Tennessee plans asset allocation review

The Tennessee Consolidated Retirement System will conduct an asset allocation and portfolio implementation review, with an equities increase and reorganisation of the fixed income portfolio a likely outcome, as it investigates how to increase the returns of the fund at a strategic level.

The $29 billion fund is looking to increase its equity allocation as part of this review from 55 to 65 per cent of assets, up from its current position of around 50 per cent.

The fund is also looking at eliminating short-duration fixed income, adding non-investment grade fixed income and continuing to increase real estate.

The fund will also search for a general and private equity consultant.

TCRS returned 14.2 per cent for the year, which was an underperformance of 2.1 per cent against its allocation index.

Sponsored Content

Tactical asset allocation was the key drag and subtracted 4 per cent for 2009, with other negative contributing areas including domestic equities and international equities.

Domestic fixed income was the best performer for the fund, up 9 per cent for the year to the end of 2009.

At the March investment committee it was disclosed that the fund is looking to increase returns by a strategic increase of the equity mandate and modifying the domestic and international fixed income mandates.
Other plans include adding to private equity as an asset  class, by way of adding a distressed fund, a mezzanine fund, a small buyout fund, and another venture capital  fund.

The fund  also  has a goal  to  invest  up  to $1  billion  in  real estate over the next  five  years, and  is  also  exploring  the idea of launching a Canadian equity fund.

At the end of 2009 the fund had 2.7 per cent in short-term, 3.3 per cent in real estate, 7.9 per cent in inflation-hedged bonds,3.6 per cent in international fixed income, 33.4 per cent in US fixed income, 14.5 per cent in international equity, and 34.6 per cent in US equity.

Leave a Comment

Sort content by

Tennessee finally enters private equity game

The $28 billion Tennessee Consolidated Retirement System is a late entrant into private equity with its debut $25 million allocation to the Draper Fisher Jurvetson Fund X, occurring at the same time the fund has cut its allocation to short term assets by 5 per cent. mrec4inarticleinline Sponsored Content scnative1 scnative2 scnative3

UN fund increases equities exposure

The $37 billion United Nations Joint Staff Pension Fund increased its allocation to equities by 4 per cent in the past quarter, at the expense of real estate and bonds, and is now overweight the asset class, as it continues to support active management. mrec4inarticleinline Sponsored Content scnative1 scnative2 scnative3

CalPERS measures liqudity levels

  About half of the $201 billion in assets managed by CalPERS is available to liquidate within 90 days according to a new total fund liquidity assessment to be presented to the investment committee as part of the quarterly risk management update, which also shows the fund to have a total leverage of 19 per

Mapping the risks of bigger government

Bigger appetites for absolute return strategies, new attitudes to risk and governance, and the onset of major regulation – these were the forces for change identified in Watson Wyatt’s 2008 study, Defining Moments. But the social fallout from the financial crisis has sparked another phenomenon that could heavily impact institutional investors, according to Tim Hodgson

LACERS alters allocations to hedge against inflation

The $9.3 billion Los Angeles City Employees Retirement System will tilt its asset allocation to hedge against inflation and will discuss altering its investment policy to explicitly address inflation at each annual asset allocation review. mrec4inarticleinline Sponsored Content scnative1 scnative2 scnative3

Massachusetts special commission recommends system changes

A recently completed report by a special commission into the appropriateness of the Massachusetts retirement system contemplated the defined benefit versus defined contribution benefit design, concluding that the existing defined benefit structure was optimal, in part because it put the portfolio management in the hands of professionals. The report entitled, The Special Commission to Study

Previous