the combined deduction for overlapping single-employer defined-benefit and defined-contribution plans. The result depends in part on employer contributions to the defined-contribution plan. Elective deferrals and the specific statutory calculations must be handled correctly.

Do not add a cash-balance illustration to a 401(k) proposal and label the sum a guaranteed deduction. The tax adviser and enrolled actuary should confirm the employer’s facts, plan contributions, limits, and tax-year treatment.

Plan for annual operations before adoption

The IRS describes defined-benefit plans as among the most administratively complex plan types. It requires annual actuarial work and generally a Form 5500 with Schedule SB. The Labor Department requires plan information and disclosures for participants, and PBGC-covered plans have additional requirements.

Create an annual calendar that assigns:

• census and payroll data collection;
• ownership and related-entity updates;
• contribution decisions and deposits;
• actuarial valuation;
• coverage and nondiscrimination testing;
• investment and funded-status review;
• fee and service-provider review;
• plan amendments;
• participant statements and notices;
• Form 5500 and applicable schedules;
• PBGC premium, filing, and notice requirements if covered;
• beneficiary and distribution administration;
• internal committee review; and
• correction escalation.

The practice should know who checks the data before it reaches the actuary and who reconciles the actuarial report, trust statements, payroll, tax records, and government filing.

Explain the plan to employees accurately

Employee communication should explain:

• that the plan is a defined-benefit pension plan;
• how pay and interest credits are defined;
• that the displayed account is hypothetical;
• eligibility and vesting;
• when benefits may be paid;
• annuity and lump-sum options under the plan;
• spousal rights and consent where applicable;
• whether PBGC coverage applies;
• how the cash-balance plan differs from the 401(k);
• whom to contact for a benefit estimate or claim; and
• where to obtain the summary plan description and other plan documents.

Do not tell employees that each has a separately invested account or that a statement balance can always be withdrawn immediately. Do not describe a future annuity, lump sum, or rollover as guaranteed without checking the document and current funded status.

A freeze or termination is a project, not an off switch

Business conditions can change, but accrued benefits generally cannot be retroactively reduced. Freezing future accruals or terminating a defined-benefit plan requires qualified analysis, amendments, notices, actuarial work, funding, distributions, and government procedures.

Before adoption, ask:

• What business events could make the design unsustainable?
• How could the practice reduce future accruals lawfully?
• What benefits remain protected after a freeze?
• What contributions might be required to reach termination funding?
• Does PBGC coverage change the process?
• What participant notices and elections would be required?
• How would annuities or lump sums be provided?
• How would a successor 401(k) or other plan interact with the termination?
• What professional fees and internal time should the practice expect?

A provider should not market annual flexibility without explaining the limits on changing accrued benefits and the cost of an orderly freeze or termination.