April 20, 2024

Common Sense: How Cooper Union’s Endowment Failed in Its Mission

Since Peter Cooper’s heirs gave the Cooper Union for the Advancement of Science and Art the land under the Chrysler Building in 1902, the school’s endowment has enabled it to offer students a high-quality, tuition-free education through two world wars, the Great Depression and multiple stock market crashes and financial crises.

So why does Cooper Union now find itself forced to charge tuition of an estimated $20,000 a year, abandoning what many consider its most important legacy?

This week, angry students were occupying the president’s office in protest. They might be even angrier to learn that some of their future tuition dollars will be going to support wealthy hedge fund managers who oversee some of the school’s $666.7 million endowment.

Cooper Union may be an extreme example, but it’s hardly the only college suffering from a combination of decades of bad decisions and recent treacherous markets. Its endowment was typical of the many endowments and pension funds that took the plunge into so-called alternative investments like hedge funds, which have lured investors with the promise of generous and steady returns in both good times and bad. And compared with many universities, Cooper Union did a good job managing its endowment through the recent financial crisis. As recently as 2009, the school maintains, it ranked first among all American universities for endowment performance.

Even so, hedge funds couldn’t solve the college’s dire financial problems, and many hedge funds have been far more successful at lining the pockets of their managers than beating market averages. (The typical hedge fund manager charges a fee of 2 percent of assets plus 20 percent of any gains.) In fiscal year 2009, which ended June 30, 2009, Cooper Union’s hedge funds and other managed assets lost 14 percent, and the returns since then have lagged the stock market’s recovery. Today, Cooper Union’s endowment is lower than it was at the end of fiscal year 2008, even as the Standard Poor’s 500-stock index has hit new highs. From 2009 to 2012, a simple, low-fee mix of 60 percent stocks and 40 percent bonds far outperformed hedge fund indexes.

Weak hedge fund performance is hardly Cooper Union’s only financial problem. Today’s crisis has been brewing for decades if not longer, and comes after years of what looks like bad management decisions with little accountability or supervision by New York’s attorney general, who oversees nonprofit institutions. Over the decades, Cooper Union has sold off assets piecemeal, failed to diversify its endowment, taken on debt and built a lavish new building. After the 2000-1 stock market plunge, the managed endowment, excluding the Chrysler Building, lost half its value. The school never cultivated its potential donor base, leaving most graduates with the impression that it was wealthy and didn’t need alumni contributions.

In some ways, it’s surprising that the school’s trustees managed to stave off charging tuition as long as they did. “We’ve only been one step ahead of the bailiff for decades,” said John C. Michaelson, a trustee who runs an investment firm and has been chairman of the investment committee since 2012, as well as from 2005 to 2008. “We were pulling rabbits out of hats.”

The simplest rule of asset management, one familiar to even novice investors, is diversification. Yet Cooper Union’s endowment is highly unusual in that it’s concentrated in a single asset — the land under the Chrysler Building — which accounts for nearly 84 percent of its assets, according to its most recent financial statement.

By contrast, Emory University in Atlanta, which as recently as 2001 had 60 percent of its main endowment in Coca-Cola stock, has since sold all of it and diversified into other assets.

Having so much of the endowment in a single asset “is against everything I stand for,” Mr. Michaelson said. He and other trustees said they considered selling it in 2006, when the college was facing mounting financial deficits, but concluded that would be impractical. Cooper Union receives annual lease payments of $9 million from the owner of the Chrysler Building, Tishman Speyer Properties, and $18.2 million in so-called tax equivalency payments that would otherwise go to New York City. The right to the tax revenue couldn’t be transferred to a buyer.

Article source: http://www.nytimes.com/2013/05/11/business/how-cooper-unions-endowment-failed-in-its-mission.html?partner=rss&emc=rss

Novartis Scraps Non-Compete Payment to Departing Chairman

Novartis said it cancelled an agreement with Daniel Vasella to pay him 72 million Swiss francs over the next six years to keep him from sharing his knowledge with competitors. The decision comes three days before the company’s board is to face investors at the annual shareholder meeting.

“We continue to believe in the value of a non-compete, however, the decision to cancel the agreement and all related compensation addresses the concern of shareholders and other stakeholders,” Novartis’s vice chairman, Ulrich Lehner, said in a statement.

The size of the planned payment, which was revealed last Friday, had outraged investors just two weeks before a Swiss referendum to give shareholders more power to determine executive compensation. Mr. Vasella had previously said that he would step down as chairman at Novartis’s shareholder meeting on Friday.

In a statement on Tuesday, Mr. Vasella said he understood that many in Switzerland found the amount of the compensation “unreasonably high, despite the fact I had announced my intention to make the net amount available for philanthropic activities.”

On Friday, Mr. Vasella had said the annual payments were “according to fair market value” and that it had been important to Novartis that he refrains “from making my knowledge and know-how available to competitors and to take advantage of my experience with the company.”

Swiss lawmakers and shareholder activists criticized the company over the weekend and on Monday for not making the amount of the planned payment public earlier. They also contended that the payment was just the latest of several bad decisions by Novartis on executive pay.

Ethos, a Swiss group of investors, on Monday called on Novartis to immediately cancel the contract with Mr. Vasella and take back any money already paid.

Christophe Darbellay, president of the Christian Democratic People’s Party, told a Swiss newspaper, SonntagsZeitung, that Mr. Vasella’s compensation was “beyond evil.” Simonetta Sommaruga, the Swiss federal justice minister, told another newspaper, SonntagsBlick, that the payment was an “enormous blow for the social cohesion of our country” and that such “help-yourself mentality” was damaging confidence in the economy.

Even before the latest revelation, Mr. Vasella’s pay had been at the center of shareholder complaints. Mr. Vasella is currently receiving 12.4 million Swiss francs, or about $13.4 million, a year, according to the company’s 2012 annual report. The board has promised to consider changes in the way it pays its senior executives next year.

Pressure on companies to cut executive pay and give shareholders a greater say on the compensation levels is mounting. Recent opinion polls showed that Swiss voters were likely to approve changes at a referendum on March 3 that would effectively allow shareholders to determine executive pay. The referendum also proposes no payments when new executives join or executives leave, and no payments in advance.

At least five of Europe’s 20 highest-paid chief executives work for a Swiss company, including the food company Nestlé and the drug maker Roche, according to Bloomberg News. Swiss business lobby groups warned that such a change would harm the Swiss economy by discouraging companies from moving business to Switzerland.

Mr. Vasella helped orchestrate the merger between Sandoz and Ciba-Geigy that created Novartis in 1996 and was chief executive of Novartis for 14 years after that. He was named chairman in 1999. Jörg Reinhardt, who was once in the running to become the Novartis chief executive but then left to run the drug division at Bayer, is to replace Mr. Vasella.

Article source: http://www.nytimes.com/2013/02/20/business/global/novartis-scraps-non-compete-payment-to-departing-chairman.html?partner=rss&emc=rss

Economic View: Washington Should Try a Little Prudent Self-Restraint

This may just be a sign of democracy. We elect those who share our frailties. We Americans eat too much, take on too much debt, save too little and put off anything mildly unpleasant as long as possible.

Psychologists and behavioral economists have studied these kinds of problems for decades. We know, for example, that children have trouble waiting even for a few minutes to get three marshmallows if they can have one now, and they find it particularly hard if they have to look at those luscious treats while waiting.

We also know that people are more willing to exert self-control if they can defer the pain to the future. As Augustine famously prayed: “Lord make me pure, but not yet.” New Year’s resolutions are great examples of the resolve we can easily summon about our future selves, especially when suffering from a hangover.

Of course, experience tells us that resolutions rarely work for long. You may have to arrive early to get a spot in your Zumba fitness class the first week in January, but in a few weeks things will be back to normal at your health club. This is the essence of self-control problems. Our great intentions are fleeting.

Members of Congress realize that their institution has grave self-control problems, and they even agree about the cause: bad decisions made by previous Congresses, especially decisions made when the other party was in control.

Now, with the debt ceiling debate still fresh, it is not surprising that Congress and some voters are interested in making resolutions about the behavior of future Congresses. Unfortunately, there is little that has been done so far, or is under discussion, that should give anyone much hope that Congress’s promises will be any more effective than those we make on New Year’s Day.

Following Augustine’s dictum, Congress has mostly opted for future austerity. The cuts that will be imposed if the Congressional “supercommittee” cannot agree on a plan would not actually begin until 2013, and there is nothing to prevent future Congresses from undoing these plans.

The only reason to expect commitments being made now to have any effect is that they change the status quo: Congress has to act to undo them. But that puts these plans on exactly the same footing as the so-called Bush tax cuts that are scheduled to expire at year-end, 2012. Those cuts will expire unless Congress changes its mind.

Indeed, the celebrating by conservatives regarding their “victory” in the debt ceiling deal is as premature as the teeth-gnashing by progressives. All that has happened is that we have wisely chosen not to voluntarily default on our debts, at least not yet.

So it may be reasonable to ask whether there is something more substantive Congress can do to deal with its budget problems. A solution favored by many Republicans is to pass a constitutional amendment requiring a balanced budget. The plan’s appeal is easy to understand. It promises much-needed discipline, and best of all, it would take many years to approve. Maybe it should be called the Augustine amendment.

But do not be fooled. Even if the amendment could be put in place immediately, it would be a bad idea for two reasons. It wouldn’t work, and we wouldn’t want it to work.

To see why it wouldn’t work, just look at other governments that already have such rules in place. Start with states and municipalities. Even with balanced budget rules, they collectively have debt of about $3 trillion. Most states are sensibly allowed to issue bonds to cover major building projects such as roads and schools, but this can allow debts to mount. Yet these visible obligations are just a part of the problem. Debts of roughly the same magnitude are hidden in the form of underfunded pension liabilities once the official estimates are corrected for some dubious assumptions about risk. No balanced budget rule can prevent abuse via creative accounting.

If you think such rules would work better at the national level, look at Europe. When the European Union was formed, member states were required to limit annual deficits to 3 percent of gross domestic product. We are now seeing the difficulty of enforcing such rules.

More important, even if a balanced budget rule were enforceable, it would be bad policy. Consider the case of household spending. Most of us are faced with a lifetime balanced budget constraint. Unless we manage to die with negative net worth (or declare bankruptcy), the amount we can spend and give away during our lifetimes is limited to what we earn or receive as gifts.

Now, would it be a good idea for a family to adopt a rule that spending cannot exceed earnings in any calendar year? Obviously not. A prudent household should save during good years to allow for spending to exceed income in years with unexpectedly low pay or high expenses like college tuition.

Governments should follow the same policy. In booms we should run surpluses, as we did in the 1990s, a feat achieved with a combination of spending cuts such as welfare overhaul and revenue increases, some a byproduct of a stock market bubble. Those surpluses allowed for greater spending during the recession of 2001. But when that recession ended, the federal government did not begin saving for the next one. Instead Congress cut taxes and increased spending, leaving nothing saved when the 2008 financial crisis hit.

THAT history led to our current mess. With the excess capacity in the construction industry and millions of unemployed workers, we have the unique opportunity to buy roads, bridges and schools “on sale.” Instead of creating jobs now and improving our infrastructure for the rest of the century, Congress is debating futile resolutions about future chastity.

The bottom line is that in matters of governmental self-control there is no real substitute for willpower. If we want to balance the budget over time we are going to have to elect adults to Congress who are prepared to invest now in our country’s future and then, when the economy picks up, take the necessary steps to get spending in line with revenue. The question is whether politicians who act like adults can win elections.

Article source: http://feeds.nytimes.com/click.phdo?i=d6fb2b7b664ee6a3a4dc2f997a19dded