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Before the Federal Communications Commission Washington, D.C. in the Matter of Rate of Return Represcription Staff Report ) WC D
Before the Federal Communications Commission Washington, D.C. In the Matter of ) WC Docket Nos. 10-90, 07-135, 05-337, and Rate of Return Represcription ) 03-109 Staff Report ) ON Docket No. 09-51 ) CC Docket Nos. 96-45 and 01-92 ) WT Docket No. 10-208 COMMENTS OF THE RURAL TELEPHONE FINANCE COOPERATIVE The Rural Telephone Finance Cooperative ("RTFC") hereby files its comments pursuant to the Federal Communications Commission's ("Commission") May 16, 2013 Staff Report regarding rate of return ("RoR") represcription, which initiated a proceeding to represcribe the authorized rate of return used to determine interstate common line rates and special access rates for rate of return incumbent Local Exchange Carriers ("LECs") and also used for some forms of support provided by the Universal Service Fund ("USF"), including High Cost Loop Support ("HCLS"), and Interstate Common Line Support ("ICLS"). As explained further herein, RTFC requests that the Commission defer represcribing the RLEC authorized RoR for two reasons: First, the Federal Reserve stimulus program is distorting financial yields, especially driving down the cost of debt. Second, the Wireline Competition Bureau should search for methods of estimating rural local exchange carriers' ("RLECs") cost of capital that do not rely on using publicly traded proxy companies because the return and risk profile of these companies bear little resemblance to the financial, business, and regulatory challenges facing non-publicly traded RLECs. I. Description of RTFC and its Interest RTFC's exact name is Rural Telephone Finance Cooperative and its principal place ofbusiness is 20701 Cooperative Way, Dulles, Virginia, 20166. RTFC is a private, not-for-profit cooperative association whose primary purpose is to meet the financial needs of its member telephone companies and cooperatives and their affiliated organizations. -
Initial Public Offerings
November 2017 Initial Public Offerings An Issuer’s Guide (US Edition) Contents INTRODUCTION 1 What Are the Potential Benefits of Conducting an IPO? 1 What Are the Potential Costs and Other Potential Downsides of Conducting an IPO? 1 Is Your Company Ready for an IPO? 2 GETTING READY 3 Are Changes Needed in the Company’s Capital Structure or Relationships with Its Key Stockholders or Other Related Parties? 3 What Is the Right Corporate Governance Structure for the Company Post-IPO? 5 Are the Company’s Existing Financial Statements Suitable? 6 Are the Company’s Pre-IPO Equity Awards Problematic? 6 How Should Investor Relations Be Handled? 7 Which Securities Exchange to List On? 8 OFFER STRUCTURE 9 Offer Size 9 Primary vs. Secondary Shares 9 Allocation—Institutional vs. Retail 9 KEY DOCUMENTS 11 Registration Statement 11 Form 8-A – Exchange Act Registration Statement 19 Underwriting Agreement 20 Lock-Up Agreements 21 Legal Opinions and Negative Assurance Letters 22 Comfort Letters 22 Engagement Letter with the Underwriters 23 KEY PARTIES 24 Issuer 24 Selling Stockholders 24 Management of the Issuer 24 Auditors 24 Underwriters 24 Legal Advisers 25 Other Parties 25 i Initial Public Offerings THE IPO PROCESS 26 Organizational or “Kick-Off” Meeting 26 The Due Diligence Review 26 Drafting Responsibility and Drafting Sessions 27 Filing with the SEC, FINRA, a Securities Exchange and the State Securities Commissions 27 SEC Review 29 Book-Building and Roadshow 30 Price Determination 30 Allocation and Settlement or Closing 31 Publicity Considerations -
The Moral Basis of State Corporate Law Disclosure
Catholic University Law Review Volume 49 Issue 3 Spring 2000 Article 3 2000 The Moral Basis of State Corporate Law Disclosure Eric A. Chiappinelli Follow this and additional works at: https://scholarship.law.edu/lawreview Recommended Citation Eric A. Chiappinelli, The Moral Basis of State Corporate Law Disclosure, 49 Cath. U. L. Rev. 697 (2000). Available at: https://scholarship.law.edu/lawreview/vol49/iss3/3 This Article is brought to you for free and open access by CUA Law Scholarship Repository. It has been accepted for inclusion in Catholic University Law Review by an authorized editor of CUA Law Scholarship Repository. For more information, please contact [email protected]. ARTICLES THE MORAL BASIS OF STATE CORPORATE LAW DISCLOSURE Eric A. Chiappinelli* Since the 1930s, publicly held American corporations have been sub- jected to an increasingly elaborate federal system of mandatory disclo- sure. The merits of this system have garnered extensive scholarly com- mentary.' While these federal requirements apply only to public corporations, every corporation, public and private, is subject to the disclosure requirements of its state of incorporation. The most influen- tial state in this regard is, of course, Delaware, but the Model Business Corporation Act (MBCA)2 has also been influential. Both the Delaware act and the MBCA are far less extensive than the federal securities laws in the amount of information they require corporations to disclose. In contrast to the federal requirements, state-mandated corporate disclo- sure laws have received no sustained scholarly attention. Most commen- tators have analyzed state requirements only in connection with the adoption of the federal securities laws. -
The Sale of a Privately Held Company: Valuations, Process and Best Practices
The Sale of a Privately Held Company: valuations, process and best practices The reasons behind the decision of shareholders serious disruptions in the enterprise unless it is to sell a business are unique to each situation, managed properly. The sale process can impact but they usually involve issues of liquidity, relationships with suppliers, shareholders, family timing and emotions. One of the most common and employees in ways that can damage the drivers is the need for a succession strategy value of the company. A well-managed process within family owned companies. Often times the can enhance the value of a business and decision is purely financial — private companies position the company for a continuing legacy are highly illiquid assets and a sale can generate under a new ownership structure. liquidity for diversification and financial security. In other situations, entrepreneurs find their The sale process is the final stage of the drive and passion for the business fades over entrepreneurial cycle when the value of the time. Finally, we are seeing an increasing business is ultimately realized and shareholders number of transactions triggered by unsolicited receive liquidity for their ownership interests. offers from a competitor or a private equity It is a culminating event yielding financial group even though shareholders were not even rewards for years of hard work and risks taken. contemplating a transaction. To maximize the value of the business, the process should be well planned, well executed Whatever the driving force for the transaction, and given the attention that any other crucial the sale of a privately held business is an business event deserves. -
Preparing a Venture Capital Term Sheet
Preparing a Venture Capital Term Sheet Prepared By: DB1/ 78451891.1 © Morgan, Lewis & Bockius LLP TABLE OF CONTENTS Page I. Purpose of the Term Sheet................................................................................................. 3 II. Ensuring that the Term Sheet is Non-Binding................................................................... 3 III. Terms that Impact Economics ........................................................................................... 4 A. Type of Securities .................................................................................................. 4 B. Warrants................................................................................................................. 5 C. Amount of Investment and Capitalization ............................................................. 5 D. Price Per Share....................................................................................................... 5 E. Dividends ............................................................................................................... 6 F. Rights Upon Liquidation........................................................................................ 7 G. Redemption or Repurchase Rights......................................................................... 8 H. Reimbursement of Investor Expenses.................................................................... 8 I. Vesting of Founder Shares..................................................................................... 8 J. Employee -
Data Observations of Employee Ownership & Impact Investment
Georgia State University College of Law Reading Room Faculty Publications By Year Faculty Publications Winter 2017 In Pursuit of Good & Gold: Data Observations of Employee Ownership & Impact Investment Christopher Geczy University of Pennsylvania Wharton School, [email protected] Jessica S. Jeffers University of Pennsylvania Wharton School, [email protected] David K. Musto University of Pennsylvania Wharton School, [email protected] Anne M. Tucker Georgia State University College of Law, [email protected] Follow this and additional works at: https://readingroom.law.gsu.edu/faculty_pub Part of the Business Law, Public Responsibility, and Ethics Commons, Business Organizations Law Commons, Contracts Commons, and the Corporate Finance Commons Recommended Citation Christopher Geczy, Jessica S. Jeffers, David K, Musto, & Anne M. Tucker, In Pursuit of Good & Gold: Data Observations of Employee Ownership & Impact Investment, 40 Seattle U. L. Rev. 555 (2017). This Article is brought to you for free and open access by the Faculty Publications at Reading Room. It has been accepted for inclusion in Faculty Publications By Year by an authorized administrator of Reading Room. For more information, please contact [email protected]. In Pursuit of Good & Gold: Data Observations of Employee Ownership & Impact Investment Christopher Geczy, Jessica S. Jeffers, David K. Musto & Anne M. Tucker* ABSTRACT A startup’s path to self-sustaining profitability is risky and hard, and most do not make it. Venture capital (VC) investors try to improve these odds with contractual terms that focus and sharpen employees’ incentives to pursue gold. If the employees and investors expect the startup to balance the goal of profitability with another goal—the goal of good—the risks are likely to both grow and multiply. -
Seed Financing Overview
Seed Financing Overview This set of documents will provide you the knowledge and tools you need to successfully attract, negotiate, and secure seed level financing. This guide is designed for an arms-length transaction between third-party investors and an early-stage company, rather than for friends and family deals. Capital raised by seed financing may be used to help you prove your concept in the marketplace and, hopefully, achieve growth and profitability. You will then be better positioned to attract larger amounts of capital and grow beyond a startup. For more information on whether or not your company is ready for seed financing, please see our Financing Alternatives Primer. There are three parts to this document: 1 This overview with a pre-financing checklist; 2 A sample term sheet; and 3 A guide for the term sheet. This overview provides an introduction to seed financing and a checklist of steps to take and documents to draft before approaching investors. The second document, the term sheet, is a barebones template of the most important terms, drafted with your best interest in mind. It is a negotiation tool, not a finished or executable document. The last document, the guide, explains terms contained in the term sheet and covers some additional terms you may consider adding or are likely to see in investors’ drafts of such a term sheet. Always keep your personal and business objectives in mind as you use these documents to guide you through seed financing. Before Seeking Seed Financing, You Should: Create a Business Plan. It is important to have a polished business plan to present to investors to demonstrate your thoughtfulness and professionalism. -
Written Testimony of William Beatty Washington Securities Division Director and Past-President of the North American Securities Administrators Association, Inc
Written Testimony of William Beatty Washington Securities Division Director and Past-President of the North American Securities Administrators Association, Inc. House Committee on Financial Services, Subcommittee on Capital Markets and Government Sponsored Enterprises “The JOBS Act at Four: Examining Its Impact and Proposals to Further Enhance Capital Formation.” April 14, 2016 Washington, D.C. Introduction Good Morning Chairman Garrett, Ranking Member Maloney, and members of the Subcommittee. My name is Bill Beatty. For the past 30 years, I have worked as an attorney in the Securities Division of the Washington State Department of Financial Institutions, and since 2010 I have served as the Department’s Securities Director. I am also a member of the North American Securities Administrators Association, Inc. (“NASAA”),1 having served as the association’s President from 2014 to 2015, and before that, as Chair of its Corporation Finance Section Committee. Since October of 2015, I have served as the Chair of NASAA’s Committee on Small Business Capital Formation. I am honored to testify before the Subcommittee today about legislative proposals to enhance capital formation for small and emerging growth companies. State securities regulators have protected Main Street investors longer than any other securities regulator. Ten of my colleagues are appointed by Secretaries of State, and five are under the jurisdiction of state Attorneys General. Some, like me, are appointed by their Governors and Cabinet officials, and some of my colleagues work for independent commissions or boards. My colleagues and I are responsible for enforcing state securities laws including investigating complaints, examining broker-dealers and investment advisers, registering certain securities offerings, and providing investor education programs to many of your constituents. -
Equity Incentive Compensation Plan Considerations for a Limited Liability Company
Equity Incentive Compensation Plan Considerations for a Limited Liability Company By James R. Browne Barnes & Thornburg LLP Dallas, Texas February 1, 2019 A privately held company organized as a limited liability company (“LLC”)1 often wants to offer to key employees and consultants the right to participate in the financial success of the business through an equity incentive compensation plan. The principal owner and key employees typically think in terms of a plan comparable to the equity incentive compensation plans commonly used by publicly traded corporations. But are the typical corporate equity incentive compensation plans right for an LLC? This article first describes the four broad types of equity incentive compensation plans commonly used by publicly traded corporations and most likely to be familiar to business owners and key employees: restricted stock, phantom stock, stock options, and stock appreciation rights. The article then explains why certain of these corporate plans may not work well for an LLC taxed as a partnership, and describes the more tax efficient alternatives for an LLC.2 Key Conclusions: For an LLC that wants to award participants an equity interest in the company’s existing capital and future profits, a phantom equity plan is generally preferable to a restricted equity plan. For an LLC that wants to award participants an interest in future profits only, a “profits interest” plan is generally preferable to awards of equity options or equity appreciation rights, although an equity appreciation rights plan involves much less complexity and is more attractive if the business generates primarily ordinary operating income. In the right circumstances, an LLC gain sharing plan (which is a modified form of a profits interest plan) may achieve tax benefits not available in a traditional corporate or LLC equity incentive compensation plan (i.e., deferral of income and capital gains), with minimal tax compliance burdens for participants. -
Walking the Corporate Board Compensation Tightrope
Quarterly ISSUE THREE 2018 Walking the Corporate Board Compensation Tightrope By Priya Kapila How to effectively balance recognition and rewards with independent board governance. Common leadership principles regularly cry out against surrounding oneself with others who are too agreeable—the quintessential yes men and women. Such a team structure tends to lead to “group think,” diminished creativity and risk taking, pursuit of ideas without proper planning, and outside suspicion that leaders lack confidence, competence or worse. So what is the solution when yes men or women are in positions intended to serve as the company’s watchdogs? Following the financial crisis and the implementation of Dodd-Frank Act rules, boards of publicly traded firms had to be composed of knowledgeable, independent directors who can be responsible fiduciaries. However, for privately held companies—which represent the vast majority of American engineering and construction (E&C) firms—it is more common to have inside directors and less likely to have subject matter experts within defined board committees. These factors, combined with uncertainty over how to compensate directors, can lead to ineffective board leadership. Board Composition in the E&C Industry In the E&C industry, companies report having eight or nine board members, on average, regardless of ownership structure. Those numbers correlate with the company’s size; that is, the larger the organization, the more members on the board. Among privately held companies, there are generally more inside directors—often employees, employees’ relatives and others with a deeply vested stake in the business—in comparison to publicly traded firms. Exhibit 1 shows that inside directors are usually a majority in private construction firms (versus a clear minority within public companies). -
UNIT I Company-A Company Is an Association Or Collection Of
UNIT I Company-A company is an association or collection of individuals, whether natural persons, legal persons, or a mixture of both. Company members share a common purpose and unite in order to focus their various talents and organize their collectively available skills or resources to achieve specific, declared goals. Companies take various forms such as: Voluntary associations which may be registered as a Nonprofit organizations A group of soldiers Business entity with an aim of gaining a profit Financial entities and Banks A company or association of persons can be created at law as legal person so that the company in itself can accept Limited liability for civil responsibility and taxation incurred as members perform (or fail) to discharge their duty within the publicly declared "birth certificate" or published policy. Because companies are legal persons, they also may associate and register themselves as companies - often known as a Corporate group. When the company closes it may need a "death certificate" to avoid further legal obligations. Meanings and definitions A company can be defined as an "artificial person", invisible, intangible, created by or under law, with a discrete legal entity, perpetual succession and a common seal.[citation needed] It is not affected by the death, insanity or insolvency of an individual member. Types For a country-by-country listing, see Types of business entity. A company limited by guarantee. Commonly used where companies are formed for non-commercial purposes, such as clubs or charities. The members guarantee the payment of certain (usually nominal) amounts if the company goes into insolvent liquidation, but otherwise they have no economic rights in relation to the company. -
DOING BUSINESS with NATIVE AMERICAN RIBAL ORPORATIONS T C : Some Competitive Advantages Fall 2015
DOING BUSINESS WITH NATIVE AMERICAN RIBAL ORPORATIONS T C : Some Competitive Advantages Fall 2015 By Heather Dawn Thompson* In an expanding global economy, investors are looking for competitive advantages and more advantageous business environments. Businesses and investors might be surprised to discover that a favorable partnership might exist in their own backyard. Under the U.S. Constitution, Native American Indian tribes are recognized as semi sovereign nations, and a business venture with an Indian tribe can offer many advantages. Native American Indian tribal governments have the authority to establish their own laws and regulations. Most tribes have wholly-owned tribal corporate entities that enjoy most of the same legal protections and advantages as the tribe itself. In addition, the federal government has enacted a broad array of financial incentives to encourage investment in economic development projects in economically distressed areas in general, and on tribal lands specifically. There are over 560 Native American tribal governments in the United States, and there are a number of factors that can make Indian tribes and their wholly-owned corporations very attractive for your business partnerships and investments. TRIBES ARE SOVEREIGN GOVERNMENTS WITH SOVEREIGN CORPORATIONS > Tribal government owned corporations. Tribal governments can charter their own tribal government-owned corporations under tribal law or federal law (Section 17). Tribally chartered enterprises hold the same status as the tribe itself for purposes of federal income tax exemptions and sovereign immunity from suit. Tribal governments can promulgate their own regulations governing economic activity on their lands. Further, tribal governments and their tribal corporations are generally not subject to state laws.