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Performing Arts management Templates Design

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management Consultants PPT Presentation

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asset management design template

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Free Asset Management Template

Asset Management PowerPoint template is a free PPT template that you can download for presentations on asset management and project management skills. This free business template with professional looking background is a good template for presentations on business and asset management . The slide background contains a shiny blue color with textures in a curve mode and grey badge with a nice gradient color, alternatively you can find other PPT templates for free download  with direct links.

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Asset Management PowerPoint Template

Download our Asset Management PowerPoint Template to present the strategies by which your company carries our asset management services. Asset management refers to a set of practices to increase wealth by more investments with a low-risk plan. The risk level and the type of investment depend on the investor’s mindset and age. An asset manager works on behalf of the client to buy or sell investments that have the potential to grow in value. Financial advisors from institutions, investment banks, and independent financial experts can use our template to depict their working methodology and the benefits of hiring them for asset management. This template is 100% editable and can be customized with all PowerPoint versions. 

The Asset Management PowerPoint Template starts with an impressive slide containing an image of a laptop user working on data. The following slide is for presenting the table of contents for the presentation . Next, there are different slides that users can utilize to demonstrate:

• Introduction to Asset Management 
• Objectives of Asset Management Plan 
• Scope & Inventory 
• Maintenance Strategies 
• Implementation Timeline 
• Monitoring and Evaluation
• Conclusion & Key Takeaways 

Relevant infographic icons help presenters communicate their messages effectively. The professional design of the template grabs the investors’ attention and enhances the presentation’s impact. A comprehensive explanation of asset management increases your clients’ trust in you, opening up the new door to opportunities. Also, presenters can depict the preventive, predictive, and corrective strategies for asset maintenance using columns and bullets. Using a horizontal timeline diagram , they can showcase their complete implementation plan for working on investments. Moreover, they can also visualize the status of activities in their processes. Professionals can modify the PowerPoint components based on their choice. They can also change the template’s icons, shapes, and other PPT features to fit their needs. Download our template and personalize it now!

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Presenting this set of slides with name - infinity loop asset management business process. This is a two stage process. The stages in this process are Infinity Loop, Unlimited Loop, Endless Loop.

The following slide highlights the process of cyber security asset management depicting four steps which include asset inventory, synchronization, security gaps and response to save assets and mitigate the risk in minimum time. Introducing our premium set of slides with name Process Of Cyber Security Asset Management. Ellicudate the four stages and present information using this PPT slide. This is a completely adaptable PowerPoint template design that can be used to interpret topics like Asset Inventory, Synchronization, Response, Security Gaps. So download instantly and tailor it with your information.

Presenting this set of slides with name Asset Management Process Strategic Ppt Example Introduction. This is a five stage process. The stages in this process are Discuss Your Goals, Analyze And Assess, Strategic Implementation, Monitor, Review. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience.

Presenting this set of slides with name - Asset Management Business Plan Concept Design Build. This is a six stage process. The stages in this process are Asset Management Business Plan, Asset Management Business Strategies, Asset Management Business Approach.

Presenting this set of slides with name - Asset Management Business Plan Inspection And Monitoring. This is a six stage process. The stages in this process are Asset Management Business Plan, Asset Management Business Strategies, Asset Management Business Approach.

Presenting this set of slides with name - Asset Management Business Plan Policy Strategy Objectives. This is a four stage process. The stages in this process are Asset Management Business Plan, Asset Management Business Strategies, Asset Management Business Approach.

Presenting asset management overview ppt slide template. This is a asset management overview ppt slide template. This is a six stage process. The stages in this process are work management, asset management, service management, contract management, materials management, procurement management, maximo asset management.

Presenting asset management planning powerpoint slides design. This is a asset management planning powerpoint slides design. This is a four stage process. The stages in this process are innovation facilitation, asset management planning, collaboration on strategic, shared risks and rewards.

Presenting asset management overview diagram powerpoint presentation templates. This is a asset management overview diagram powerpoint presentation templates. This is a five stage process. The stages in this process are asset tracking, business intelligence, relocation, installation, technology.

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This slide highlights steps to build IT asset management system that ensure management of physical assets, software and digital media. It provides information regarding defining assets, inventory management, asset demand, asset cost and minimizing risk. Presenting our set of slides with Steps To Build It Asset Management System. This exhibits information on five stages of the process. This is an easy to edit and innovatively designed PowerPoint template. So download immediately and highlight information on Define Assets, Inventory Management, Assets Demand .

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Presenting capacity planning asset management design model. This is a capacity planning asset management design model. This is a eight stage process. The stages in this process are capacity planning, capacity management, production planning.

Presenting areas of asset management presentation visuals. This is a areas of asset management presentation visuals. This is a five stage process. The stages in this process are sale, strategy business plan, development management, marketing communication, leasing, tivoli capital.

Presenting brilliant machines asset management ppt slide. This is a brilliant machines asset management ppt slide. This is a three stage process. The stages in this process are arrows, strategy, business.

Presenting asset management solution sample ppt files. This is a asset management solution sample ppt files. This is a four stage process. The stages in this process are asset management policy, strategy and plans, data and information, knowledge expertise and culture, risk performance and cost optimization, governance and accountability, analyze and plan, finance and procurement, utilize and maintain, refresh and dispose.

Presenting brand asset management ppt powerpoint show. Presenting brand asset management ppt powerpoint show. This is a brand asset management ppt powerpoint show. This is five stage process. The stages in this process are brand awareness, brand association, other proprietary brand association, brand loyalty, perceived quality, brand equity.

Presenting this set of slides with name Fixed Asset Management System Including Managerial Views. This is a eleven stage process. The stages in this process are Maintenance Contact, Maintenance Management, Asset Numbering, Insurance Managerial Views, Depreciation, Amortization, Revaluation, Vehicle Management, Asset Management, Asset Transaction, Premises. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience.

This slide represents fixed asset management ratios. It includes fixed asset turnover, capex, average age of PP and E and reinvestment rate. Present the topic in a bit more detail with this Fixed Asset Management Ratios For Performance Measurement. Use it as a tool for discussion and navigation on Reinvestment Rate, Asset Management, Performance Measurement. This template is free to edit as deemed fit for your organization. Therefore download it now.

The purpose of this slide is to outline major facts related to fixed asset management. The facts mentioned in the slide are the key capabilities to support FAM and the impact of FAM on the business. Introducing our Key Statistics Of Fixed Asset Management set of slides. The topics discussed in these slides are Key Statistics Of Fixed Asset Management. This is an immediately available PowerPoint presentation that can be conveniently customized. Download it and convince your audience.

The purpose of this slide is to outline multiple software which can be used by firm for fixed asset management. The various features of software are asset lifecycle management, audit trail, document management, inventory tracking etc. Introducing our Comparative Assessment Of Fixed Asset Management Software set of slides. The topics discussed in these slides are Document Management, Inventory Tracking, Asset Accounting. This is an immediately available PowerPoint presentation that can be conveniently customized. Download it and convince your audience.

This slide represents fixed asset management market with growth drivers for software market.It includes preventive maintenance, IoT, automation etc.Present the topic in a bit more detail with this Overview For Fixed Asset Management Market Comparison.Use it as a tool for discussion and navigation on Management Processes, Automation Asset, Increasing Adoption.This template is free to edit as deemed fit for your organization.Therefore download it now.

Presenting asset management drivers and outcomes ppt sample. This is a asset management drivers and outcomes ppt sample. This is a twelev stage process. The stages in this process are meet service commitments, contain costs, increase productivity, maximize roi, extend assent life, sustain solution, organizational buy in, best practices, approach, regulations, constraints, knowledge, total alignment, strategy and plan, practices, organization, technology, resources, assets.

Presenting translation asset management workflow ppt background template. This is a translation asset management workflow ppt background template. This is a eight stage process. The stages in this process are technical translations, software and help localization, website localization, quality system, authoring environment, professional translation, automated gist translations, character profiling.

This slide signifies the digital brand asset management to enhance business productivity. It covers information regarding to assets, owner, status, priority, approval and deadline Introducing our Digital Brand Asset Management To Streamline Workflow set of slides. The topics discussed in these slides are Management, Streamline, Workflow. This is an immediately available PowerPoint presentation that can be conveniently customized. Download it and convince your audience.

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Presenting asset management solutions ppt powerpoint images. This is a asset management solutions ppt powerpoint images. This is a eight stage process. The stages in this process are o and m practices, portfolio management, fund valuation, condition assessment, fund portal, organizational models, data management, risk management.

Introducing our Enterprise Asset Management Icon With Hand set of slides. The topics discussed in these slides are Enterprise Asset Management Icon With Hand. This is an immediately available PowerPoint presentation that can be conveniently customized. Download it and convince your audience.

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Increase audience engagement and knowledge by dispensing information using Table Of Content Asset Management Ppt Slides. This template helps you present information on one stage. You can also present information on Asset Management, Solutions, Teams using this PPT design. This layout is completely editable so personaize it now to meet your audiences expectations.

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Presenting our premium Icons Slide Asset Management Media And Entertainment set of slides with flexible icons. The icons are designed by our group of professionals. Add these Icons Slide Asset Management Media And Entertainment to your presentation to make it visually appealing. Also, edit them according to your requirement. Download it and captive your audience.

Presenting our set of slides with Icon For Fixed Asset Management System. This exhibits information on four stages of the process. This is an easy to edit and innovatively designed PowerPoint template. So download immediately and highlight information on Icon For Fixed Asset Management System.

This slide represents the benefits of having proper financial asset management system to the business growth and development. It includes advantages like enables the firm to account for its assets, accuracy of amortization rates, identification and management of risks and ghost assets removal. Introducing our premium set of slides with Impact Of Financial Asset Management On Business. Elucidate the four stages and present information using this PPT slide. This is a completely adaptable PowerPoint template design that can be used to interpret topics like Financial, Asset Management, Business. So download instantly and tailor it with your information.

This slide covers the asset management plan model defining strategies to allocate investment The purpose of this template is to define the strategic framework to allocate and manage asset. It covers information about policy, strategy and evaluation process. Introducing our Asset Management Strategic Framework For Investment Allocation set of slides. The topics discussed in these slides are Strategic Community Plan, Corporate Business Plan, Annual Report. This is an immediately available PowerPoint presentation that can be conveniently customized. Download it and convince your audience.

This slide showcase Strategy development for asset management that aids in the retrieval of entire asset life cycle information such as equipment and vehicles. It includes asset depreciation, preventive maintenance , etc. Presenting our set of slides with Steps For Strategy Development For Asset Management. This exhibits information on five stages of the process. This is an easy to edit and innovatively designed PowerPoint template. So download immediately and highlight information on Track And Enhance, Asset Life Cycle, Understand Asset Depreciation, Preventive Maintenance.

The purpose of this slide is to outline key challenges which company faces in managing the fixed assets such as software selection, inaccurate data etc. It provides detailed information about multiple solutions which can be used to overcome the challenges Introducing our Fixed Asset Management Challenges And Solutions set of slides. The topics discussed in these slides are Software Selection, Asset Management Audit, Inaccurate Data. This is an immediately available PowerPoint presentation that can be conveniently customized. Download it and convince your audience.

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The purpose of this slide is to outline various kpis which can be used to measure the success of fixed asset management. The kpis are mean time to repair, mean time between failures, mean time to failure, average occupancy rate and overall equipment effectiveness. Presenting our well structured KPIs To Measure Fixed Asset Management Performance. The topics discussed in this slide are KPIs To Measure Fixed Asset Management Performance. This is an instantly available PowerPoint presentation that can be edited conveniently. Download it right away and captivate your audience.

This slide signifies the brand asset management to enhance organisation productivity. It covers information regarding to brand assets like logo, template, theme song, artworks, packaging along with quadrants, usage rate and action Presenting our well structured Brand Asset Management For Effective Business Growth. The topics discussed in this slide are Management, Business, Growth. This is an instantly available PowerPoint presentation that can be edited conveniently. Download it right away and captivate your audience.

This slide showcases comparative analysis of IT asset management software which helps manage processes effectively. It provides information regarding types of software, features, costs, industries and user ratings. Introducing our Comparative Assessment Of It Asset Management Software set of slides. The topics discussed in these slides are Automated Network Discovery, Configure Backups, Custom Alerts. This is an immediately available PowerPoint presentation that can be conveniently customized. Download it and convince your audience.

This slide highlights key elements of IT asset management system which empowers procurement process. It provides information regarding process, tools, governance and people. Introducing our premium set of slides with Key Elements Of It Asset Management System. Ellicudate the four stages and present information using this PPT slide. This is a completely adaptable PowerPoint template design that can be used to interpret topics like Process, Governance, People . So download instantly and tailor it with your information.

This slide displays the benefits of software asset management that is designed to manage software usage by an organization. It includes cost optimization, budgeting, reduction in liability risks, etc. Presenting our set of slides with Benefits Of Company Software Asset Management. This exhibits information on three stages of the process. This is an easy to edit and innovatively designed PowerPoint template. So download immediately and highlight information on Cost Saving And Optimization, Budgeting, Reduction In Liability Risks.

Presenting this set of slides with name - Asset Management Ppt Powerpoint Presentation Portfolio Cpb. This is an editable three stages graphic that deals with topics like Asset Management to help convey your message better graphically. This product is a premium product available for immediate download, and is 100 percent editable in Powerpoint. Download this now and use it in your presentations to impress your audience.

This slide showcases IT asset management system framework which ensure improvement in ROI and better business performance. It provides information regarding planning and governance, operation and management.Presenting our well structured IT Asset Management Strategy Implementation Model. The topics discussed in this slide are Business Objectives, Management Commitment, Organizational Culture. This is an instantly available PowerPoint presentation that can be edited conveniently. Download it right away and captivate your audience.

This slide represents the financial asset management dashboard showing quick and current ratio, cash balance, days sales outstanding and payables with the help of bar graphs. Introducing our Financial Asset Management Dashboard Showing Cash Balance set of slides. The topics discussed in these slides are Cash Balance, Cash Conversion, Working Capital. This is an immediately available PowerPoint presentation that can be conveniently customized. Download it and convince your audience.

Presenting this set of slides with name - 7 Steps To Success In Asset Management. This is a seven stage process. The stages in this process are 7 Steps, 7 Phases, Seven Steps.

This slide signifies the key survey form on online brand asset management. It covers information regarding to approach in an organization that are either implemented in an organization for growth Presenting our well structured Key Survey On Digital Brand Asset Management. The topics discussed in this slide are Management, Organization, Information. This is an instantly available PowerPoint presentation that can be edited conveniently. Download it right away and captivate your audience.

This slide shows the four steps to be undertaken by an organization for the creation of an effective financial asset management plan. It includes steps as follows complete asset inventory record, life-cycle costs computation, setting levels of service and exercising long term financial planning. Presenting our set of slides with name Steps For Financial Asset Management Plan Creation. This exhibits information on four stages of the process. This is an easy-to-edit and innovatively designed PowerPoint template. So download immediately and highlight information on Complete Asset Inventory, Lifecycle Costs Computation, Levels Of Service, Financial Planning.

The purpose of this slide is to outline a record sheet which can be used to track fixed asset management. The record sheet consist of various elements such as asset name, quantity, purchase price, total price, depreciation, current market value and the date of acquisition. Introducing our Fixed Asset Management Record With Depreciation set of slides. The topics discussed in these slides are Purchase Price, Current Market Value, Asset. This is an immediately available PowerPoint presentation that can be conveniently customized. Download it and convince your audience.

Introducing our premium set of slides with Enterprise Asset Management For Workforce Safety. Ellicudate the six stages and present information using this PPT slide. This is a completely adaptable PowerPoint template design that can be used to interpret topics like Provide Employees With All Requirements For Installation, Inspection, Maintaining To Repair Assets In Field. So download instantly and tailor it with your information.

This slide signifies the brand asset management key strategies and approach for increasing organisation performance. It includes stages like granular permissions, secure downloads, easy file sharing, powerful search, version control etc Introducing our premium set of slides with 8 Key Approach On Brand Asset Management. Elucidate the eight stages and present information using this PPT slide. This is a completely adaptable PowerPoint template design that can be used to interpret topics like Version Control, Consistent Identity, Granular Permission. So download instantly and tailor it with your information.

Introducing Agenda Implementing Fixed Asset Management System to increase your presentation threshold. Encompassed with five stages, this template is a great option to educate and entice your audience. Dispence information on Company, Management System, Equipment Failure, using this template. Grab it now to reap its full benefits.

Presenting this set of slides with name Asset Management And Maintenance Life Cycle. This is a six stage process. The stages in this process are Refurbish And Demolition, Maintain, Operate, Design, Acquisition, Install. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience.

Introducing our well researched set of slides titled Icons Slide Enterprise Digital Asset Management Solutions. It displays a hundred percent editable icons. You can use these icons in your presentation to captivate your audiences attention. Download now and use it multiple times.

Presenting this set of slides with name Arrow Chart Illustrating Asset Management Life Cycle. This is a four stage process. The stages in this process are Acquisition, Development, Divestiture. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience.

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Top Templates for IT Asset Management [Free PPT & PDF]

Mannat Bhalla

We are all familiar with the information that mitochondria are the powerhouse of cells. Similarly, in any business, the employees are the powerhouse. What helps the employees to generate power? All the software and hardware (and yes, it includes the coffee machine in the pantry!) Just as it is essential to have human resources for the welfare of the employees similarly, it is vital to have an IT asset management team to look after all the software and hardware so that all the hard work can be put into good use, that is, generating a profit!

What is IT Asset?

Asset management is the process of overseeing an organization's hardware, software, data, and content, as well as its digital and physical assets.

IT assets are crucial components of the organization's networks and systems. They are used for many different things, such as data management, display, control, and transmission. IT asset management (ITAM) software makes it possible to track and manage IT assets, which helps with risk, financial, and inventory management.

According to a report by Grand View Research, the global asset management market size was valued at 373.69 billion U.S. dollars in 2022 and is expected to exhibit a compound annual growth rate (CAGR) of 34.7% from 2023 to 2030.

Microsoft and Google are two of the leading technology companies that offer IT asset management tools and solutions for various industries and sectors.

IT inventory management also guarantees license and subscription compliance, decreases the total cost of ownership, promotes business continuity, and helps with informed deployment and purchasing decisions.

Grab this professionally designed PowerPoint presentation on IT Asset management . This will help you optimize your IT inventory management skills and overall performance! Let's have a look at some of the templates included in this thorough deck.

It's important to note that all of these slides are completely editable, allowing you to tailor them to your individual needs and interests.

Cover Slide

Grab this professionally designed IT Asset Management PowerPoint Template now.

The cover slide is essential since it establishes the presentation's tone and immediately engages the audience. It communicates the main theme or idea, which provides context for the viewer's experience.

This professionally designed cover slide captures the audience's attention and piques their curiosity, which encourages them to pay close attention the entire time.

Download this Template Now!

IT Asset Management Process Flow

How can you display IT Asset Management?

Here is a professionally designed PPT Template that displays the IT assets management process flow in detail with related textbox and imagery.

This PPT slide represents the process flow of IT asset management for effective tracking of corporate assets. It provides information such as IT asset procurement, IT change management, and disposal and replacement. These points are essential for any business, reflecting property management, risk mitigation, and operational efficiency.

Pain Points for IT Asset Management Program with Solutions

Are you facing difficulties in your company with IT asset management?

This PowerPoint template highlights frequent problems that organizations encounter, such as poor returns on IT investments, trouble determining asset values, wasting time, and difficulty creating useful KPIs.

But do not worry! Not only does this PPT slide point out the issues, but it also serves as a helpful manual with doable fixes for these roadblocks. Grab this Microsoft PowerPoint also compatible with the Google Slides template now!

ISO Standard Compliances for IT Asset Management

Compliance with international standards is crucial in the intricate field of IT inventory management. Here is a PowerPoint template explaining the ISO standards that companies adhere to uphold effective IT asset management and regulatory compliance.

These standards cover crucial aspects of managing your IT assets, such as process definition and assurance of a successful deployment. Following these ISO guidelines is an investment that ensures legal compliance and shows how committed your company is to providing excellent digital resource management.

You must understand and use this presentation to illustrate the essentials of a solid IT asset management plan if you want to improve your operational effectiveness and credibility.

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Key Approaches to Develop Effective IT Asset Management System

Help your organization or client with this PowerPoint slide on the Key approach to developing an effective IT asset management system.

This PPT template displays key strategies that improve asset visibility and expedite equipment tracking within your company or for your clients. These include Hardware and Software Asset Management, Cloud Asset Management, Digital Asset Management and Fixed Asset Management. This is a practical guide that will help you to develop an efficient management system. Download it now! 

Framework for IT Asset Management System

Ever pondered how to make the most of your IT resources to propel your company's expansion? Then this PPT Template is for you!

This PowerPoint slide smartly showcases (with the help of professionally designed graphics and text boxes) the IT asset management system framework, which ensures improvement in ROI and better business performance. It provides information regarding planning and governance, operation, and management.

It splits the process into two essential sections: You have first to acknowledge the need for meticulous planning and governance before you can establish the conditions necessary for success. Second, become involved in operations and management, where smart leadership and faultless execution ensure that your IT resources become priceless assets for your business. Download it now!

Steps to Build IT Asset Management System

After going through the templates, I’m sure you are intrigued by IT inventory management and want to implement it.

Grab this PowerPoint template, which displays structurally the highlighted steps to build an IT asset management system that ensures the management of physical assets, software, and digital media. It provides information regarding defining assets, inventory management, asset demand, asset cost, and minimizing risk.

By downloading this PPT template, you receive a useful roadmap that maximizes asset value, reduces risks, and optimizes the whole IT environment for increased efficiency and economy. Download it now!

IT Asset Management Strategies to Improve Business Processes

Grab this PPT slide which will help in improving corporate processes using astute IT inventory management techniques.

This slide showcases strategies that can be adopted in IT inventory management, which help improve business processes. It provides information regarding maintenance schedules, software license management, software/hardware inventory, audit reports, and due date tracking.

These strategies will help scheduling of maintenance, effective administration of software licenses, comprehensive tracking of software and hardware inventory, perceptive audit reports, and prompt tracking of due dates. Download it now!

Develop and grow your business with our IT Asset Management PowerPoint Template Bundles. It offers a complete guide for streamlining processes and boosting productivity, which can assist you in expanding your business. It provides practical solutions for typical issues like low ROI and KPI creation.

Furthermore, verify adherence to ISO guidelines to guarantee compliance with global standards and show your commitment to excellent digital resource management. Utilize essential methods for cloud computing, hardware, software, fixed asset management, and other areas to maximize IT resources.

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We'd love to hear your thoughts! Comment below if you found this blog helpful or have any insights to share! 

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Frequently Asked Questions:

• What is ITAM?
• Answer: ITAM is a systematic approach to tracking, managing, and optimizing an organization's IT assets, including hardware, software, and digital resources, throughout its lifecycle to maximize value and minimize risks.
• Why is IT inventory management important for businesses?
• Answer: ITAM is crucial for businesses as it ensures cost-effective use of IT resources, minimizes risks associated with compliance and security, and enhances operational efficiency by providing insights into the entire IT asset lifecycle.
• What are the key components of an IT inventory management system?
• Answer: An effective ITAM system comprises defining assets, maintaining an accurate inventory, managing asset demand, controlling asset costs, and minimizing risks. These components collectively contribute to efficient asset utilization.
• How does T inventory management contribute to regulatory compliance?
• Answer: ITAM aids regulatory compliance by ensuring that organizations have accurate records of their assets, manage software licenses effectively, and follow industry standards such as ISO to meet legal requirements and avoid penalties.

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Despite the fact that the majority of IT service desk teams have implemented key ITSM processes, they continue to manage their IT assets using spreadsheets, physical records, or legacy solutions. This means they're always at risk of a variety of things, including higher IT costs, license agreement violations, asset underutilization, asset shortages, and expired software contracts.

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Asset Management Presented by: Sherry Adams, Accounting Coordinator – PowerPoint PPT presentation

• Oversees the capitalization of all University owned buildings, moveable equipment, software and books based on UFs capitalization policies
• Conducts annual inventory of moveable equipment, software and books
• Handles the disposition and surplusing of all FE and electronics (regardless of their acquisition costs)
• Reports the disposition information of all UF Owned equipment to the Property Management Committee
• Our main office is located at Elmore Hall (off Radio Road)
• Main Office 392-2556
• CG (Marsha White) 392-2329
• Inventory Personnel 392-3352
• Surplus Warehouse 392-0370
• Send correspondence to PO Box 115300
• Asset Management Web Address http//fa.ufl.edu/
• http//fa.ufl.edu/uco/handbook/handbook.asp?doc1. 4.9
• Furniture Equipment - Includes moveable equipment of a non-consumable nature, where the value or cost (less discounts) of the asset including freight, installation and other cost incurred to acquire or install the asset is 1,000 or more and the normal expected life of which is one year or more. Moveable equipment also includes hardbound books purchased through a department (not including the main library systems) where the value or costs of which is 250 or more. NOTE Rent, repairs and maintenance expenses, service contracts, and extended warranties are not additions to the capital assets.
• Artwork Depreciable - Includes all artwork purchased by a department (not including the Harn Museum or the University Gallery) where the value or cost of which is 1,000 or more and the normal expected life of which is one year or more.
• Artwork - Non-Depreciable - Includes all artwork purchased by the Harn Museum or the University Gallery ONLY where the value or cost of which is 1,000 or more and the normal expected life of which is one year or more. Note All donated artwork is donated through the UF Foundation and reported on the Foundation's financial statements.
• Software - Computer Software includes individual software licenses where the cost is 1,000 or more, the life is one year or more and does not have a time-limited license for current or future use (i.e. does not require payment or return each year.)
• Livestock - Includes the value of all registered and non-registered cattle, horses, swine and dogs.
• Library Resources - Any resource cataloged in the on-line public access catalog for the main University Libraries
• PST120 Asset Management-Acquisitions
• Tells how to create requisitions and receive assets
• PST501 myAssets Overview
• On-line course to cover the inventory process, provides instructions on how to research assets and how to surplus assets using myAssets
• Sign up in myUfl by navigating to my Self Service/Training and Development
• When preparing your proposal, make sure that you have all the equipment needed to conduct your research.
• If you need additional equipment, include in your proposal the cost of purchasing the new equipment.
• Be sure to include your equipment maintenance costs in your proposal also but do not itemize these costs as OCO. These costs are considered an expense.
• Dont forget to check with the Surplus Warehouse to see if any of the available surplus equipment will meet your needs.
• Make sure the proper amount of budget has been allotted to purchase the equipment.
• When purchasing equipment, obtain an ECCN Code from the vendor. Include this information in the description or comment field on the requisition.
• Use the equipment in accordance with the terms and conditions of the agreement. (Do NOT purchase the equipment when the research is already 99 complete)
• If the equipment has been assigned an ECCN code that restricts access to foreign nationals, put procedures in place to ensure this is occurring.
• Safeguard the equipment from loss or damage.
• Conduct regular preventive maintenance to the equipment to sustain the life of the equipment.
• If you are using an existing asset that has an expired warranty, consider purchasing a prepaid maintenance plan through Thermo Asset Management (Contact Tami Webb at 372-3265 for more information)
• If an asset is going to be temporarily assigned to an employee to take off campus, an electronic Non-UF Facility Certification form must be completed by both the employee and the Accountable Officer before it is allowed to leave campus. The form can be accessed directly from the Asset Management web site.
• REMEMBER, regardless of whether the equipment has been paid from a grant, it is considered UF Property. It cant be donated or transferred to other agencies without PRIOR approval from DSR and Asset Management.
• If a faculty member is transferring to another University and taking their research projects with them including the equipment purchased using the project funds, a Report of Survey must be completed by your Departemental Property Contact in myAssets. This form must be signed by DSR and your Dept Chair/Director.
• Equipment donated from other institutions or loaned to UF must be assigned an asset tag number.
• When this occurs, a Property Updatemust be submitted by your departments Property Contact through myAssets.
• When the grant is over, your Property Custodian will be notified to transfer the asset to another sponsored project or an overhead project.
• NOTE Do not transfer the asset to another sponsored project unless it will solely benefit that project.
• Whenever you see computers or electronics thrown in dumpsters, please let us know
• Whenever you see equipment stored in hallways, let us know.
• Whenever you identify equipment that is underutilized, transfer it to a department who can put the equipment to better use.
• Asset Management - 392-255
• New Equipment Sherry Adams sadams_at_ufl.edu
• Inventory and Surplus Duane Bowman bowman_at_ufl.edu
• Assistant Controller - David Segura dsegura_at_ufl.edu
• Lisa S. Deal, C.P.M., Purchasing Director, Associate Director, Purchasing Disbursement Services
• One Purchasing Department
• Purchasing buys for all of UF (not DSOs)
• Purchasing PCard
• 24 employees
• Finance Accounting
• Purchasing Disbursement Services
• How we add value
• Campus-wide best value sourcing (strategic, small business, sustainable)
• Have agency to sign contracts to buy goods and services
• Read and respond to fine print
• Mitigate risk
• Know the rules (statute, regulations, directive, policy)
• Fiscal Year 09-10
• Issued 66,183 purchase orders, valued at 391,159,729.17
• Processed 16,454 Change Orders
• Issued 57 Public Solicitations
• 42 ITB (23 construction)
• Procurement Card PCard, VISA
• Bank of America
• Approximately 5,000 active cards
• 81,327,964 for FY 09-10
• 380,728 transactions
• Average transaction 214
• Transaction limit 2,000
• Cards for commodity, travel, gasoline-only
• UF employees
• 81 of requisitions become a PO and dispatched vendor within 1 business day
• Public solicitations (75,000 and up) last year and the year prior saved UF an average of 2.4 million dollars
• For Purchases where no public solicitation was required buying staff saved an additional 785,000 by improving quotes prior to issuing po.
• The University is the steward of contract grant funds because UF has existing good business practices which govern how we spend funds
• Routine audits
• BOG Regulation
• BOT / UF Regulation
• UF Directive and policies
• May I buy unencumbered?
• Disbursements website
• http//fa.ufl.edu/uco/handbook/handbook.asp?doc1. 4.13.5
• May I use a PCard?
• PCard website training index
• http//www.purchasing.ufl.edu/main_purchasingcards .asp
• When do I have to use a Requisition?
• When you cannot pay unencumbered or with PCard
• MyUFL MyUF Market
• Electronic requisition system MyUFL MyUF Market
• Begun in end-user department Prior to goods or services being ordered
• May have several levels of approval
• Purchasing Coordinators may approve requisition
• System assigns purchase order number
• Purchase Orders are dispatched to vendor
• Quote levels
• by departments
• 5000 - 25,000 - verbal
• 25,000 and up - written
• Public Solicitations 75,000
• by Purchasing
• Invitation to Bid - ITB
• Request for Proposal - RFP
• Invitation to Negotiate - ITN
• Exceptions to Solicitation
• Use of publicly solicited contract
• Sole Source (UF Form)
• Completed by PI
• Requires approval by Purchasing
• Publicly posted for 72 hours
• DSR Exemption
• Requested by PI of Dr. Walsh
• Purchase specified in the grant
• Moving away from solely compliance based gate-keeping towards adding value
• Transactional Strategic
• Rethink Your Ink
• Commercial Printing
• Veterinary Supplies
• Campus Moves
• Classes on electronic requisitions
• Intro to Purchasing in myUF Market - PST073
• In MyUFL underMy Self Service gt Training Development
• Classes on Purchasing best business practice s
• Purchasing 101 PRO305
• Department Visits are available now
• Purchasing web page www.Purchasing.ufl.edu
• IncludesGeneral informationProcedures/Directiv esListing of staffList of contracts with links to vendors web pageFormsPCard training and information
• myUF Market information
• Email Addresses
• Purchasing_at_ufl.edu
• PCard_at_ufl.edu
• myUFMarket_at_ufl.edu
• Phone 392-1331
• Four teams of buyers - with support
• Commodity based teams (mostly)
• eProcurement team
• Strategic sourcing
• MyUF Market / PeopleSoft
• Management team
• Bank interface
• Small Business Vendor Diversity Relations
• SMALL BUSINESS VENDOR DIVERSITY RELATIONS
• Seek out, Identify and Utilize Small Business Concerns, including Women Minority Businesses that provide services or products used by the University.
• Provide technical assistance to small businesses, including women and minority businesses to ensure that a competent pool of vendors exist to meet the Universitys procurement needs.
• Apply for and Receive Federal Contracting Dollars
• Receipt of Federal contracting dollars involves various rules/guidelines/requirements
• Connection -for this division- diversification of our supplier base
• Subcontracting plans seeks to diversify the supplier base
• For contracts in excess of 500,000 (1,000,000 Construction ) submit a Small Business subcontracting plan (Some federal agencies show this amount as 550,000)
• Subcontracting plan identifies planned expenditures with various categories of small businesses
• Small, Small Disadvantaged, Veteran, Service Disabled Veteran, Woman-Owned, Hub Zone, HBCU/MI
• Classifications on Subcontracting Reports
• Small Business
• Small Disadvantaged Businesses
• Woman Owned Small Businesses
• HUBZone Small Businesses
• Veteran-Owned Small Businesses
• Service-Disabled Veteran-Owned
• Small Business Enterprise (SBE) 23
• Small Disadvantaged Business (SDB) 5
• Woman-owned Small Business (WSB) 5
• Historically Under-utilized Business Zone (Hubzone) 3
• Veteran Owned Small Business (VOSB) 3
• Service Disabled Veteran Owned Small Business (SDVOSB) 3
• Subject to change and may vary by federal agency
• Central Contractor Registration / Dynamic Small Business Search (Federal Database of Vendors)
• www.ccr.gov
• State of Floridas CMBE Listing
• www.osd.dms.state.fl.us
• (352) 392-0380 fwelcom_at_ufl.edu
• Federal Database
• Extensive search options
• Extensive listing of vendors classified according to NAICS
• Information concerning the companies
• Capabilities, experience, contracts with, etc.
• Certified Small Minority Businesses
• Florida based vendors
• Local Vendors
• Similar to Small Disadvantaged Businesses on Federal level
• Good Faith Effort
• Lack of Good Faith Effort
• May impact ability to be awarded the contract
• May be found in breach of Contract
• May result in liquidated damages
• Be realistic in formulating goals
• Consider what is to be purchased
• Potential to utilize small businesses in these purchases
• Ensure subcontracting goals are realistic
• Utilize resources/search database prior to procuring products/services
• Contact your Small Business Vendor Diversity Relations Division for assistance
• Utilize your resources Contact/involve early on is one of the keys for success in reaching the subcontracting goal
• Cases of Underachievement
• Document good faith effort
• Provide justification for underachieving
• www.sbvdr.admin.ufl.edu

Asset Management

Apr 07, 2019

510 likes | 789 Views

Asset Management. Presented by: Sherry Adams, Accounting Coordinator. Asset Management’s Mission…. Oversees the capitalization of all University owned buildings, moveable equipment, software and books based on UF’s capitalization policies

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• asset management web address

Presentation Transcript

Asset Management Presented by: Sherry Adams, Accounting Coordinator

Asset Management’s Mission… • Oversees the capitalization of all University owned buildings, moveable equipment, software and books based on UF’s capitalization policies • Conducts annual inventory of moveable equipment, software and books • Handles the disposition and surplusing of all F&E and electronics (regardless of their acquisition costs) • Reports the disposition information of all UF Owned equipment to the Property Management Committee

General Information • Our main office is located at Elmore Hall (off Radio Road) • Phone #’s Main Office: 392-2556 C&G (Marsha White): 392-2329 Inventory Personnel: 392-3352 Surplus Warehouse: 392-0370 • Send correspondence to: PO Box 115300 • Asset Management Web Address: http://fa.ufl.edu/

Asset Management’s Directives & Procedures • http://fa.ufl.edu/uco/handbook/handbook.asp?doc=1.4.9

Capitalization Thresholds • Furniture & Equipment - Includes moveable equipment of a non-consumable nature, where the value or cost (less discounts) of the asset including freight, installation and other cost incurred to acquire or install the asset is $1,000 or more and the normal expected life of which is one year or more. Moveable equipment also includes hardbound books purchased through a department (not including the main library systems) where the value or costs of which is $250 or more. NOTE: Rent, repairs and maintenance expenses, service contracts, and extended warranties are not additions to the capital assets. • Artwork Depreciable - Includes all artwork purchased by a department (not including the Harn Museum or the University Gallery) where the value or cost of which is $1,000 or more and the normal expected life of which is one year or more.

Capitalization Thresholds - Continued • Artwork - Non-Depreciable - Includes all artwork purchased by the Harn Museum or the University Gallery ONLY where the value or cost of which is $1,000 or more and the normal expected life of which is one year or more. Note: All donated artwork is donated through the UF Foundation and reported on the Foundation's financial statements. • Software - Computer Software includes individual software licenses where the cost is $1,000 or more, the life is one year or more and does not have a time-limited license for current or future use (i.e. does not require payment or return each year.) • Livestock - Includes the value of all registered and non-registered cattle, horses, swine and dogs. • Library Resources - Any resource cataloged in the on-line public access catalog for the main University Libraries

Asset Management Training Classes • PST120 – “Asset Management-Acquisitions” Tells how to create requisitions and receive assets • PST501 – “myAssets Overview” On-line course to cover the inventory process, provides instructions on how to research assets and how to surplus assets using myAssets Sign up in myUfl by navigating to my Self Service/Training and Development

Pre-Award - Tips • When preparing your proposal, make sure that you have all the equipment needed to conduct your research. • If you need additional equipment, include in your proposal the cost of purchasing the new equipment. • Be sure to include your equipment maintenance costs in your proposal also but do not itemize these costs as OCO. These costs are considered an expense. • Don’t forget to check with the Surplus Warehouse to see if any of the available surplus equipment will meet your needs.

Post Award - Tips • Make sure the proper amount of budget has been allotted to purchase the equipment. • When purchasing equipment, obtain an ECCN Code from the vendor. Include this information in the description or comment field on the requisition. • Use the equipment in accordance with the terms and conditions of the agreement. (Do NOT purchase the equipment when the research is already 99% complete) • If the equipment has been assigned an ECCN code that restricts access to foreign nationals, put procedures in place to ensure this is occurring. • Safeguard the equipment from loss or damage. • Conduct regular preventive maintenance to the equipment to sustain the life of the equipment.

Post Award • If you are using an existing asset that has an expired warranty, consider purchasing a prepaid maintenance plan through Thermo Asset Management (Contact Tami Webb at 372-3265 for more information) • If an asset is going to be temporarily assigned to an employee to take off campus, an electronic “Non-UF Facility Certification” form must be completed by both the employee and the Accountable Officer before it is allowed to leave campus. The form can be accessed directly from the Asset Management web site. REMEMBER, regardless of whether the equipment has been paid from a grant, it is considered UF Property. It can’t be donated or transferred to other agencies without PRIOR approval from DSR and Asset Management.

Post Award • If a faculty member is transferring to another University and taking their research projects with them including the equipment purchased using the project funds, a Report of Survey must be completed by your Departemental Property Contact in myAssets. This form must be signed by DSR and your Dept Chair/Director.

Agency Acquired or Donated Assets • Equipment donated from other institutions or loaned to UF must be assigned an asset tag number. • When this occurs, a “Property Update”must be submitted by your department’s Property Contact through myAssets.

Post Award • When the grant is over, your Property Custodian will be notified to transfer the asset to another sponsored project or an overhead project. NOTE: Do not transfer the asset to another sponsored project unless it will solely benefit that project.

Utilization, Securing and Safeguarding UF Assets is Everyone’s Responsibility • Whenever you see computers or electronics thrown in dumpsters, please let us know… • Whenever you see equipment stored in hallways, let us know…. • Whenever you identify equipment that is underutilized, transfer it to a department who can put the equipment to better use.

Questions… Asset Management - 392-255 New Equipment – Sherry Adams [email protected] Inventory and Surplus – Duane Bowman [email protected] Assistant Controller - David Segura [email protected] 6

ABC’s of Purchasing Lisa S. Deal, C.P.M., Purchasing Director, Associate Director, Purchasing & Disbursement Services

UF Purchasing Department • One Purchasing Department • Purchasing buys for all of UF (not DSOs) • Purchasing & PCard • 24 employees • CFO • Finance & Accounting • Purchasing & Disbursement Services

Role of Purchasing How we add value: • Campus-wide best value sourcing (strategic, small business, sustainable) • Have ‘agency’ to sign contracts to buy goods and services • Read and respond to fine print • Mitigate risk • Know the rules (statute, regulations, directive, policy)

Purchasing Statistics • Fiscal Year ’09-’10 • Issued 66,183 purchase orders, valued at $391,159,729.17 • Processed 16,454 Change Orders • Issued 57 Public Solicitations • 42 ITB (23 construction) • 16 ITN • 1 RFI

PCard Statistics Procurement Card – PCard, VISA Bank of America • Approximately 5,000 active cards • $81,327,964 for FY ’09-’10 • 380,728 transactions • Average transaction = $214 • Transaction limit = $2,000 • Cards for commodity, travel, gasoline-only • UF employees

Purchasing Statistics • 81% of requisitions become a PO and dispatched vendor within 1 business day • Public solicitations ($75,000 and up) last year and the year prior saved UF an average of 2.4 million dollars • For Purchases where no public solicitation was required buying staff saved an additional $785,000 by improving quotes prior to issuing po.

It’s who’s money? The University is the steward of contract & grant funds because UF has existing ‘good business practices’ which govern how we spend funds • Routine audits • BOG Regulation • BOT / UF Regulation • UF Directive and policies

Method of purchase • May I buy unencumbered? • Disbursements website • http://fa.ufl.edu/uco/handbook/handbook.asp?doc=1.4.13.5 • May I use a PCard? • PCard website training & index • http://www.purchasing.ufl.edu/main_purchasingcards.asp • When do I have to use a Requisition? • When you cannot pay unencumbered or with PCard • MyUFL – MyUF Market

How to get a Purchase Order • Electronic requisition system – MyUFL – MyUF Market • Begun in end-user department – Prior to goods or services being ordered • May have several levels of approval • Purchasing Coordinators may approve requisition • System assigns purchase order number • Purchase Orders are dispatched to vendor

Purchasing Rules • Quote levels • by departments • $5000 - $25,000 - verbal • $25,000 and up - written • Public Solicitations $75,000 • by Purchasing • Invitation to Bid - ITB • Request for Proposal - RFP • Invitation to Negotiate - ITN Unless solicited by UF or another entity

Purchasing Rules • Exceptions to Solicitation • Use of publicly solicited contract • Sole Source (UF Form) • Completed by PI • Requires approval by Purchasing • Publicly posted for 72 hours • DSR Exemption • Requested by PI of Dr. Walsh • Purchase specified in the grant

Purchasing Initiatives Moving away from solely compliance based gate-keeping towards adding value Transactional Strategic • Rethink Your Ink • Sourcing • Commercial Printing • Veterinary Supplies • HVAC • Campus Moves

Learning Purchasing at UF • Classes on electronic requisitions • Intro to Purchasing in myUF Market - PST073 • In MyUFL underMy Self Service > Training & Development • Classes on Purchasing & best business practice s • Purchasing 101 – PRO305 • Department Visits are available now

Purchasing Resources • Purchasing web page: www.Purchasing.ufl.edu Includes:General informationProcedures/DirectivesListing of staffList of contracts with links to vendors’ web pageFormsPCard training and information myUF Market information • Email Addresses: • [email protected] • [email protected] • [email protected] • Phone: 392-1331

University of Florida Small Business & Vendor Diversity Relations

Small Business Subcontracting SMALL BUSINESS & VENDOR DIVERSITY RELATIONS

ORGANIZATION

MISSION • Seek out, Identify and Utilize Small Business Concerns, including Women & Minority Businesses that provide services or products used by the University. • Provide technical assistance to small businesses, including women and minority businesses to ensure that a competent pool of vendors exist to meet the University’s procurement needs.

HOW DOES THIS RELATE TO YOU? Apply for and Receive Federal Contracting Dollars Receipt of Federal contracting dollars involves various rules/guidelines/requirements Connection -for this division- diversification of our supplier base Subcontracting plans seeks to diversify the supplier base

Subcontracting Plan • For contracts in excess of $500,000 ($1,000,000 – Construction ) submit a Small Businesssubcontracting plan (Some federal agencies show this amount as $550,000) • Subcontracting plan identifies planned expenditures with various categories of small businesses • Small, Small Disadvantaged, Veteran, Service Disabled Veteran, Woman-Owned, Hub Zone, HBCU/MI

Small Business Concerns Classifications on Subcontracting Reports • Small Business • Small Disadvantaged Businesses • Woman Owned Small Businesses • HBCU/MI • HUBZone Small Businesses • Veteran-Owned Small Businesses • Service-Disabled Veteran-Owned

Small Business Subcontracting Plan Categories & General Goals* • Small Business Enterprise (SBE) 23% • Small Disadvantaged Business (SDB) 5% • Woman-owned Small Business (WSB) 5% • Historically Under-utilized Business Zone (Hubzone) 3% • Veteran Owned Small Business (VOSB) 3% • Service Disabled Veteran Owned Small Business (SDVOSB) 3% *Subject to change and may vary by federal agency

Resources • Central Contractor Registration / Dynamic Small Business Search (Federal Database of Vendors) • www.ccr.gov • State of Florida’s CMBE Listing • www.osd.dms.state.fl.us • Small Business & Vendor Diversity Relations • (352) 392-0380 – [email protected]

Central Contractor RegistrationDynamic Small Business Searchwww.ccr.gov • Federal Database • Extensive search options • Extensive listing of vendors classified according to NAICS • Information concerning the companies • Capabilities, experience, contracts with, etc.

State of Florida’s CMBE Listing • Certified Small & Minority Businesses • Florida based vendors • Local Vendors • Similar to Small Disadvantaged Businesses on Federal level

Requirements • Good Faith Effort • Lack of Good Faith Effort • May impact ability to be awarded the contract • May be found in breach of Contract • May result in liquidated damages

Subcontracting Goals • Be realistic in formulating goals • Consider what is to be purchased • Potential to utilize small businesses in these purchases

Enhancing our Performance • Ensure subcontracting goals are realistic • Utilize resources/search database prior to procuring products/services • Contact your Small Business & Vendor Diversity Relations Division for assistance • Utilize your resources – Contact/involve early on is one of the keys for success in reaching the subcontracting goal

Enhancing Our Performance • Cases of Underachievement • Document good faith effort • Provide justification for underachieving

Internet Resources • www.ccr.gov • www.osd.dms.state.fl.us • www.sbvdr.admin.ufl.edu

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Welcome to Portfolio for the Future™!  

Implementing the Total Portfolio Approach through Alternative Asset Allocation

• Asset Allocation
• Manager Selection
• Risk Management
• State of the Industry

By Masao Matsuda, PhD, CAIA, FRM,  President and CEO of Crossgates Investment and Risk Management.

Recently, some institutional investors have adopted the Total Portfolio Approach (TPA) whereby the distinction between traditional investments and alternative investments is de-emphasized.  In fact, the CAIA Association now maintains that “in today’s investment landscape everything is an alternative.”  While this may sound like a bold description of the relationship between traditional investments and alternative investments, when focused on the complexity of risk management and alpha opportunities as core elements of asset allocation, one finds it to be a quite apt expression.  This blog post will suggest a prescriptive framework to implement TPA while pursuing asset allocation among traditional assets and alternative investment strategies in an integrated and seamless manner.  Admittedly, there may be other ways to pursue TPA, but the author believes that what is proposed below is a flexible framework that can be successfully adapted by different types of institutional and individual investors.

Expanding Role of Alternative Investments

When market size is emphasized, asset allocation decisions will naturally focus on traditional asset classes which are known to have large capitalization or outstanding amounts. [i]   By contrast, alternative investments are a collection of strategies that invest in various assets and/or investment contracts, and represent a fraction of the size of traditional assets. [ii]   Based on the commonly held belief that in an efficient market determining asset weights based on market capitalization leads to the optimum asset mix, investors are often propelled to seek allocations centered on traditional assets. 

Despite the handicaps stemming from market size, the importance of alternative investments has been steadily rising.  Chart 1 is a modified version of the chart that appeared in the paper entitled  “Alternative Alphas and Asset Allocation” [iii] and highlights the expanding role of alternatives in investment management.  The vertical axis represents the complexity of risk management.  Along the axis, index funds are considered to have lower complexity compared to alternative alpha strategies such as hedge funds and private equity investments.  Factor-oriented investments are positioned in between. 

The horizontal axis represents the sources of returns.  At the lower left corner lies index funds, the returns of which are derived from beta exposure to risks such as equity market risk.  As one moves to the immediate right of index funds one finds long-only active investments.  Together with index funds, these constitute traditional investments. Farther to the right are various factor exposures, sometimes referred to as smart betas, strategic betas, alternative betas or risk premia.  Finally, toward the upper right corner lie various alternative investment strategies, whose sources of returns are principally derived from alphas or specific risks. 

Viewed through a different lens such as the one depicted in the chart, a different mission for asset allocation is crystalized; the role of allocators should be to find a combination of asset classes and/or investment strategies that will enhance the probability of achieving a desired investment outcome (or outcomes).  These investment outcomes are also referred to as investment goals, and will be discussed in a later section.  On the other hand, seeking the asset mix that purportedly optimizes payoffs in the static and two-dimensional risk-return space, as practiced in a traditional asset allocation, does not lead to achieving investment outcomes by itself. Achieving these goals requires a more dynamic and purposeful approach which takes into account the complexity of risk management and alpha opportunities.

Behind the rise of alternative investments lies a broad set of opportunities to generate alphas for these investments.  Alternative investments are less constrained by relative performance benchmarks such as information ratio, and often enjoy freedom to adjust exposure to underlying assets.  These investments can also employ leverage.  To the extent that the opportunity set is greater, the complexity of risk management is undoubtedly higher. 

Since the seminal work of Brinson et al. [i] , it is well-known that asset allocation is the most critical determinant of investment performance.  This is the major reason that Strategic Asset Allocation (SAA) has been emphasized in institutional asset management for many decades.  SAA, however, assumes that investment conditions remain the same for the relevant time horizon for which an allocation strategy is pursued.  In reality, investment conditions generally fluctuate and various factors affect the performances of asset classes within any given period. 

Through dynamic allocation, one can add returns or “allocation alphas.”  Among various alpha opportunities afforded to alternative investments, allocation alphas are a critical element in discussing the Total Portfolio Approach.  For instance, significant levels of allocation alphas can be achieved by avoiding (or reducing) exposure to equities when high equity volatilities are expected.  There are sufficient empirical evidences supporting the significance of allocation alphas.  This is true with many traditional asset classes [ii] and alternative investment strategies. [iii]  

While index funds may rank low in terms of the complexity of risk management and alpha opportunities, it still has a role for large institutional investors who will easily face capacity constraints of many funds and managers. In this sense, for allocators, CAIA Association’s assertion that “everything is an alternative” is true, as choices of investment returns and risks should be managed in a holistic and logically consistent fashion.  In effect, it is irresponsible not to examine all the choices.

The Total Portfolio Approach and Alternative Asset Allocation

As its name implies, the Total Portfolio Approach (TPA) is, “one unified means of assessing risk and return of the whole portfolio.” [iv]   TPA is practiced by some well-known institutional investors including (1) Future Fund, Australia’s sovereign wealth fund, (2) CPP Investments, Canada’s largest pension fund, (3) New Zealand Superannuation Fund, New Zealand’s sovereign pension fund, and (4) GIC, Singapore’s wealth fund. [v]

These institutions by no means employ TPA in a “monolithic” [vi] manner.  Instead, they tend to emphasize different aspects of TPA such as governance structure or a single portfolio culture. [vii]   However, there are several common threads that tie together the practices of TPA. One such thread is the greater amount of freedom and responsibility given to a CIO and his/her offices.  Underlying this thread is recognition of the dynamic nature of capital markets and investment opportunities, which necessitates timely and effective decisions and implementation, unhampered by a large committee or a board. [viii]

While the importance of TPA is patently clear, its principle remains normative.  To gain wide-spread acceptance in the investment management community, a prescriptive approach is called for.  The chart below shows one way to integrate asset allocation among various assets while harvesting risk premia and pursing alpha opportunities in a way consistent with the basic tenets of TPA.

In Chart 2, which originally appeared in  “Alternative Alphas and Asset Allocation,” [i] there are three boxes or components depicting different sources of returns.  The first component is exposure to the equity market or systematic risk, which is expected to carry risk premia and hence bring investment returns.  The market risk corresponds to the single factor in the Capital Asset Pricing Model. The second component consists of a collection of risk factors, except for the equity market risk, and represents the middle portion of the investment universe depicted in Chart 1.  A variety of risk factors such as smart betas, alternative betas and/or risk premia may be included.  The third component represents various alternative investment strategies listed on the right-side of Chart 1.  The sources of returns are alphas based on the skills of investment managers. Alternative Asset Allocation (AAA) can be pursued by any combination of these boxes or components. 

Viewing investment opportunity through a factor lenses is another common thread found in implementing TPA. [ii]   The first and second components in Chart 2 only consist of risk factors.  While the third component is comprised of alphas from various alternative strategies, a large portion of these alphas may come from exposure to various risk factors.  To effectively pursue alternative alphas, therefore, it is necessary to analyze the factor exposure of these strategies.  Thus, both TPA and AAA are destined to apply factor-lenses.

When the three components in Chart 2 have no correlations among each other, allocation decisions can be made in a linear-additive fashion, and this makes an application of AAA markedly less taxing.  Since there are so many choices in each of the second and the third components, it is not difficult to create a portfolio of factors or strategies that are orthogonally-related to other components.  Even if a small-degree of correlation among each of the components exists, AAA is unlikely to lose its ease of application.

Making investment decisions in accordance with these components has three important properties. 

• There is no need to rely on unreliable “expected return” parameters of each asset class or strategy.
• There is no need to determine an investor’s “risk tolerance,” which is unobservable, for portfolio construction or asset allocation.
• An investor’s desired “investment outcome” can be explicitly pursued by combining components or specific strategies in each component.

Thanks to these properties, the shortcoming of strategic asset allocation can be directly addressed.  To illustrate, strategic allocation relies on the assertion that maintaining asset class weights essentially determine the result of asset allocation, [iii] and generating “expected return” parameters becomes a major undertaking to optimize asset weights in SAA.  Unlike volatility, which is the square root of the second moment of probability distribution, predicting mean (the first moment) of returns is fraught with high uncertainty.

In the AAA framework, it is neither necessary to rely on expected return nor to assume a certain level of risk tolerance.  In addition, instead of mean-variance optimization for allocation decisions, one can employ “volatility targeting” in order to decide the weight of each component. [iv]   In contrast to expected returns, volatility of returns tends to be stable. [v]   Next month’s volatility is likely to be similar to this month’s volatility.  For asset allocation, therefore, it makes sense to focus on this relatively stable parameter. 

Importantly, equity volatility has an ability to differentiate the returns of equity and other asset classes.  When equity volatility is high, for instance, the returns of equity tend to be low or negative.  When equity volatility is low, this asset class tends to reward investors with positive returns.  When equity volatility is high, the returns of bonds tend to be larger than their average returns.  When equity volatility is low, the returns of bonds tend to be lower than their average. This ability of equity volatility to differentiate returns of equities and bonds applies to other asset classes and investment strategies as well. [vi]  

Moreover, as was discussed in the blog piece in Portfolio for the Future , titled  “The Dimensions of Volatility,” [vii] equity volatility also affects “volatility” of other asset classes, as well as, “correlations” among these asset classes. [viii]   In light of the fact that both volatility and correlations are calculated based solely on returns, this may not be surprising.  Nevertheless, this observation has a practical significance, and is indispensable in seeking meaningful diversification. [ix]  

Outcome-orientation

The outcome or goal-orientation mentioned in the first section, is yet another common thread binding the practices of TPA.  While strategic asset allocation (SAA) leads to a theoretically optimum combination of asset weights given the level of risk tolerance, the underlying rationales for investments remain unaddressed.  Conceivably, this has been the most significant failure of the SAA approach.  Moreover, performance of investments in each asset class is evaluated against a benchmark representing each asset class.  As a result, traditional investments based on SAA become “relative return oriented,” and these investments’ contributions to, or detraction from, desired investment outcomes are peripheralized.   

Instead, an investment “should be managed with the objective of improving the probability of meeting future cash flow needs of investors, including capital gain, in accordance with the particular outcome being sought.” [x]   To accomplish this, investment should be  “ agnostic of asset classes or investment opportunities,” [xi] and allocation decision should be dynamic and centralized in the office of the CIO or its equivalent.  It is no coincidence that TPA calls for the greater role of the CIO in its implementation.     

Desired investment outcomes vary, but the following four are among the ones emphasized by a variety of organizations [xii] :

• Inflation protection and real returns
• Volatility and risk management
• Equity risk diversification and market neutrality
• Alpha opportunities from expanded sources of returns

For individual investors, devising a policy for and implementing asset allocation decisions may be a tall order.  Instead, these investors tend to invest in a product that purportedly balances allocation among different asset classes.  These funds implicitly rely on SAA as a guiding principle.  A common presumption is that when one’s investment horizon is very long, one can take a higher level of risk but when the horizon is short one should primarily invest in safe securities.  For instance, in typical target date funds (TDFs), the weight of equity suggested for young people is very high because the level of risk tolerance is considered to be high.  When one’s investment horizon is short, it is assumed that one cannot take a high level of risk and one should instead focus mostly on fixed-income securities. 

To the extent that SAA has challenges, TDF also faces problems.  Most critically, as discussion in the previous paragraphs indicate, even if one has an extremely long horizon, one is better off eliminating or reducing exposure to the equity market when high equity volatility is predicted. [xiii]   This observation throws the core assumption of TDFs into question.

TDFs can be restructured so that these funds can directly address investors’ desired outcomes.  For instance, when one has retired or is near retirement, one can focus on the outcome of “inflation protection and real returns.”   On the other hand, for someone in their early career who either has started investment in equity or has indirect exposure to equity performance, the outcome of “equity risk diversification and market neutrality” may be important. 

In an interesting twist, it may be easier to implement TPA through the AAA approach for portfolio managers of products for individual investors.  According to Pensions and Investments , The California State Teachers’ Retirement System (CalSTRs) has recently created “a new division called total fund management to help make the $337.9 billion pension fund more resilient, flexible and dynamic.” [xiv]   While CalSTRs has astutely decided to pursue TPA, the pension fund expects “it will take three years for the new division to fully ramp up.” [xv]  The legacy investment process among institutional investors is hard to break. By contrast, in the case of the products intended for high-net-worth and other types of individual investors, the investment responsibilities can be fully delegated to a CIO or portfolio manager and these products can have pre-defined investment goals toward which allocation decisions can be dynamically pursued without being hampered by a legacy structure. 

Managing Portfolio Risk and Tail-Risk

In SAA, the overall risk arising from traditional assets tends to determine the total risk of a portfolio, as alternative investments tend to account for a small weight.  On the other hand, in AAA, weight can be determined based on the risk-reward ratio of each component shown in Chart 2.  Suppose that one has targeted the volatility levels of the second and the third components at the levels that the first component (the volatility of equity market risk, e.g., 15% per annum) has maintained.  Suppose further that the second and the third component can be constructed so that they have zero (or near-zero) correlations to the first component, i.e., equity market risk.  In this case, the total volatility of the portfolio resulting from AAA is expected to be lower than the targeted levels of volatility for each component as substantial diversification effects can take place.

In a typical implementation of SAA, the mean-variance optimization approach is employed.  One of the well-known weaknesses of this approach is that, by definition, only the mean and variance of returns are taken into account.  In terms of “moments” of probability distribution, however, tail risks appear in the third and the fourth moments (skewness and kurtosis), rather than in the first and second moments (mean and variance). Negative skewness along with excess kurtosis, for instance, implies a return series that contains a high degree of tail risk.  Needless to say, in seeking a pre-determined investment outcome, tail risk or downside risk can significantly affect such an outcome.

In implementing the AAA approach, one can pursue detailed analyses of tail portions of return distribution quite effectively and adjust the investments in each component accordingly.  Moreover, potential tail risks which have not materialized in the past performance record can be analyzed by checking exposure to proxy factors that may have unacceptable levels of tail risks.  Many alternative investment strategies extract alphas by altering the probability distribution of underlying investments, and in the process may induce tail risks. [xvi]    For this reason, implementing asset allocations that include alternative investments need to employ measures that minimize or mitigate tail risks.    

One metric often used in tail risk analysis is Conditional Value at Risk (CVaR). It represents the left side of threshold for a Value at Risk (VaR).  For instance, 95% VaR will leave 5% of a distribution in the left tail and the mean value of the tail is the CVaR for the distribution.  While it is mathematically simple, CVaR has an added benefit of being a “coherent measure of risk” and enjoys characteristics that are valued in financial risk management such as “sub-additivity” whereby the combined risk of two portfolios is less than or equal to the sum of risk of each portfolio. [xvii]  

Additionally, the tail risk inherent in traditional assets such as equity can be mitigated in making use of volatility prediction.  As was discussed in  “The Dimensions of Volatility,” the value of S&P 500’s CVaR was 2.5 times higher in high volatility months (12.45% in 114 months with high volatility out of 228 months from October 2004 to September 2023) than in the low volatility months (4.86% in 114 months with low volatility).  A similar tendency was observed in MSCI EAFE (14.04% vs. 4.88%) and MSCI Emerging Markets (18.48% vs. 8.66%). [xviii]   This means that by avoiding, or reducing exposure to, investment in equity in the months with high predicted volatility, one can lower tail risks markedly. 

For institutional investors with large investments in active equity mandates, it may not be practical to dynamically adjust the equity exposure based on predicted levels of equity volatility.  One effective remedy in such a situation may be to apply an overlay strategy that invests in assets/factors which tend to do well when equity volatility is high.  It has been demonstrated that using a group of risk factors for the overlay can improve returns while reducing the risks including CVaR. [xix]    

The Total Portfolio Approach (TPA) can be effectively implemented through the Alternative Asset Allocation (AAA) approach described in the above sections.  By isolating exposure to equity market risk, among other risk factors, one can better manage exposure to this critical source of returns. By formulating a portfolio of risk factors that are uncorrelated to other investments including equity, one can effectively pursue allocations that do not rely on traditional classification of asset classes.  By investing in a portfolio of alternative investment strategies, one can add alphas from various skill sets of investment professionals.  By making use of predicted levels of equity volatility, one can extract allocation alphas and lower both overall risks and the tail risks.

In the process of implementing asset allocation decisions, the goal-orientation of TPA can be expressly sustained while emphasizing the governance structure that concentrates decision making authority and responsibility in the office of Chief Investment Officer.  The Strategic Asset Allocation approach has been taken for granted in the investment management community for too long.  It is now time to shift to TPA and treat everything as an alternative as the CAIA Association maintains.  In particular, the AAA approach highlights a framework that combines the three components of allocation in a linear additive fashion and seamlessly integrates allocation among traditional assets, risk factors, and alternative strategies. 

[i] At the end of 2022, traditional assets totaled around $127 trillion.   See CAIA Association, “Innovation Unleashed: The Rise of Total Portfolio Approach,” p.6

[ii] At the end of 2022, the amount of assets invested in alternative strategies was reported to be around $22 trillion.   See CAIA Association, p.6.

[iii] Masao Matsuda, “Alternative Alphas and Asset Allocation,” Alternative Investment Analysts Review , (Q1 2019), pp.17-26.

[iv] Gary P. Brinson, L. Randolph Hood and Gilbert L. Beebower, “Determinants of Portfolio Performance,” Financial Analysts Journal, (July-August 1986), pp.39-44.

[v] See, for instance, Masao Matsuda, “The Dimensions of Volatility.”

[vi] See, for instance, Masao Matsuda, “Time-varying Volatility Adds a Critical Dimension to Diversification,” and “Time-varying Equity Volatility Markedly Affects Hedge Fund Performance.”

[vii] CAIA Association, p.4.

[viii] Op. cit.

[ix] Op. cit.

[x] CAIA Association, p.14.

[xi] CAIA Association, p. 5.

[xii] Matsuda, “Alternative Alphas and Asset Allocation.”, p.23. 

[xiii] CAIA Association, p. 19.

[xiv] While this assertion may be statistically true, given a set of asset classes, the classification of asset classes may be incorrect and/or insufficient.

[xv] For some alpha-generating strategies, one may not even need to target volatility and one can accept the strategy’s volatility as given.  

[xvi] When the impact of equity volatility is taken into account, orthogonal relationships become easier to pursue; it is under high equity volatility that tail risk events often materialize and cause diversification effects among different asset classes to disappear. 

[xvii] See Table 1 in Masao Matsuda, “The Dimensions of Volatility.”

[xviii]   See “The Dimensions of Volatility.”

[xix] Notably, there are some asset classes and investment strategies whose returns are not well differentiated by equity volatility.   Does this mean equity volatility is not a relevant consideration in allocation?   The answer is a resounding “no,” as such an observation means that these asset classes and investment strategies are likely to be great diversifiers of equity risks regardless of the levels of equity volatility.  

[xx] Diversification benefits are not likely to be priced by the market.  The principle of the Arrow-Debreu completeness does not apply to these benefits; when a security can be replicated as a combination of two other securities, diversification effects of these securities are not taken into account. As a result, a strategy that effectively brings about diversification can provide a free lunch by enhancing returns given the level of risk. 

[xxi] CaseyQuirk, “Life After Benchmark: Retooling Active Asset Management,” (November 2013), page 3. 

[xxii] See Callan Institute, “New Generation of Multi-Asset Class Strategies,”  (January 2018).

[xxiii] These institutions include Morgan Stanley Wealth Management, Callan Institute, Prudential Investments, and McKinsey & Co.   See Masao Matsuda, “Outcome-Oriented Alternative Investments,” Alternative Investment Analysts Review , (Q3 2019), pp.17-23.

[xxiv] “The Dimensions of Volatility.”

[xxv] Arleen Jacobius, “CalSTRs creates a new division, taking more flexible, dynamic investment approach,” Pensions and Investments (July 24, 2024).

[xxvi] Op. cit.

[xxvii] For instance, a study shows that between 1991 and 1997, 6% of OTM puts on the S&P 500 index had losses every month.   This means that writing such put options would have generated profits every month for 8 years consecutively.   See Mark Brodie et al.   “Understanding Index Option Returns,” The Review of Financial Studies, (2009), pp. 4493-4529.    

[xxviii] Other characteristics are monotonicity, homogeneity, and translation invariance.

[xxix] See Table 3 in in “The Dimensions of Volatility.”

[xxx] See Table 4 in “The Dimensions of Volatility.”

About the Author:

Masao Matsuda , PhD, CAIA, FRM   is President and CEO of Crossgates Investment and Risk Management. He has over three decades of experience in the global financial services industry. He has acted as CEO of a US broker-dealer and CEO/CIO of a number of investment management firms. In addition to his broad knowledge of alternative investments and traditional investments, he also possesses a technical expertise in financial modeling and risk management. He is experienced as a corporate director for operating and holding companies, and as a fund director for offshore investment vehicles.

Prior to founding Crossgates Investment and Risk Management, Masao spent 18 years with the Nikko group of companies of Japan. For the last seven years of his career at Nikko, he served as President/CEO of various Nikko entities in the US, and as a director of Nikko Securities Global Holdings. He received his Ph.D. in International Relations from Claremont Graduate University. He holds CAIA and FRM designation. He is a member of the Steering Committee of CAIA’s New York Chapter, as well as a committee member of GARP’s New York Chapter. He can be reached at [email protected] .

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