By Jillian Berman
Berea manages its endowment using a weighted average formula that includes measures like the consumer-price index, past spending and the market value of the endowment. The board of trustees reviews the proposed draw — or the amount they plan to spend from the endowment — if it’s below 4% or above 6% of the endowment’s value at the end of the previous fiscal year.
That’s different from the approach of many schools, which calculate their draw as roughly 5% of a rolling average of the endowment’s value over a certain number of quarters. “That would work fine with most schools that may be 5% to 10% dependent on that endowment return,” Amburgey said. “For Berea, that’s totally dependent on endowment spending, it’s like turning around a 1,000-foot ship, we can’t be jerked around by the market.”
Of course, the market isn’t responsible for all of the growth in Berea’s endowment: Gifts play a role too. The clarity of the school’s mission — Berea only serves low-income students — can be beneficial when seeking funds, Roelofs said.
“It’s a completely different case that you make in fundraising for the endowment when every single student would otherwise not be able to afford to pay tuition,” he said.
At Hope College, Matthew Scogin, the school’s president, said he’s already seen the benefit of fundraising for a transformative goal. Officials at the Christian liberal arts school in Holland, Michigan, announced in July that they’d like to eventually replace tuition with a model where students donate to the school after they graduate.
But they don’t need the alumni’s money to make the program work financially. Instead, they’re planning to raise $1 billion for their endowment so they can fund the program up front. The school already raised $32 million as of late September and is starting with a pilot cohort of 22 students this fall.
“I actually think it may be easier to raise a big amount of money for a big vision than it would be to raise a medium amount of money for a medium sized vision,” he said.
Scogin said he knows Hope has a long way to go before bringing in enough money for all of the school’s roughly 3,000 undergraduate students to attend tuition-free.
Still, he’s optimistic. Hope’s facilities are up-to-date and they’ve recently enrolled some of the college’s largest classes in history. All of those factors meant the time seemed right to “use our momentum to do a big push around the endowment so that we can change the way that it’s funded,” Scogin said.
‘Why can’t you just pull down $100 million?’
Despite these examples, there are still obstacles to an industrywide rethinking of endowments to focus less on buildings and endowed professorships, and more on the less glamorous work of a university, like ensuring students complete school without too much debt and avoiding faculty layoffs in times of crisis.
Ed Chaney, who works with nonprofits as an attorney at Schell Bray, said the law provides some limits to how creative colleges can get with their endowments.
“In a time of crisis, there’s an expectation that you’ve got a billion dollars why can’t you just pull down $100 million?” he said. “It’s not so easy.”
Chaney notes that typically an endowment is actually a collection of many individual endowed funds, some of which are designated for specific purposes, like building maintenance, or a scholarship program. That means universities can’t just tap them for an unrelated purpose. In addition, by law, nonprofits can only spend a percentage of their endowment each year that the organization deems to be prudent considering certain facts and circumstances.
The idea behind that standard is to protect the donor’s intention to create an endowment that survives in perpetuity and to protect the spending power of the gift, Chaney said. If institutions used the funds too quickly and the market deteriorated, the value of the principal of the endowment fund could erode.
Peter Conti-Brown, an associate professor of financial regulation at the University of Pennsylvania’s Wharton School, doesn’t buy the excuse that college endowments are too restricted to spend during times of crisis.
“It’s simply not empirically true that the endowment is so legally constrained as many universities have said,” Conti-Brown said.
And indeed, Chaney said there are creative approaches universities can take to spending more of their endowment wealth. For example, they could include a financial crisis in the facts and circumstances they consider when evaluating whether a given spend down rate is prudent.
Schools can also conduct a fund by fund analysis to see whether some funds have more flexibility than they originally thought or whether they’re truly endowed funds. Some colleges treat gifts from donors as an endowment, even when they’re not, which means they have more flexibility to spend that money right now instead of preserving it for the future, he said.
In addition, colleges could look at funds that are dormant, underused or otherwise where there is excess money — for example, a donation for an endowed chair that’s no longer in existence — and if the donor is still alive, ask if the money could be repurposed, Chaney said. If they’re dead, the school will likely have to get court approval to use the funds.
But Conti-Brown suspects there are reasons other than the hassle of doing a fund by fund analysis why universities are so hesitant to spend down their war chests. As he puts it: “Market pressures.”
“Higher education in the U.S. is a fiercely competitive environment driven by perceptions,” he said. “There is very little to be gained from liquidating an endowment on behalf of students, when the value of the endowment itself is one of these competitive points of reference.”
He notes that press releases announcing new hires for president of a school or other high-level position will often tout how much a school’s endowment grew under their watch.
“The entire apparatus of how administrators think about endowment spending makes no sense except from a self-interested perspective,” said Brian Galle, a professor at Georgetown University Law Center, who studies taxation and nonprofit organizations. “These are people who get judged by where they show up on the list of biggest endowments.”
Given that, “It’s really hard to convince them to think creatively,” and use the money to, for example, expand access to their schools for disadvantaged students, Galle said.
From her seat at the University of Kentucky, Bird-Pollan sees another factor too: The push, inspired by Wall Street, where many university investment professionals have cut their teeth, for outsized returns. In addition, some universities invest with private-equity firms and hedge funds.
“I’m not going to call it greed because there’s no reason that the universities shouldn’t want as good of a return as it can get on its assets,” said Bird-Pollan, who recently wrote a law review article looking at the tax treatment of university endowments.
“The question is, is this just part of a larger problem that we’ve created a society where the accumulation of wealth is a goal itself?”
This past fiscal year, some endowments saw returns they hadn’t experienced in years, in some cases more than 50% . Some colleges did decide to take a creative approach to that extraordinary build up in funds. Those outsized returns come at a time when Congress is considering repealing an excise tax signed into law in 2017 on endowments at private universities that have at least 500 tuition paying students and assets of $500,000 per student or more. Galle suspects that the optics of such a large windfall could put the repeal of that tax in jeopardy — if universities didn’t find novel ways to use the money.
At Washington University in St. Louis, which saw a 65% return on its endowment during the 2020-2021 fiscal year, tax policy wasn’t a motivating factor in considering how they would spend that windfall, said Andrew D. Martin, the school’s chancellor.
“Of course we do not want our endowment to be taxed, because that would significantly impair our ability to fulfill our mission,” he said. “However, we are not making financial decisions based on that possibility.”
Instead, the extraordinary return provided a “once in a lifetime opportunity” for the school to finance some of its strategic priorities, Martin said.
High on that list was increasing financial support for students. When he became Washington University’s chancellor in 2018, Martin said he made a commitment to move the school to need-blind admissions, or not considering a student’s financial circumstances when making admissions decisions, while at the same time committing to meet 100% of undergraduates’ demonstrated financial need.
At the time Martin made the promise, he assumed the school would need to raise significant philanthropy or find some way to reallocate capital to make it happen. Then in spring of 2021, it became apparent that the school was going to see an extraordinary endowment return.
Wash U’s chief financial officer, Amy Kweskin, worked with outside counsel, consulting firms and the school’s investment management team to figure out a way to leverage the endowment return to move to need-blind admissions — without violating any of the constraints on the fund
What they came up with was essentially a 1.3 to 1 stock split, increasing the number of shares in the endowment by 0.3 for every one share. About two-thirds of the school’s endowment is restricted and so all of the new shares that are part of that portion of the fund received the full 65% return.
But for the unrestricted portion of the endowment, the school swept aside some of those new shares and used them to create a new fund with $1 billion dedicated to financial aid.
Once they came up with the idea, Martin said he shifted to “selling mode,” working to get internal stakeholders, the board of trustees and others on board. It wasn’t too hard to convince them, because leadership had already coalesced around the importance of the broader goal a few years ago.
“Ours is a university that’s really struggled around issues of socioeconomic diversity,” Martin said. Indeed, in some years, the school was named the least economically diverse in the country by one measure.
“We really needed to step up and invest substantially more in financial aid, that case was made in subtle and unsubtle ways really for a couple of years,” Martin said.