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Investments Advanced Plans Long-Term Growth

Pursue superior overall returns by investing primarily in high potential growth realestate.

Overview

View Details
View Details
View Details
95
active projects
Debt
Equity
21%
79%
View all projects

Key takeaways

appreciation growth-oriented equity
See who invests in this plan

Answer a few questions and we’ll suggest a plan foryou.

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38% of advanced plan investors
18
30
40
50
60
70
$9,250.91
Return Profile
$0
Dividends
2.3 – 2.5%
Appreciation
5.4 – 10.0%
Total
7.7 – 12.5%
Learn more about the assumptions in this section, or view our fulldisclosure .
Strategy
1
Acquire

To capture maximum growth potential in real estate, the key is to buy ahead of major demographic or cultural shifts, understand emerging neighborhood growth, or recognize untapped propertypotential.

Pictured: Walk through a new renovation project with our team

2
Improve

In the real economy, we can create value from hard work. Most classically in real estate, we produce value through intelligent zoning, development and leasing – building new urban housing, renovating run-down apartments, and renting vacant buildings.

3
Realize

There is normally greater demand for complete real estate developments. There are many more potential homebuyers for a renovated home than a rundown shack, and more renters for new luxury apartments near a metro than for the previously vacant land.

Twelve new modern condos for sale on one of Los Angeles’s most iconicstreets

Rating
C
Projected return
8.0 ‒ 11.0%
View details
Portfolio
95
active projects
Debt
Equity
21%
79%
Risk-adjusted return
95 active projects
Risk rating
B
Carlsbad, CA
B
Los Angeles, CA
B
Los Angeles, CA
B
Los Angeles, CA
B
Los Angeles, CA
B
Los Angeles, CA
B
Los Angeles, CA
B
Los Angeles, CA
B
Los Angeles, CA
B
Los Angeles, CA
Page 1 of 10

You are investing in a diversified portfolio of real estate projects located throughout the United States that our team identifies, acquires, and manages on your behalf. The approximate current allocation is displayed in the Portfolio section above. However, you should expect it to grow and change over time as we acquire more projects, and others are sold or payoff.

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Unlike Haskell, PureScript is strictly evaluated.

As the evaluation strategy matches JavaScript, interoperability with existing code is trivial - a function exported from a PureScript module behaves exactly like any "normal" JavaScript function, and correspondingly, calling JavaScript via the FFI is simple too.

Keeping strict evaluation also means there is no need for a runtime system or overly complicated JavaScript output. It should also be possible to write higher performance code when needed, as introducing laziness on top of JavaScript comes with an unavoidable overhead.

There is no implicit Prelude import in PureScript, the Prelude module is just like any other. Also, no libraries are distributed with the compiler at all.

The generally accepted "standard" Prelude is the purescript-prelude library.

Type classes in modules must be specifically imported using the class keyword.

There is no qualified keyword in PureScript. Writing import Data.List as List has the same effect as writing import qualified Data.List as List in Haskell.

“At IDEO, we’ve been typically working on presentations until five minutes before a meeting. The ink’s barely dry on the design document, which means we never make time to rehearse,” says Kahn. “But we’ve actually come to realize that’s totally backwards. We spend all this time researching, designing and crafting our story. Why aren’t we spending the time to work on our delivery?”

Ironically, intense practice seemed to run counter to the IDEO philosophy that creativity is about being spontaneous. The company has a commitment to presenting great ideas while making them seem natural and off-the-cuff. “The thing is, while people are natural-born storytellers, there’s no such thing as a natural-born presenter.”

“The thing is, while people are natural-born storytellers, there’s no such thing as a natural-born presenter.”

For each project, everything depends on how a designer communicates in the conference room, often to very busy executives who sit in meetings all day long and have a ton of other things on their minds. “It’s critical to leave them with a story that will resonate," Kahn says.

“Rehearsing before a presentation is so hard because you have to be vulnerable when you’re not quite ready,” Kahn observes. “You want to choose a story coach for when you rehearse, and choose wisely.”

“You want to choose a story coach for when you rehearse, and choose wisely.”

The best story coach is someone who will not rip apart your content. They will focus wholly on how your existing material can be taken from good to great. Where are the gaps? Where are the points that can be strengthened, or the anecdotes that can be simplified or made more ornate for maximum entertainment value? Most importantly, they will take your timeline into account and know how to adjust their feedback based on where you are in the process. No one wants to go back to the drawing board when a presentation is the next day.

“Remember, as natural as you want things to seem, you’ve laid out a very carefully and intentionally crafted story. There is drama. There is an arc. There are points you need to make. It isn’t like a regular conversation at all. That’s why amazing presenters like David Kelley and Tim Brown practice a lot. It will make you unflappable in the face of any distraction.”

Use the Bar Test and borrow a stranger’s ear to help you figure out your point, what people are actually interested in, and the natural cadence of your story.

Use the Bar Test

Prioritize craftsmanship when it comes to your actual presentation, even if you’re relying on slides. Choose visuals over text to empower yourself as a storyteller and command attention.

Prioritize craftsmanship

Practice compulsively with someone you trust to give you relevant, useful feedback that you have time to incorporate to do your best.

Skip to main content

The Cost Allocation functionality provides a flexible mechanism to allocate costs and/or revenues. This process is based on the concept of allocating costs and revenues from entity-defined pool accounting distributions to base accounting distributions on a dollar-for-dollar basis. At the time costs are initially recorded in AFIS, the grant, project, or operational accounting distributions to which those costs should be recorded are not always known. AFIS tracks these costs, and then later, using the automated Cost Allocation Process, distributes the costs to the proper programs based on instructions defined in the Cost Allocation hierarchy.

The Cost Allocation hierarchy identifies the costs or revenue to be allocated, how the allocation must be made, and the recipients of the allocation. This hierarchy can be as simple or complex as necessary to meet agency needs. Costs and/or revenues can be allocated using the follow methodologies:

Fixed Percentage – Used when the percentage to be allocated to each base is known and/or manually calculated. For example, if IT Service Desk expenses must be allocated to departments based on a manually assigned percentage, Fixed Percentage Type is utilized.

Statistical –Used for allocation by any statistical method (square footage, number of employees, number of telephones). For example, if utilities must be allocated to departments based on the square footage occupied by the department, this allocation type would be used to record each allocation recipient’s square footage.

Direct Financial – The allocation percentage is calculated by AFIS based on actual expenditures during a specific time frame. This may be referred to as a spending-based allocation because the allocation percentage is calculated by the amount each base contributes to the total expenditures defined and accumulated during a specific time frame.

Direct and In-Stream Financial - Direct and In-stream Financial Type is a two-step allocation process. The first step may be an allocation calculated using any one of the Base Types. The output of the first allocation (in part or in total) is then included in the accumulation for a Direct Financial allocation that constitutes the second step of the allocation.

Cost Allocation jobs can be scheduled to run monthly, quarterly, or annually, depending on agency needs. Jobs will be run during month-end close, after all expenditure and revenue transactions have been processed.

Cost Allocation Training Guide

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