Are CIOs Giving Trustees Enough Credit?

CIOs blaming a lack of support from their trustee boards for slow progression are doing something wrong, according to one of aiCIO’s Professors.

(September 27, 2013) – Trustees are better educated and more willing to listen to new investment ideas than ever before, according to Oxford University professor Gordon Clark.

Speaking to journalists ahead of the Allianz-Oxford Pensions Conference, Clark rebuffed suggestions that the move from traditional asset allocation portfolios to using newer asset classes was being hindered by trustee boards.

“Trustees in the UK in particular have changed dramatically in the past 10 years,” he said. “The average trustee today is very conscious of the liability load.

“They’re younger, smarter, and more skilled today. The push into different asset classes is an obvious response to this.”

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Clark’s view was supported wholeheartedly by Joanne Segars, chief executive of the National Association of Pension Funds.

“There’s much more willingness to look at a broader set of asset classes,” she said. “We’ve seen a lot of trustee interest around assets such as infrastructure.”

Clark also dismissed the idea that trustees as a whole still spent too much time on manager selection: a popular criticism of CIOs who struggle to get more sophisticated investment strategies signed off by the trustee board.

He said: “Everyone used to be in the manager selection game years ago, but today it’s less important. Strategic asset allocation is on the agenda for all.”

The bigger problem trustees had, Clark continued, was the short-term horizon pressures they faced at a time when they should be considering themselves as long-term investors.

“When you talk about strategy and asset allocation, you face questions about the liabilities they’ll face in 80 years alongside questions about the triennial evaluation,” he said.

“Which timeline they should be aiming at can be challenging: the triennial funding evaluation can sometimes get in the way.”

Clark was named as one of aiCIO’s Professors in February this year. The Australian georgraphy specialist arrived at Oxford in 1995, and has published papers on the governance and management of pension funds, the governance and management of sovereign wealth funds, and the behaviour of investors who are saving for retirement.

Related Content: The Professors 2013: Gordon Clark and OMERS Trustees Needed—Finance Novices Need Not Apply

Starting from Scratch: How 28 CIOs Would Build a New Portfolio

It would start with strong governance and a risk-factor model.

(September 26, 2013) -- “How would you allocate your portfolio if you could start from just a blank whiteboard?”

A group of 28 institutional asset owners and 10 managers took on that question recently at a workshop in New York City. It was the same exercise that Yale CIO David Swensen is said to have put to his staff in the 1980s, thereby giving rise to the endowment model.

The participating asset owners approached with the memory of 2008, however, when premiers endowment suffered a collective liquidity crisis as markets collapsed.

CIOs at the New York workshop largely set aside asset class discussions to focus on governance and fund culture, according to a whitepaper on the event by organizer Cathleen Rittereiser. She is CEO of the asset owner education and mentorship group Uncorrelated. 

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“The discussion of asset allocation is in many ways secondary to the conversation of effective governance and execution because without effective governance no one will be able to implement a new and exciting model for asset allocation, assuming such a model exists,” said one participant.

Governance related back to the specific concern of liquidity: Rittereiser reported that a number of asset owners lamented their board’s reluctance to keep cash on hand.

Board members were also said to be a roadblock to another feature of asset owners’ ideal portfolios: a risk-factor allocation model. Those who had transitioned away from traditional asset classes encouraged their peers to follow suit, but stressed the need for effective execution.

Board education was one element, but CIOs also felt their new portfolios would demand cutting-edge IT systems to support robust stress testing.

According to the paper, the key question that emerged from the activity was not “What is the optimal asset allocation model?” Rather, CIOs sought to answer, “What is the optimal selection process?”

The group was tasked with a hypothetical $2 billion portfolio and a 7% to 8% annual return objective over 20 years. Participants included investment leaders from the Universities of Illinois, Cincinnati, Iowa, Louisiana State, Pennsylvania State, Utah, and a number of foundations

Read the full review of the workshop here

Related Content: Risk Factors 0.0  

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