Private Equity

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Private Equity

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Title: Private Equity


1
Private Equity
  • Why Canadian Institutional Investors Should
    Participate in Global Private Equity
  • Finding the Key Report Implementation

2
The Finding the Key Report
  • The Finding the Key Canadian Institutional
    Investors and Private Equity research report was
    commissioned by the federal government and six
    provincial governments to assess the current
    attitudes of institutional investors towards
    Canadian private equity.
  • The research was conducted by Macdonald
    Associates and based on interviews of almost 100
    institutional investors in Canada and the US,
  • Key findings of the report were that there are
    barriers to private equity entry and sustained
    activity, especially for pension plans with under
    5 billion in assets. Barriers noted include
  • Attitudes and limited knowledge base about
    private equity among trustees and Canadian
    consultants
  • Internal staffing requirements and investment
    oversight difficulties
  • Lack of supporting infrastructure such as fund of
    funds, gatekeepers, advisors and consultants
  • Market entry costs
  • Limited access to reliable performance data,
    specifically for the Canadian market

3
Private Equity Investment by US and Canadian
Pension Funds by Size
Large differences exist between the US and
Canada for private equity investment by
institutional investors with under 5 billion in
assets
4
Report Recommendations and Presentation Objectives
  • Presentation Objectives
  • Provide an overview of private equity and reasons
    why the asset class should be considered as part
    of an institutional investment portfolio
  • Address potential risks and implementation issues
    related to private equity investments
  • Review alternative methods for establishing a
    private equity portfolio - from fund of fund to
    direct investing
  • Recommendations
  • The Finding the Key report concluded that the
    CVCA should
  • Increase communication and
  • education on private equity
  • through closer relationships with
  • PIAC and other industry
  • associations
  • Address means of overcoming
  • barriers and strengthening
  • available infrastructure to support
  • cost effective entry into the private
  • equity asset class
  • Increasing education about the Canadian private
    equity market was also recommended and will form
    the second phase of the project

5
Overview of the Institutional Committee (1)
  • The Institutional Committee of the Canadian
    Venture Capital Association (CVCA) was set up
    to suggest how to implement the recommendations
    from the Finding the Key report.

Core Committee
Natalie TownsendCVCA Director Janet
RabovskyWatson Wyatt David RogersOMERS
Rosemary ZigrossiOntario Teachers Stuart
Waugh-TD Capital Robert PalterMcKinsey Kirk
FalconerMacdonald and Associates Mark
Weisdorf-MW Associates Brian Stewart-Consultant
Sam DubocEdgeStone
Advisory Committee
Institutional Investors
General Partners Service Providers
Fund of Funds, Gatekeepers Consultants
6
Overview of the Institutional Committee (2)
Advisory Committee
General Partners and Service Providers Goodmans
- Rick Nathan Goodman and Carr-Murray
Perelman Gowlings - Nicholas Dietrich Greenstone
- Livia Mahler GTI - Bernard Hamel McLean
Watson - John Eckert Penfund John
Bradlow PRIVEQ - Brad Ashley
Institutional Investors Alberta Treasury - Dan
Kanashiro BCIMC - Neil Muth CAAT - Denis
Larose CBC Pension - Debra Alves CDP - Pierre
Fortier CPP Tom Tutsch Industrial Alliance -
Richard Legault McGill - John Limeburner NBIMC -
John Sinclair PSP - Derek Murphy STM - Denis
Giroux University of Alberta - Ron
Ritter University of Ottawa - Barb Miazga Via
Rail - Chris Caswell
Fund of Funds, Gatekeepers Consultants Adams
Street - John Gray BDC - Brian Elder Cambridge -
Andrea OToole-Auerbach Harbourvest - Brooks
Zug James P. Marshall - David Kaposi Kensington
- Tom Kennedy Pacific Corporate Group - Mike
Russell Pantheon - Helen Steers Paul Capital -
Ann Watson WestAM - Tom Thompson
7
Presentation Background and Objectives
  • Recommendations
  • The Finding the Key report concluded that the
    CVCA should
  • Increase communication and
  • education on private equity
  • through closer relationships with
  • PIAC and other industry
  • associations
  • Address means of overcoming
  • barriers and strengthening
  • available infrastructure to support
  • cost effective entry into the private
  • equity asset class
  • Increasing education about the Canadian private
    equity market was also recommended and will form
    the second phase of the project
  • Presentation Objectives
  • Provide an overview of private equity and reasons
    why the asset class should be considered as part
    of an institutional investment portfolio
  • Address potential risks and implementation issues
    related to private equity investments
  • Review alternative methods for establishing a
    private equity portfolio - from fund of fund to
    direct investing

8
What is Private Equity?
  • Long term equity and subordinated debt
    investments in non-publicly traded companies
    across different stages of development from
    venture to buyout
  • Venture
  • Equity for early stage and later stage growth
    companies, usually in technology or biotech
    businesses, to further develop the product or
    service, the management and sales team and to
    secure customer sales
  • Buyouts and Expansion
  • Equity and quasi equity for more established
    companies for growth, expansion or ownership
    change, including leveraged and management
    buyouts. May require strategic refocusing,
    management team augmentation and governance
    changes
  • Mezzanine Debt
  • Subordinated debt for established companies with
    strong and stable cash flows
  • Other
  • Specialized strategies such as distressed,
    special situations, turnarounds, secondaries and
    infrastructure

9
Characteristics of Private Equity
  • Far more active than public equity investing
  • Inefficient market
  • Private equity managers develop and act on
    informational advantage
  • Investment opportunities must be actively sourced
    and require a high degree of due diligence,
    customization and structuring
  • Valuation and structure of private equity
    investments is determined through negotiation
    versus being set by an efficient public market
  • Requires active involvement and governance
  • Equity stakes are typically control or
    significant influence positions with rights
    outlined in a shareholders agreement
  • Private equity managers typically sit on the
    Boards of portfolio companies and are expected to
    contribute to company development by utilizing
    their experience and contacts to provide
    expertise in strategic, operational, capital
    structure, financial, management and compensation
    issues
  • Long term investment horizon
  • Portfolio company investments are typically held
    for between 5 - 7 years and the majority of the
    returns are earned upon sale towards the end of a
    Funds life

10
Why Consider Private Equity?
  • Return Enhancement
  • Other asset classes are not presently providing
    sufficient returns to meet long term funding
    targets
  • Produces high rates of return, with superior long
    term out-performance for top quartile managers
    relative to public benchmarks
  • Most pension plan consultants suggest that
    private equity returns should exceed returns from
    a public stock market portfolio by 300500 basis
    points
  • Persistency of performance among top quartile
    managers increases the likelihood of success in
    building a high performing private equity
    portfolio
  • Structural, governance and informational
    advantages increase the private equity managers
    ability to consistently earn high returns
  • Diversification Benefits
  • Provides access to a broader range of investment
    opportunities than those available in the public
    markets
  • Provides access to active managers that can add
    value to portfolio companies through active,
    hands-on management in a manner not available to
    public investments
  • Provides portfolio risk diversification but the
    magnitude is difficult to measure accurately
    because the differences in public market and
    private equity data streams, which by necessity
    include interim valuations

11
Private Equity Performance Disclosed for Canadian
Pension Plans
  • Ontario Teachers
  • "Teachers' Private Capital outperformed its
    benchmark by 13.1 in 2004 with a one-year rate
    of return of 27.6 to add 460 million in value.
  • "Over the past four years, private equity
    delivered a rate of return of 16.0..
  • Caisse
  • Private Equity generated 20.5 in 2004 and the
    Private Equity group made significant
    contributions to the Caisses 2004 results
  • OMERS
  • The return on total investment income for the
    private equity was 12.5 compared with a negative
    13.8 return in 2003
  • HOOPP
  • Private equity and special situations generated
    21.2 returns for 2004 and 8.9 for 2003

12
How to Evaluate Private Equity Returns
  • Private equity returns are presented as internal
    rates of returns (IRRs) based on interim
    valuations until the investment is realized.
  • Public equity benchmarks such as the SP and
    Nasdaq are reported on a time-weighted basis
    which makes comparison difficult, and potentially
    not meaningful
  • Private equity returns are not meaningful until a
    fund is in the mature phase, typically beyond 3-5
    years when the realization process for initial
    investments begins
  • Because of the lack of ready benchmarks, multiple
    comparators are often used for short and long
    term measurement
  • Short term (0-5 years)
  • Mainly qualitative
  • Annual review of manager to ensure comfort level
  • Annual review of policy execution adherence to
    stated strategy and objectives, investment pace,
    diversification, underlying performance of
    portfolio companies
  • Ongoing discussions with other LPs
  • Longer term (5-12 years)
  • Vintage year performance comparisons (e.g first
    quartile in Thomson Venture Economics)
  • Relative return target (e.g. listed index 300
    to 500 basis points)
  • Absolute return target (e.g. 12 net)
  • Modeling portfolio cash flows in order to create
    a public market equivalent index for better
    comparison to public indices (an opportunity cost
    benchmark see Appendix III)

13
J-curve Phenomenon
  • Private equity funds typically experience
    declines in value in the early years of their
    development as Funds value an investment at cost
    until another round of financing, an acquisition
    or IPO occurs, while fees and write offs are
    recognized immediately
  • The chart below illustrates a typical J-curve for
    typical private equity Fund. The J-curve for
    venture capital is typically longer than for
    buyout. The 1999/2000 vintage funds are
    experiencing extended J-curves in excess of 5
    years whereas 2001 vintage funds are already
    returning capital. (see Appendices V and VI for
    vintage year returns)

Illustrative
Source Thomson Venture Economics/NVCA
It is important to consider the short term,
negative impact of the J-curve when assessing
private equity performance.
14
North American and European Private Equity
Performance For All Funds
(As of December 31, 2004)
Note on Vintage Year Returns Vintage year
returns are an internal rate of return
calculation based on the year of fund formation
and first drawdown of capital. Vintage year
performance is an effective method for comparing
individual funds as it reflects the definite life
cycle to a group of funds formed in the same
vintage year.
Vintage Year
Vintage Year
Private Equity (Pooled Average)
1999-2003
1994-2003
1989-2003
1984-2003
(0.2)
9.4
12.7
13.6
All Funds
Venture Capital
(9.1)
19.9
23.3
16.9
Buyout
5.4
6.1
8.8
11.8
Private Equity - Top Quartile Cut-off
All Funds
3.5
13.2
16.1
15.9
Venture Capital
(1.4)
14.7
19.0
16.2
Buyout
7.7
11.3
15.0
16.2
Public Equity - Total Returns in US
5 yr
10 yr
15 yr
20 yr
SP 500 Gross TR
(2.3)
12.1
10.9
13.2
SP/TSX Composite (C)
3.6
10.1
8.2
9.7
10.2
SP/TSX Composite (US)
7.9
11.7
7.9
Nasdaq Composite
(11.6)
11.3
11.0
11.5
1
Russell 2000 TR
6.6
11.5
11.1
11.5
2
11.3
HSBC Smaller European (US)
6.9
8.4
12.0
Including recently formed funds which have not
drawn down 100 of capital commitments, have not
completed their investment periods and are
experiencing the J-curve effect.
Notes
1. Private Equity returns are shown net of fees
and expenses.
2. Public Equity returns are gross total
returns, which assumes dividends are re-invested
in the index
3. Canadian and European monthly total returns
have been converted to US and converted values
are then calculated as annualized total returns.
Return figures are therefore affected by
foreign exchange fluctuations over the period
Source Thomson Venture Economics, Bloomberg
private equity returns are calculated as annual
compounded internal rates of return ("IRRs"),
while those for the public market indices are
not Direct comparisons may therefore not
be meaningful
On a vintage year basis, private equity has
delivered strong long-term returns, with
sustained out-performance from top quartile
managers
15
North American and European Private Equity
Performance For Mature Funds
(As of December 31, 2004)
Developing
Note To estimate the potential impact of the
J-curve and fund maturity on vintage year
returns, we removed funds raised in the last 5
years (developing funds) The intention is to
approximate the performance of mature funds,
which, on average, should have drawn all their
capital commitments and completed their
investment cycle.
Mature Funds
Funds
Vintage Year
Vintage Year
Private Equity (Pooled Average)
1999-2003
1994-1998
1989-1998
1984-1998
All Funds
(0.2)
17.3
16.1
14.9
Venture Capital
32.0
20.1
(9.1)
43.6
Buyout
5.4
6.6
9.8
13.1
Private Equity - Top Quartile Cut-off
All Funds
3.5
23.5
23.3
20.3
Venture Capital
(1.4)
48.9
38.1
22.6
Buyout
7.7
14.3
18.4
18.7
Public Equity - Total Returns in US
5 yr
10 yr
15 yr
20 yr
SP 500 Gross TR
(2.3)
12.1
10.9
13.2
10.1
SP/TSX Composite (C)
3.6
9.7
8.2
SP/TSX Composite (US)
11.7
10.2
7.9
7.9
Nasdaq Composite
1
(11.6)
11.3
11.0
11.5
Russell 2000 TR
6.6
11.1
11.5
11.5
2
HSBC Smaller European (US)
6.9
11.3
8.4
12.0

Includes immature funds that have not yet
completed their investment period and may have
significant amounts of capital yet to be drawn.
1
Nasdaq Composite Index - Total Returns available
since September 30, 2003, price return values
used prior to September 30, 2003
2
Inception for HSBC Smaller European Index is
December 31, 1985.
Notes
1. Private Equity returns are shown net of fees
and expenses.
2. Public Equity returns are gross total
returns, which assumes dividends are re-invested
in the index
3. Canadian and European monthly total returns
have been converted to US and converted values
are then calculated as annualized total returns.
Return figures are therefore affected by
foreign exchange fluctuations over the period
Source Thomson Venture Economics, Bloomberg
private equity returns are calculated as annual
compounded internal rates of return ("IRRs"),
while those for the public market indices are
not Direct comparisons may therefore not
be meaningful
For mature funds, private equitys strong long
term performance is evident across strategies and
investment styles
16
Persistence of Returns
  • Stephen Kaplan and Antoinette Schoar of the
    University of Chicago completed a study on 2004
    which found that over a 17 year period
    performance persists strongly across private
    equity funds
  • GPs whose funds outperform the industry on one
    fund are likely to outperform in a successor
    fund GPs who underperform are likely to repeat
    this performance as well
  • Findings are markedly different from the results
    for mutual funds, where persistence has been
    difficult to detect and, when detected, tends to
    be driven by persistent underperformance rather
    than out-performance
  • If there were survivorship or selection biases in
    the sample of funds, actual persistence would
    likely be greater than the persistence measured
  • Investors must consider whether there has been
    any turnover of professionals or change in
    strategy since the previous fund

Persistency of performance among top quartile
managers increases the likelihood of success in
building a high performing private equity
portfolio
17
Why Private Equity Managers Produce High Returns
Over the Long Term (1)
  • Access to more information
  • Opportunity to conduct lengthy and exhaustive due
    diligence
  • Ability to access detailed information about the
    company and during the life of the investment,
    typically through Board representation and
    internal reporting
  • Market inefficiency
  • Opportunity to utilize informational advantages
    and illiquidity to purchase private companies at
    more favourable valuations relative to public
    companies
  • Illiquidity discounts typically narrow as private
    companies grow toward a public liquidity event or
    strategic sale
  • Ability to structure security holder arrangements
    on more attractive and investor friendly terms
    than available in public equity investing

Structural, governance and informational
advantages increase the private equity managers
ability to consistently earn high returns
18
Why Private Equity Managers Produce High Returns
Over the Long Term (2)
  • Active, value-added involvement and governance
  • Bring value-added expertise by utilizing their
    contacts and providing experience on strategic,
    operational, financial, management and
    compensation issues
  • Can implement corrective action quickly if
    performance is off plan
  • Ability to control the manner and timing of
    exiting the investment to maximize shareholder
    value
  • Strategic focus and alignment of interests over a
    long term horizon
  • Can assist and provide clear direction to the
    management team on strategic focus and priorities
  • Can align compensation towards achievement of the
    strategy
  • Management can take a long term approach to
    implementing strategy since pressure to meet
    quarterly street expectations is removed

Structural, governance and informational
advantages increase the private equity managers
ability to consistently earn high returns
19
Private Equity Diversification Opportunity
171,606 Companies in the US
Revenues 100 million and above
Revenues 10 million and above
Public
7,424
Public
33
20,261
12
67
88
Private
Private
22,696
151,345
Source Dun Bradstreets Market Identifiers
Database, January 2002. Courtesy Abbott Capital
Private equity investing provides access to a
broader range of investment opportunities than
available in the public markets
20
Diversification within Private Equity Asset
Classes
  • The following sub sectors of private equity funds
    have different risk profiles, return
    expectations, investment opportunities and
    overall market conditions
  • Offers opportunity to diversify within a private
    equity portfolio based on the overall assessment
    of the attractiveness of investment opportunities
    (growth prospects, valuation etc.) and the amount
    of capital available for investment.

21
Benefits of Diversification
45.0
Risk of Total Loss
42.0
40.0
Risk of Some Loss
35.0
30.0
30.0
30.0
25.0
20.0
15.0
10.0
5.0
1.0
1.0
0.0
0.0
Direct Investment in Single Private
Investment in Single Private Equity
Investment in Private Equity Fund of
Company
Fund
Funds
of Portfolio Company Investments
1
6 - 12 (Buyout) 20 - 40 (Venture)
400 - 1200
Note Data contains about 5,000 direct
investments, 300 funds and 50,000 simulated fund
of funds Source Weidig and Mathonet report,
"The Risk Profiles of Private Equity", January
2004, Courtesy TD Capital
A diversified private equity portfolio can
significantly reduces volatility and risk of loss
22
Depth and Growth of the US Private Equity
Industry (1)
Source Thomson Venture Economics
Private equity investing has grown substantially
into an established industry offering depth and
diversity of investment strategies and fund
managers
23
Depth and Growth of the US Private Equity
Industry (2)
  • Tougher environment for generating high absolute
    private equity returns as increased competition
    makes it more difficult to find undervalued
    companies or proprietary deal flow
  • Relative out-performance versus public markets is
    still expected with increased focus on manager
    selection and taking a tactical approach
  • Focusing on private equity sub asset classes
    and/or markets which are less capitalized yet
    still capable of generating high returns
  • Selecting private equity managers which have
    shown discipline through previous market cycles
    and an ability to substantially build the value
    of investee companies
  • Considering the impact of partnership dynamics
    such as increasing age and net worth of the
    private equity managers on the ability to
    continue to out-perform public market
    alternatives

While achieving historical absolute returns may
be challenging in the future, relative
out-performance to public markets is still
expected
24
Global Private Equity Funds Raised vs. Invested
The historical capital overhang is dissipating as
investment activity has outpaced fund raising
activity
25
Presentation Background and Objectives
  • Recommendations
  • The Finding the Key report concluded that the
    CVCA should
  • Increase communication and
  • education on private equity
  • through closer relationships with
  • PIAC and other industry
  • associations
  • Address means of overcoming
  • barriers and strengthening
  • available infrastructure to support
  • cost effective entry into the private
  • equity asset class
  • Increasing education about the Canadian private
    equity market was also recommended and will form
    the second phase of the project
  • Presentation Objectives
  • Provide an overview of private equity and reasons
    why the asset class should be considered as part
    of an institutional investment portfolio
  • Address potential risks and implementation issues
    related to private equity investments
  • Review alternative methods for establishing a
    private equity portfolio - from fund of fund to
    direct investing

26
Perceived Risks of Private Equity (1)
27
Perceived Risks of Private Equity (2)
28
Unique Implementation Issues (1)
29
Unique Implementation Issues (2)
30
Unique Implementation Issues (3)
31
Unique Implementation Issues (4)
32
Maintaining a Private Equity Allocation
  • To achieve a target allocation, it is necessary
    to over-commit to the asset class

Amount of Total Portfolio in Private Equity
  • Assumes one-time commitment of 10 of portfolio
    to a private equity Fund of Funds
  • 10 target allocation is never reached with
    single fund commitment
  • Amount of net invested capital in Private Equity
    declines rapidly after year five
  • An ongoing program (committing approximately 1.0x
    allocation every 2 years) is required to achieve
    and maintain a target allocation to private equity

Due to the timing of distributions and drawdowns,
net invested capital peaks at approximately 60
of committed capital in year 5 in this example
33
Private Equity Fees
  • Management fee of 1.5 to 2.5 on the total
    capital committed, often reduced after 5 years
  • All distributions go to the investor until
    cumulative distributions represent a repayment of
    all capital commitments including management fees
    plus, typically, an 8 compound annual rate of
    return.
  • Performance based compensation in the form of a
    carried interest, typically 20 is paid to the GP
    thereafter (subject to GP catch up provisions if
    they exist)
  • Cost of building an experienced, internal
    investment team to source, evaluate, monitor and
    manage direct equity investments in private
    companies is high

Fees are higher than quoted equities but net
return from private equity tends to be higher
over the long term
34
Private Equity Allocation Targets
Strategic (Targeted) Allocation to Private Equity
by Type of Organization, 1995-2003 (North
America) ()
Source Goldman Sachs International Russell
Investment Group Alternative Investing Report 2003
North American institutional investors have
generally been increasing their target
allocations to private equity
35
Private Equity Investment by US and Canadian
Pension Funds
Canadian corporate pension plans and endowments
have less invested in private equity than US plans
36
Presentation Background and Objectives
  • Presentation Objectives
  • Provide an overview of private equity and reasons
    why the asset class should be considered as part
    of an institutional investment portfolio
  • Address potential risks and implementation issues
    related to private equity investments
  • Review alternative methods for establishing a
    private equity portfolio - from fund of fund to
    direct investing
  • Recommendations
  • The Finding the Key report concluded that the
    CVCA should
  • Increase communication and
  • education on private equity
  • through closer relationships with
  • PIAC and other industry
  • associations
  • Address means of overcoming
  • barriers and strengthening
  • available infrastructure to support
  • cost effective entry into the private
  • equity asset class
  • Increasing education about the Canadian private
    equity market was also recommended and will form
    the second phase of the project

37
Ways to Invest In Private Equity
Fund of Funds
Non-Discretionary Advisor
Internal Direct Investments
Internal Fund Selection
Degree of Plan Sponsor Involvement
Lower
Higher
Internal Resources Required
Lower
Higher
External Fees
Higher
Lower
38
Evolution of Private Equity Investment by
Institutional Investors
Stage IV Full Fund Investment Program with a
Direct Co-Investment Program
Stage V In-house Private Equity Investment Group
Stage III Full Fund Investment Program
Stage II Fund of Funds and Limited Fund
Investments
Stage I No Private Equity Investments
  • Investments in Fund of Funds
  • Investments in Private Equity Funds with the
    assistance of an Advisor
  • Small staff
  • Lack of interest and/or restrictions concerning
    alternative investments
  • No dedicated Private Equity staff
  • Investments in Private Equity Funds with or
    without the assistance of an Advisor
  • Investments in Fund of Funds for specific
    geographies or sub asset classes
  • Small dedicated Private Equity Fund investment
    staff
  • Investments in Private Equity Funds
  • Co-investments generated through Fund Investments
  • Investments in Fund of Funds requiring external
    expertise
  • Medium-sized dedicated Private Equity investment
    staff
  • Active direct investments, co-investments and
    Fund Investments
  • Investments in Fund of Funds requiring external
    expertise
  • Specialization (eg. industry, venture vs. LBO,
    etc.)
  • Dedicated large Private Equity staff

39
Why a Fund of Funds or Advisor?
  • Access to top tier private equity managers
    because of institutional scale and resources,
    historical relationships and market presence
  • Access to an experienced investment team and
    disciplined process for private equity manager
    due diligence, selection and portfolio
    construction
  • Benefits of scale are passed on to the investor
  • Investors can build a portfolio of 20-30 managers
    without having to commit over US100-200 million
    required to build the portfolio directly
    (assuming US5-10 minimum per fund)
  • Enables private equity investing to be practical
    and cost effective for smaller institutional
    investors
  • Eases administrative burden
  • negotiation of agreements
  • consolidation of cash flows
  • consolidated reporting
  • tracking of cash commitments, drawdowns and
    distributions
  • performance reporting
  • liquidation of in-kind distributions

40
Fund of Fund Fees
  • Management fee in the range of 75-100 basis
    points on the total capital committed, often
    reduced after 5 years
  • All distributions go to the investor until
    cumulative distributions represent a repayment of
    all capital commitments including management fees
    plus, typically, an 8 compound annual rate of
    return
  • Performance based compensation in the form of a
    carried interest is typically paid to the GP
    thereafter. The carried interest varies
    depending on the type of investment
  • Primary Fund Investments 0-5 Carried
    Interest
  • Secondary Fund Investments 5-10 Carried
    Interest
  • Direct Co-Investments (if any) 10-15 Carried
    Interest
  • These fees are in addition to the fees paid to
    the private equity fund manager

Despite additional fees, Fund of Funds offer a
cost effective solution for smaller pension
funds. For larger pension funds with in-house
private equity teams, the incremental fees must
be weighed against the other benefits gained.
41
Conclusions
  • Private equity is an important part of an
    institutional portfolio, offering return
    enhancement and diversification benefits versus
    traditional asset classes
  • Risk and implementation issues unique to private
    equity can be addressed by experienced internal
    resources or by engaging a Consultant, Fund of
    Funds, or Gatekeeper (collectively Advisor)
  • There is a significant opportunity for Canadian
    institutional investors, especially those with
    assets under 5 billion, to increase
    participation in private equity either directly
    or through an Advisor
  • Investment industry professionals should work
    together to increase communication and education
    about private equity among managers,
    trustees/directors, and consultants and to
    address perceived barriers to entry into the
    asset class for Canadian investors

42
Private Equity
  • Appendices
  • Appendix I Canadian and US Contributors to the
    Finding the Key Report
  • Appendix II List of Advisory Board Members for
    the Finding the Key Report
  • Appendix III Private Equity Performance
    Measurement and Benchmarking Studies
  • Appendix IV Building a Private Equity Portfolio
    Structure
  • Appendix V US Venture Funds Annualized Net
    Cumulative IRR by Vintage Year
  • Appendix VI US Buyout Funds Annualized Net
    Cumulative IRR by Vintage Year

43
Contributors to Finding the Key Report (1)
  • Canada

44
Contributors to Finding the Key Report (2)
  • Canada - continued

United States Abbott Capital Management
LLC BellSouth Pension California Public Employees
Retirement System California State Teachers
Retirement System Cambridge Associates
LLC Colorado Public Employees Retirement
System Credit Suisse First Boston Flag Venture
Partners Florida State Board of
Administration Grove Street Advisors Harbourvest
Partners LLC Harvard Endowment Fund MIT Endowment
Fund Massachusetts Pension Reserves Investment
Management Oregon Public Employees Retirement
Fund Pennsylvania State Employees Retirement
System RBC Capital Partners (U.S.) State of
Wisconsin Investment Board Teacher Retirement
System of Texas Verizon Investment Management
Corporation
45
Advisory Board Members for Finding the Key
Report
46
Private Equity Performance Measurement and
Benchmarking Studies
  • "A Method for Comparing Private Market Internal
    Rates of Return to Public Market Index Returns", 
    Austin M. Long and Craig J. Nickels,
    (www.alignmentcapital.com /publications/ Index
    Comparison Method), August 1995.
  • "Benchmarking and Performance Measurement", Mark
    Weisdorf and Janet Rabovsky, extracted from the
    Research Guide, 'Private Equity Due Diligence
    Investment Selection in an Inefficient Asset
    Class', to be published in 2005 by Private Equity
    International and Probitas Partners.
  • "Private Equity Benchmarking with PME",
    Christophe Rouvinex, Venture Capital Journal,
    August 2003.
  •  
  • "Benchmarking the Returns to Venture", Woodward
    and Hall, Working Paper 10202, National Bureau of
    Economic Research, www.nber.org(wpaper/w10202),
    December 2003.
  •  

47
Building a Private Equity Portfolio Structure
  • Portfolio structure decisions must address style,
    sector, geographic and vintage year
    diversification
  • The primary style decision is the relative
    weighting of venture and buyouts
  • Additional considerations include
  • Mezzanine debt
  • Distressed
  • Venture stage
  • Secondary purchases
  • The sector decision involves expertise and
    experience across a number of different
    industries
  • The geographic decision focuses on the relative
    weights of North America, Europe and other
    geographic regions
  • The vintage year decision should address building
    the portfolio over time with relatively level
    commitments but not timing market entry beyond
    tactical relative weightings
  • Plans make a strategic allocation first which
    increases as their comfort level with private
    equity increases
  • Allocations of smaller than 5 will not provide
    meaningful diversification benefits or positive
    impacts on overall portfolio returns

48
US Venture FundsAnnualized Net Cumulative IRR by
Vintage Year
As of 03/31/2004
Source Thomson Venture Economics
49
US Buyout FundsAnnualized Net Cumulative IRR by
Vintage Year
As of 03/31/2004
Source Thomson Venture Economics
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