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CCO Responsibilities & Compensation
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Written by Jay Keeshan
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During 2007 MPI completed its second annual survey of Chief Compliance Officer Compensation and Organizational Practices. This Bulletin discusses some of the findings with regard to the career path of the CCO. The overwhelming finding is that the CCO is rapidly becoming a profession in itself, with advancement opportunities coming in the form of larger compliance roles, such as Global Head of Compliance, or as CCO at a larger fund complex.
We found that CCOs can be divided into three categories: (1) contract CCOs -- essentially either freelance individuals or employees of corporations specifically set up to provide compliance services, (2) professional CCOs who are on the advisor and/or board’s payroll but have no intent of rejoining the line operation of their companies, and (3) career company employees who are currently, and perhaps temporarily, serving as CCO.
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Contract Committee
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Written by C. Meyrick Payne, Senior Partner, Management Practice Inc. (MPI)
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Mutual fund directors often wrestle with what should be appropriate response to poor investment performance in one of the funds that they govern. Some incorrectly describe the range of tools available to directors as "a feather or a sledgehammer". These critics believe that the directors can only mildly chastise the Management Company or alternatively lift the advisory contract. Nothing could be further from the truth, particularly as the troublesome fund is usually part of a larger complex where there are a variety of organizational alternatives. Invariably the top executives of the Management Company are just as anxious to correct poor performance as the independent directors. The purpose of this article is enumerate some effective alternatives which generally fall into three categories; organizational, fee-related and structural. Each of these is discussed below.
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Investment Committee
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Written by C. Meyrick Payne
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In a bear market, mutual fund directors often ask themselves if a management fee based on performance is a good idea. This MPI Bulletin addresses this perennial issue. In earlier Bulletins, we have addressed the issue of what fund directors can do in response to poor investment performance. Certainly performance fees are a direct and understandable response. However the decision to implement one is not simple. This Bulletin argues both sides.
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Full Board
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Written by Tom F. Roake
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As someone with little financial experience, making the leap from saving to investing can be more than a little daunting, especially when banks pay consistent interest and guarantee deposits. However, interest rates paid by banks are typically much lower than rates available to investors, and could even result in financial loss if they are less than inflation. In order to make the switch from saving to investing, it is important to understand how the market works, the types of investments available, and the best way in which to meet your goals through investing.
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Nominating Committee
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Written by C. Meyrick Payne
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(These findings are based on the experience and data collected by Management Practice Inc.).
With the continued growth in the number of mutual funds and, perhaps more importantly the anticipated retirement of many mutual fund directors, the issue of mutual fund board composition continually crops up. Whether the purpose is to select a new director or to evaluate an established director, the need for criteria is all-important. Naturally each board has to consider its own needs, gaps in existing skills and objectives. Nevertheless our firm's view of the current composition of mutual fund board and some comments about the skills or experiences which may be lacking are useful starting points for an evaluation of mutual fund governance. |
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