The Bill Fuhs of the Conrad Black trial

In this post from last week, I noted the similarities between the federal government’s vacuous case against Conrad Black and the notorious prosecution of the four former Merrill Lynch executives in the Enron-related case known as the Nigerian Barge case.

Now, according to this Mark Steyn blog post on the trial, yet another similarity has arisen between the two cases.

Although the entire Nigerian Barge prosecution was an abomination, the case against former Merrill mid-level executive William Fuhs was particularly egregious.

Of the four Merrill Lynch defendants in that case, only Mr. Fuhs was not a managing director of the company. He did not participate in the one telephone conference with former Enron CFO Andrew Fastow in which Mr. Fastow allegedly induced Merrill Lynch executives to buy an interest in the barges by assuring them that Enron would broker a deal for Merrill’s interest for a tidy profit within six months. Indeed, Mr. Fuhs’ only connection with the deal was the ministerial processing of the transaction after Merrill had agreed to buy the interest in the barges from Enron.

During the Enron Task Force’s presentation of its case at trial, none of the government’s fact witnesses even knew Fuhs. Fuhs never conferred with anyone at Arthur Andersen (Enron’s auditors) regarding the transaction and the deal was the only Enron transaction that Mr. Fuhs ever worked on. The prosecution presented no witnesses or evidence that Mr. Fuhs — who is not an accountant — had any idea that Enron’s booking of a $12 million gain on the Nigerian Barge transaction was arguably improper, much less that he or Enron intended to do mislead anyone with regard to the accounting of the transaction. As one defense attorney involved in the case put it to me, “the Enron Task Force effectively prosecuted Fuhs for making copies.”

Unfortunately, a weak case in a media and government-stoked anti-business climate didn’t make any difference. Fuhs — a young man in his early 30’s with a wife and two young children — was convicted on multiple counts and sentenced to 37 months in prison (the prosecution an over-the-top request for a 10+ year sentence).

After Fuhs served about a year of that sentence, a clearly appalled Fifth Circuit Court of Appeals took the highly unusual step of ordering Fuhs released from prison shortly after oral argument on his appeal and then threw out the entire conviction against him a few weeks later. As Fuhs and his young family picked up the pieces of his career and their lives, the Task Force prosecutor who promoted this atrocity went on to a lucrative career in private practice.

According to Steyn, the government is deploying the same tactics that it used on Fuhs against a fringe player in the transactions that are being criminalized in the Black trial:

At least two of the four defendants in this courtroom — Peter Atkinson and Mark Kipnis — are only here because they refused to be steamrollered into a plea bargain by the US Attorney’s heavies. But the hollowness of the case against Kipnis, the Hollinger in-house counsel in Chicago and the most junior defendant, beggars belief.

The government’s proposition is that the bonuses Kipnis received during his time with Hollinger was a pay-off for facilitating the $60 million scam. “He got $150,000 in bonus money to help do their crime,” said Jeffrey Cramer during his opening address. That seems like a very piffling share of the swag, but, as Cramer put it, “His price was just a little bit lower. Thatís all. Thatís the only difference.”

Yesterday, David Radler testified that he’d told the government that Kipnis’ bonuses had nothing to do with the non-competes and were related to money he’d saved the company on outside legal fees by his work on CanWest and the other deals.

In other words, Cramer and his fellow prosecutors knew all along that they had no case against this guy, but they chose to pursue it anyway. He will most likely survive, but they’ve destroyed his reputation and his legal career, and he now runs a branch of a commercial-sign store. Kipnis’ signature is on a lot of documents for the same reason my assistant’s is: she’s around when I’m out of town. Radler was mostly in Vancouver, and Kipnis was the guy who signed for him in Chicago.

Patrick Fitzgerald’s team knew this. For them to punish Kipnis for declining to submit to their retrospective criminalization of events is the act of a third-rate bully.

Indeed. There has been a lot of third-rate bullying during this era of repugnant criminalization of business interests.

Set up for failure

tressel%20leading%20team.jpgA question for you. Who would establish a popular entertainment business along with a hundred or so partners and then doom it to fail for most of the partners?
Answer: The presidents of the university-members of the National Collegiate Athletic Association.
This Frank Fitzpatrick/Philadelphia Daily News article sums up the dire financial picture for most of the NCAA members:

Better than 90 percent of Division I athletic programs spend more than they earn, by an average of $7.1 million annually, according to figures released yesterday by NCAA researchers.
The statistics, for 2004-05, were included in a report urging the NCAA to standardize its procedures for collecting financial data, which was presented during a meeting of the Knight Commission, a college sports watchdog agency.
Only 22 of the 313 Division I athletic departments were self-supporting, the study noted. The rest required bailouts, either direct subsidies from their institutions or student fees, to balance their books. [. . .]
The report did not identify the 22 self-sustaining schools, though commission members indicated they were all among the college football superpowers. . .

This Brent Schrotenboer/San Diego Union-Tribune article analyzes the financial challenges faced by one of the have-nots in the world of minor league professional sports, San Diego State University:

While the current fiscal year doesn’t close until June 30, the athletic department again will receive about $2.8 million in ìone-timeî or ìauxiliaryî funding from other university sources to balance its budget of about $27 million.
The infusion is necessary despite a $160 annual student fee increase implemented in 2004 by SDSU President Stephen Weber, overriding a student referendum. That has added $4.8 million to $7 million to the athletic department coffers annually. An additional $5 million in athletics revenue comes from the state general fund. [. . .]
Most athletic departments at NCAA Division I-A schools are not profitable. But for more than a decade, SDSU has needed help at a higher rate than the national average for public schools.
. . . In the two most recent fiscal years, 42.7 percent of athletics revenue has come from student fees, the general fund and other university funding, according to audited financial statements. [. . .]
Before the season, SDSU projected football ticket revenue of $3 million but ended up with only $1.9 million, forcing tightening in other athletic department expenses this year. The year before, SDSU projected $2.5 million in football revenue and brought in $2.3 million. Meanwhile, the team hasn’t finished better than 6-6 since 1998.
This year, the SDSU athletic department has a projected budget shortfall of $100,000 to $250,000 ñ even after about $2.8 million in ìone-time fundingî was arranged from a university contract with a broadband communications company. . .

The SDSU athletic program finances are the same as most other major college programs, including the University of Houston and Rice University’s programs. As noted here over a couple of years ago and in more recent posts here and here, the present structure of big-time college football and basketball is corrupt, but certainly an entertaining form of corruption. The issue is whether the leaders of NCAA member institutions have the courage to restructure college athletics in a manner that reduces the incentives for corruption while retaining many of the salutory benefits of the enterprise. Inasmuch as history indicates that such reforms will not occur under the NCAA, could a rival concern — one that treats big-time college football and basketball as the minor league professional sports enterprises that they are — be a lucrative play for an entrepreneurial entertainment or media concern?

The Jenkens & Gilchrist post-mortem

jenkens051807.gifThe Wall Street Journal’s Nathan Koppel has authored an excellent review (W$J article here) of the demise of Dallas-based Jenkens & Gilchrist (prior blog posts here), which shut down earlier this year after mass defections and an expensive settlement with the federal government. Koppel’s piece follows this earlier Dallas Morning News article that does a good job of chronicling the demise of the firm.
Given that the former leaders of the firm candidly admitted that the firm took big risks in the tax shelter business in order to generate increased profits, Larry Ribstein makes a typically insightful observation about how strict regulation of law firm structure may have contributed to the firm’s questionable risk-taking:

It is at least worth exploring whether freeing law firms from these constraints would produce more responsible firms. Jenkens is another reminder that it is folly to assume that such an innovation would besmirch some Platonic ideal of non-profit-oriented professionalism that law firms currently adhere to.