Opportunity Fund Prospectus Investor Presentation
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Foundations, City at Brink of Plan to Shrink Detroit
20100125-NEWS--0001-NAT-CCI-CD_-- 1/22/2010 6:21 PM Page 1 ® www.crainsdetroit.com Vol. 26, No. 4 JANUARY 25 – 31, 2010 $2 a copy; $59 a year ©Entire contents copyright 2010 by Crain Communications Inc. All rights reserved Page 3 Saudis seek Sales of small businesses down – are only the strong Davidson for sale? contract with Study calls on biz to help prevent diseases, cut costs Brighton Supreme Court ruling clears has her way for corporate, nonprofit Hospital stands on candidates BY JAY GREENE CRAIN’S DETROIT BUSINESS Inside St. John Health System’s Brighton Hospital has signed a letter of in- Firm’s pitch to governments: tent to begin discussions on a long- reasons term management contract with a Privatize building Saudi Arabian company that is building a 250-bed addiction treat- departments, Page 6 ment hospital in Riyadh. But estate tax isn’t After a nine-month internation- al search, Brighton Hospital was Finance Extra DUANE BURLESON/THE ASSOCIATED PRESS Owner Karen Davidson watches the Detroit Pistons chosen over other more famous one of them, rep says on Wednesday at the Palace of Auburn Hills. and larger addiction treatment ‘Our focus was on survival’: providers in Europe and the U.S. Bailouts, credit crunch because of its expertise, high suc- BY BILL SHEA Michael Layne of Farmington to shield her and the two adult cess rate, clinical care model and torpedo 2009 M&A, Page 11. CRAIN’S DETROIT BUSINESS Hills PR and marketing agency children named in the estate, 12-step treatment approach, said Marx Layne & Co., said on Friday there’s eventually a tax bill to Mohammed Al-Turaiki, CEO of Karen Davidson’s decision to that she doesn’t pay — potentially to the tune of Saudi Care for Rehabilitation and Crain’s List possibly sell the Detroit Pistons, owe any. -
Investment Strategy Assets, Strategy and Process
Introduction Assets Strategy Process Summary Investment Strategy Assets, Strategy and Process Investment Management Division Arizona State Retirement System May 09, 2018 IMD Investment Strategy 1 / 61 Introduction Assets Strategy Process Summary Outline 1 Introduction 2 Assets 3 Strategy Risk Risk Limitations Asset Class Implementation Plans Tactical Management 4 Process Planning Value Creation Processes Governance and Monitoring 5 Summary IMD Investment Strategy 2 / 61 Introduction Assets Strategy Process Summary Outline 1 Introduction 2 Assets 3 Strategy Risk Risk Limitations Asset Class Implementation Plans Tactical Management 4 Process Planning Value Creation Processes Governance and Monitoring 5 Summary IMD Investment Strategy 3 / 61 Introduction Assets Strategy Process Summary Assets, Strategy and Process In this investment strategy paper, we will be talking about assets, strategy and process Assets are the things we own and are the foundation of the return generation process By strategy we refer to methods to enhance returns compared to market weight passive implementations through index selection, systematic strategies, trading, tactical positioning, idiosyncratic risk and other methods. As part of strategy, we dene and establish targets for leverage and liquidity. We also dene and quantify target return enhancements from various elements of strategy. By process we refer both to methods, such as research, statistical methods and performance measurement, that feed the investment decision making process as well as governance methods -
Analysis of Investment Performance
Town of Palm Beach Retirement System ANALYSIS OF INVESTMENT PERFORMANCE Fourth Quarter 2015 Lawrence Marino, CFA Rosemary Guillette Senior Vice President Senior Consultant Copyright © 2016 by The Segal Group, Inc. All rights reserved. TABLE OF CONTENTS SECTION FINANCIAL MARKET CONDITIONS…………………………………………………………………………………………. 1 COMPOSITE..…………………………………………………………………………………………………………...……….. 2 DOMESTIC EQUITY…………..………………………………………………….…………………………………………… …3 SSgA S&P 500 T. Rowe Price New Era Fund Geneva Mid Cap Growth TSW Mid Cap Value TSW Small Cap Value INTERNATIONAL EQUITY…………………………………………………………………………………………. ................. 4 Harris International Equity Artisan Non US Growth Acadian Emerging Market Equity Wells Large/Mid Cap Emerging Market Equity FIXED INCOME…………………………………………………………………………………………………………………. 5 Goldman Sachs Core Plus Fixed Income Vanguard Total Bond Market Neuberger Berman High Yield Vanguard Inflation Protected Securities ALTERNATIVES/HEDGE FUNDS ………………………………………………………………………………………………6 Wellington Diversified Inflation Hedges Mesirow Absolute Return Fund Weatherlow Offshore Fund I Standard Life Global Absolute Return Fund COMMODITIES………...………………………………………………………………………………………………… ………7 TAP Fund PRIVATE EQUITY ………………………………………………………………………………………………………………8 Landmark Partners XIV PEI Fund V HarbourVest Partners IX Pomona Capital VIII JPMorgan Venture Capital Fund V REAL ESTATE …………………………………………………………………………………………………………………….9 Gerding Edlen Green Cities II Westport Real Estate Fund IV Long Wharf Real Estate Partners Fund -
Wespath's Hedge Fund Strategy
Wespath’s Hedge Fund Strategy— The Path Not Followed by Dave Zellner Wespath Investment Management division of the General Board of Pension and Health Benefits of The United Methodist Church continually evaluates new and innovative investment strategies to help its clients attain superior risk-adjusted returns. After conducting thorough due diligence, we are willing to be early adopters of an investment strategy—if justified by our analysis. In 1991, Wespath was an early investor in positive social purpose loans and in 1998 we invested in U.S. Treasury Inflation Protected Securities—approximately one year after the U.S. Treasury began offering them. Each has produced compelling returns for investors in Wespath Funds. Wespath has also been at the forefront in alternative investment strategies such as private real estate, private equity, emerging market equities and debt, commodities, senior secured bank loans, and several other unique approaches. Yet an investment strategy that Wespath has avoided—and intentionally so—is hedge funds. While a wide variety of institutional investors embrace hedge fund investing as an integral and “sophisticated” element of their overall program, Wespath has concluded that the potential risk-adjusted return opportunities do not justify the requisite resources and costs required for prudently engaging in this popular form of investing. In the following White Paper, we explain our rationale for declining to establish a significant investment of the assets entrusted to us by our stakeholders in hedge funds. Riding a Roller Coaster Hedge funds have had what can best be described as a roller-coaster existence since Alfred Jones established the first hedge fund in the early 1950s. -
Introduction and Overview of 40 Act Liquid Alternative Funds
Introduction and Overview of 40 Act Liquid Alternative Funds July 2013 Citi Prime Finance Introduction and Overview of 40 Act Liquid Alternative Funds I. Introduction 5 II. Overview of Alternative Open-End Mutual Funds 6 Single-Manager Mutual Funds 6 Multi-Alternative Mutual Funds 8 Managed Futures Mutual Funds 9 III. Overview of Alternative Closed-End Funds 11 Alternative Exchange-Traded Funds 11 Continuously Offered Interval or Tender Offer Funds 12 Business Development Companies 13 Unit Investment Trusts 14 IV. Requirements for 40 Act Liquid Alternative Funds 15 Registration and Regulatory Filings 15 Key Service Providers 16 V. Marketing and Distributing 40 Act Liquid Alternative Funds 17 Mutual Fund Share Classes 17 Distribution Channels 19 Marketing Strategy 20 Conclusion 22 Introduction and Overview of 40 Act Liquid Alternative Funds | 3 Section I: Introduction and Overview of 40 Act Liquid Alternative Funds This document is an introduction to ’40 Act funds for hedge fund managers exploring the possibilities available within the publically offered funds market in the United States. The document is not a comprehensive manual for the public funds market; instead, it is a primer for the purpose of introducing the different fund products and some of their high-level requirements. This document does not seek to provide any legal advice. We do not intend to provide any opinion in this document that could be considered legal advice by our team. We would advise all firms looking at these products to engage with a qualified law firm or outside general counsel to review the detailed implications of moving into the public markets and engaging with United States regulators of those markets. -
Building Efficient Hedge Fund Portfolios August 2017
Building Efficient Hedge Fund Portfolios August 2017 Investors typically allocate assets to hedge funds to access return, risk and diversification characteristics they can’t get from other investments. The hedge fund universe includes a wide variety of strategies and styles that can help investors achieve this objective. Why then, do so many investors make significant allocations to hedge fund strategies that provide the least portfolio benefit? In this paper, we look to hedge fund data for evidence that investors appear to be missing out on the core benefits of hedge fund investing and we attempt to understand why. The. Basics Let’s start with the assumption that an investor’s asset allocation is fairly similar to the general investing population. That is, the portfolio is dominated by equities and equity‐like risk. Let’s also assume that an investor’s reason for allocating to hedge funds is to achieve a more efficient portfolio, i.e., higher return per unit of risk taken. In order to make a portfolio more efficient, any allocation to hedge funds must include some combination of the following (relative to the overall portfolio): Higher return Lower volatility Lower correlation The Goal Identify return streams that deliver any or all of the three characteristics listed above. In a perfect world, the best allocators would find return streams that accomplish all three of these goals ‐ higher return, lower volatility, and lower correlation. In the real world, that is quite difficult to do. There are always trade‐ offs. In some cases, allocators accept tradeoffs to increase the probability of achieving specific objectives. -
RI Transparency Report Is One of the Key Outputs of This Framework
RI TRANSPARENCY REPO RT 2019 Idinvest Partners An investor initiative in partnership with UNEP Finance Initiative and UN Global Compact About this report The PRI Reporting Framework is a key step in the journey towards building a common language and industry standard for reporting responsible investment (RI) activities. This RI Transparency Report is one of the key outputs of this Framework. Its primary objective is to enable signatory transparency on RI activities and facilitate dialogue between investors and their clients, beneficiaries and other stakeholders. A copy of this report will be publicly disclosed for all reporting signatories on the PRI website, ensuring accountability of the PRI Initiative and its signatories. This report is an export of the individual Signatory organisation’s response to the PRI during the reporting period specified above. It includes their responses to mandatory indicators, as well as responses to voluntary indicators the signatory has agreed to make public. The information is presented exactly as it was reported. Where an indicator offers a response option that is multiple-choice, all options that were available to the signatory to select are presented in this report. Presenting the information exactly as reported is a result of signatory feedback which suggested the PRI not summarise the information. PRI disclaimer This document presents information reported directly by signatories. This information has not been audited by the PRI Secretariat or any other party acting on their behalf. While this information is believed to be reliable, no representations or warranties are made as to the accuracy of the information presented, and no responsibility or liability can be accepted for any error or omission. -
Buying the Dip Did Your Portfolio Holding Go on Sale?
QUANTAMENTAL RESEARCH May 2018 Buying the Dip Did Your Portfolio Holding Go on Sale? Author ‘Buy the Dip’ (“BTD”), the concept of buying shares after a steep decline in stock price or market index , is both a Wall Street maxim, and a widely used investment strategy. Investors Vivian Ning, CFA Quantamental Research pursuing a BTD strategy are essentially buying shares at a “discounted” price, with the 312-233-7148 opportunity to reap a large pay-off if the price drop is temporary and the stock subsequently [email protected] rebounds. BTD strategies are especially popular during bull markets, when a market rally can be punctuated by multiple pullbacks in equity prices as stock prices march upwards. Is buying the dip a profitable trading strategy or just an empty platitude? How can investors utilize additional information to confirm and enhance their ‘Buy the Dip’ decisions? In this report, we examine the stock performance of the ‘Buy the Dip’ (BTD) strategy within the Russell 1000 Index from January 2002 through October 2017. We also explore how a BTD strategy can be improved by overlaying three other classes of stock selection signals: institutional ownership level, stock price trend, and company fundamentals. We find: A strategy of investing in securities that fell more than 10% relative to the broader market index, during a single day, significantly outperforms the index between 2002 and 2017 in the subsequent periods. The dipped securities yield cumulative excess returns over 1-day1 (0.47%) to 240-days (28%) between 2002 and 2016, all significant at the one percent level. -
Entrepreneurship in Spain
All you need to know about entrepreneurship in Spain June 2021 edition A way to make Europe EUROPEAN REGIONAL DEVELOPMENT1 FUND CONTENT Part I – STARTING POINT • Creating a startup Part II – RESOURCES FOR STARTUPS • Resources for startups • Incubators • Accelerators • Specific services suppliers Part III – FINANCING FOR STARTUPS • How to obtain financing • Private sector • Public sector • European calls • National calls Part IV – EVENTS FOR STARTUPS • Events Part V – AUTONOMOUS REGIONS • Programs and subsidies for startups This guide is intended as a collection of resources for startups in their different stages of seeking public and/or private funding 2 Part I Starting point CREATING A STARTUP IN SPAIN The steps to establish a startup are the same as for any other company. The very first one is to determine the most appropriate legal form, a decision that will be influenced by the startup´s later needs regarding participation deals and receipt of third-party investment. The most used legal forms are: Spain • Limited Liability Company (Sociedad Limitada, S.L.) in • Corporation (Sociedad Anónima, S.A.). startup Both forms can also be set up as a sole-shareholder entity (Sociedad Anónima Unipersonal, S.A.U. and Sociedad Limitada Unipersonal, S.L.U. respectively) a at the time of incorporation or be converted into a sole-shareholder entity afterwards. While there are alternatives to these legal forms, they aren´t advisable for startups that will be seeking to add partners to the project and/or third-party investors. For information purposes, these include: Freelancer (Autónomo), Private partnership (Sociedad Civil) or Jointly-Owned Entity (Comunidad de creating Bienes), or a Cooperative (Cooperativa). -
Private Equity
OHIO PUBLIC EMPLOYEES RETIREMENT SYSTEM 277 EAST TOWN STREET, COLUMBUS, OH 43215-4642 1-800-222-PERS (7377) www.opers.org MEMORANDUM DATE: July 3, 2007 TO: OPERS Retirement Board Members Chris DeRose - Executive Director CC: Jennifer Hom, Director – Investments Greg Uebele, Senior Investment Officer – External Management FROM: Paul Rodgers, Portfolio Manager – Private Equity RE: Private Equity Update Purpose This memo provides a general update for the private equity activities. General Ohio-Midwest Discretionary Mandate On June 14, Credit Suisse held another “Breakfast Lecture Series” event in Dayton. The event attracted an audience of fifty people with the interaction between panelists and audience members once again vibrant. Those in attendance learned about the Ohio-Midwest initiative and its early results, the decision by OPERS to further support the program with another $50 million of capital, as well as the opportunities and attractiveness of investing in Ohio. One of the benefits of these meetings, beyond education and networking, is to stimulate deal flow opportunities. Credit Suisse’s Mel Carter reported shortly after the event that an entrepreneur in attendance approached one of the Ohio-Midwest Fund’s general partners and initiated a dialogue about the potential sale or recapitalization of his business. Such a meeting most likely would not have occurred had the Dayton event not taken place. Private Equity Procedures Staff is in the process of revising its General Partner Selection and Administration procedures to reflect the changes resulting from the shift in the advisory services model as well as improvements made with regard to workflow. Staff is coordinating this activity with Hamilton Lane, Investment Accounting, Audit, Legal, and Fund Management. -
Monthly European
December 2013 Technology / Media / Telecoms / Internet / Healthcare / Cleantech / Materials Go4Venture Advisers’ European Venture & Growth Equity Market Monthly Bulletin December 2013 Published by Go4Venture Advisers Research, the Equity Research unit of Go4Venture Advisers LLP. About Go4Venture Advisers Providing innovative, fast-growing companies and their investors with independent corporate finance advice to help them evaluate, develop and execute growth strategies Equity Capital Markets (ECM) Equity private placements Growth equity financings and secondaries Pre-IPO advisory Mergers & Acquisitions (M&A) Sellside Buyside / Buy and build Valuation services Go4Venture Advisers LLP is authorised and regulated by the Financial Conduct Authority (FCA). © Go4Venture Advisers 2013 December 2013 Contents This Month in Brief 2 Investments 1.1 - Headline Transactions Index (HTI) 5 1.2 - Large Transactions Summary 6 1.3 - Large Transactions Profiles 7 M&A Transactions 2.1 - M&A Activity Index 17 2.2 - Top 5 Global TMT M&A Transactions Summary 18 Headline European VC & PE-Backed M&A Transactions: 2.3 - Summary 21 2.4 - Profiles 22 List of Acronyms 25 About this Bulletin The Go4Venture Advisers’ European Venture & Growth Equity Market Monthly Bulletin provides a summary of corporate finance activity among emerging European TMT companies: Investments, i.e. Venture Capital (VC) and Private Equity (PE) financings, including growth equity, financing rounds with single secondaries components (recapitalisations); and M&A Transactions where the sellers are VC and PE-backed European companies, including all majority transactions with no new investment going into the business (e.g. acquisitions, Management Buyouts (MBOs) and other buyouts). Investment activity is measured using Go4Venture’s European Tech Headline Transactions Index (HTI), which is based on the number and value of transactions reported in professional publications. -
Cv-18-608313-00Cl Ontario Superior Court of Justice
Court File No.: CV-18-608313-00CL ONTARIO SUPERIOR COURT OF JUSTICE COMMERCIAL LIST IN THE MATTER OF THE COMPANIES' CREDITORS ARRANGEMENT ACT, R.S.C. 1985, c. C-36, AS AMENDED AND IN THE MATTER OF A PLAN OF COMPROMISE OR ARRANGEMENT OF FORME DEVELOPMENT GROUP INC. AND THE OTHER COMPANIES LISTED ON SCHEDULE "A" HERETO (the "Applicants") APPLICATION UNDER THE COMPANIES’ CREDITORS ARRANGEMENT ACT, R.S.C. 1985, c. C-36, AS AMENDED BOOK OF AUTHORITIES OF THE MONITOR (Returnable July 2, 2019) June 26, 2019 BENNETT JONES LLP 3400 One First Canadian Place P.O. Box 130 Toronto, Ontario M5X 1A4 Fax: (416) 863-1716 Sean Zweig (LSO #57307I) Tel: (416) 777-6254 Aiden Nelms (LSO#74170S) Tel: (416) 777-4642 Counsel to KSV Kofman Inc., solely in its capacity as Court-appointed monitor and not in its personal capacity INDEX TAB DESCRIPTION 1 Nortel Networks Corp., Re, [2009] O.J. No. 3169 (Ont. S.C.J. [Comm. List]). 2 Royal Bank of Canada v. Soundair Corp., (1991), 4 O.R. (3d) 1 (Ont. C.A.). 3 Bloom Lake, g.p.l., 2015 QCCS 1920. 4 Terrace Bay Pulp Inc., Re , 2012 ONSC 4247 (Ont. S.C.J. [Commercial List]. 5 Re AbitibiBowater Inc., 2010 QCCS 1742 (C.S. Que.). TAB 1 Nortel Networks Corp., Re, 2009 CarswellOnt 4467 2009 CarswellOnt 4467, [2009] O.J. No. 3169, 179 A.C.W.S. (3d) 265... 2009 CarswellOnt 4467 Ontario Superior Court of Justice [Commercial List] Nortel Networks Corp., Re 2009 CarswellOnt 4467, [2009] O.J. No. 3169, 179 A.C.W.S.