CalPERS’ infrastructure consultant cuts fees

CalPERS has appointed a lead infrastructure consultant from its list of four shortlisted candidates that included Meketa Investment Group, Pension Consulting Alliance, RV Kuhns and Wilshire, with the appointed consultant offering a reduced fee structure as part of its contract.


Meketa Investment Group was appointed the lead infrastructure consultant starting from the beginning of January next year, cutting 15 per cent of its proposed annual fee.

It originally proposed an annual fee of $125,000 that was reduced by 15 per cent to meet the State of California’s directive to reduce state contract costs. The new proposed annual fee is $106,250.

In November a working group of investment committee members conducted interviews with the four finalists, with Meketa awarded the contract because of its proposal, presentation and responses to questions demonstrated their experience and skill in providing investment advice around infrastructure investing services.

Meketa originated by providing investment strategy and systems advice to the Harvard Management Company and was hired by its first pension fund client in 1978. It now consults for about $250 billion in institutional assets.

Meketa also has a collaborative relationship with Stanford University to focus on global infrastructure development, finance and policy.

Sponsored Content

This Global Infrastructure Forum brings together several experts with broad backgrounds in infrastructure, who will provide strategic information to Meketa on its infrastructure investment services. Meketa will also partner on specific research projects with the Collaboratory for Research on Global Projects, a leading multi-disciplinary infrastructure research centre at Stanford University.

While CalPERS had an initial target of 5 per cent in inflation linked it currently only has a market exposure of 2.3 per cent, or $4.6 billion.

CalPERS is also underweight real estate (6.9 per cent versus 10 per cent), alternatives (11.6 per cent versus 14 per cent) and cash (1.4 per cent versus 2 per cent). At the end of October its major overweight position was global fixed income (24.6 per cent versus 20 per cent).

CalPERS can invest up to 3 per cent of total assets in infrastrucuture, which forms part of the inflation-linked asset class, created in 2007 as the fund’s fifth asset class. The other four are global equity, flobal fixed income, alternative investment management and real estate.

The ILAC program has a target allocation of up to 5 per cent of the total CalPERS market value, and includes commodities, inflation-linked bonds, infrastructure and forestland. For inflation the fund has targeted an average annual investment return of 5 per cent over the rate of inflation, net of fees, over five years

Leave a Comment

Sort content by

Is the financial services sector serving the public interest?

Fiduciary law, which creates the boundaries and rules for asset owners managing other people’s money, is evolving. The short-termism, misaligned incentives and complex and over-supply of services that characterises financial services, is under fire. Regulators around the world are increasingly looking at how to change the behaviour and supply chain dynamics in the industry, and

The impact of the mega manager

The impact of size is a delicate point for asset managers. For specialist asset classes, and boutique managers, being small and nimble can be a source of alpha. On the other hand, being large can reduce fees and increase innovation and product offering. But now there is evidence to show that the emergence of the

The contested role of asset consultants

Asset consultants are a key part of the investment chain, providing small funds with services that include decision making processes and strategic asset allocation, and for larger funds traditionally playing a key role in manager and strategy selection. But a study by Gordon Clark and Ashby Monk, which is part of a broader look by

Demystifying private equity

US public pension funds, on average, have around 9.4 per cent allocated to private equity but for many public funds monitoring the firms that manage these investments – including the transparency of underlying investments, fees, performance and benchmarking – as well justifying these investments to boards and stakeholders, takes up more than 10 per cent

Why investors employ smart beta strategies

The common view is smart beta is used to side step expensive active equity managers or hedge fund managers whose processes are on the surface opaque, but on close investigation turn out to be largely beta like in approach. As investors have gained experience and familiarity they have also learnt about how it offers greater

Managing culture with risk management techniques

The interaction between governance, culture and performance is increasingly a topic around asset owner board tables. But little has been written about the relationship between culture and the financial crisis, and how to change culture in financial services organisations. Andrew Lo, professor of finance at MIT, has come up with a proposal to change culture

Previous