Free CFA Institute CFA-Level-III Exam Questions

Garrison Investments is a money management firm focusing on endowment management for small collegesand universities. Over the past 20 years, the firm has primarily invested in U.S. securities with small allocationsto high quality long-term foreign government bonds. Garrison's largest account, Point University, has a marketvalue of $800 million and an asset allocation as detailed in Figure 1.Figure 1: Point University Asset Allocation*Bond coupon payments are all semiannual. Managers at Garrison are concerned that expectations for a strengthening U.S. dollar relative to the British pound could negatively impact returns to Point University's U.K. bond allocation. Therefore, managers have collected information on swap and exchange rates. Currently, the swap rates in the United States and the United Kingdom are 4.9% and 5.3%, respectively. The spot exchange rate is 0.45 GBP/USD. The U.K. bonds are currently trading at face value. Garrison recently convinced the board of trustees at Point University that the endowment should allocate a portion of the portfolio into international equities, specifically European equities. The board has agreed to the plan but wants the allocation to international equities to be a short-term tactical move. Managers at Garrison have put together the following proposal for the reallocation: To minimize trading costs while gaining exposure to international equities, the portfolio can use futures contracts on the domestic 12-month mid-cap equity index and on the 12-month European equity index. This strategy will temporarily exchange $80 million of U.S. mid-cap exposure for European equity index exposure. Relevant data on the futures contracts are provided in Figure 2. Figure 2: Mid-cap index and European Index Futures DataThree months after proposing the international diversification plan, Garrison was able to persuade PointUniversity to make a direct short-term investment of $2 million in Haikuza Incorporated (HI), a Japaneseelectronics firm. HI exports its products primarily to the United States and Europe, selling only 30% of itsproduction in Japan. In order to control the costs of its production inputs, HI uses currency futures to mitigateexchange rate fluctuations associated with contractual gold purchases from Australia. In its current contract, HIhas one remaining purchase of Australian gold that will occur in nine months. The company has hedged thepurchase with a long 12-month futures contract on the Australian dollar (AUD).Managers at Garrison are expecting to sell the HI position in one year, but have become nervous about theimpact of an expected depreciation in the value of the Yen relative to the U.S. dollar. Thus, they have decidedto use a currency futures hedge. Analysts at Garrison have estimated that the covariance between the localcurrency returns on HI and changes in the USD/Yen spot rate is -0.184 and that the variance of changes in theUSD/Yen spot rate is 0.92.Which of the following best describes the minimum variance hedge ratio for Garrison's currency futures hedgeon the Haikuza investment?

Mark Rolle, CFA, is the manager of the international bond fund for the Ryder Investment Advisory. He isresponsible for bond selection as well as currency hedging decisions. His assistant is Joanne Chen, acandidate for the Level 1 CFA exam.Rolle is interested in the relationship between interest rates and exchange rates for Canada and Great Britain.He observes that the spot exchange rate between the Canadian dollar (C$) and the British pound is C$1.75/£.Also, the 1-year interest rate in Canada is 4.0% and the 1-year interest rate in Great Britain is 11.0%. Thecurrent 1-year forward rate is C$1.60/£.Rolle is evaluating the bonds from the Knauff company and the Tatehiki company, for which information isprovided in the table below. The Knauff company bond is denominated in euros and the Tatehiki company bondis denominated in yen. The bonds have similar risk and maturities, and Ryder's investors reside in the UnitedStates.Provided this information, Rolle must decide which country's bonds are most attractive if a forward hedge ofcurrency exposure is used. Furthermore, assuming that both country's bonds are bought, Rolle must alsodecide whether or not to hedge the currency exposure.Rolle also has a position in a bond issued in Korea and denominated in Korean won. Unfortunately, he is havingdifficulty obtaining a forward contract for the won on favorable terms. As an alternative hedge, he has entered aforward contract that allows him to sell yen in one year, when he anticipates liquidating his Korean bond. Hisreason for choosing the yen is that it is positively correlated with the won.One of Ryder's services is to provide consulting advice to firms that are interested in interest rate hedgingstrategies. One such firm is Crawfordville Bank. One of the loans Crawfordville has outstanding has an interestrate of LIBOR plus a spread of 1.5%. The chief financial officer at Crawfordville is worried that interest ratesmay increase and would like to hedge this exposure. Rolle is contemplating either an interest rate cap or aninterest rate floor as a hedge.Additionally, Rolle is analyzing the best hedge for Ryder's portfolio of fixed rate coupon bonds. Rolle iscontemplating using either a covered call or a protective put on a T-bond futures contract.The hedge that Rolle uses to hedge the currency exposure of the Korean bond is best referred to as a:

Carl Cramer is a recent hire at Derivatives Specialists Inc. (DSI), a small consulting firm that advises a varietyof institutions on the management of credit risk. Some of DSI's clients are very familiar with risk managementtechniques whereas others are not. Cramer has been assigned the task of creating a handbook on credit risk,its possible impact, and its management. His immediate supervisor, Christine McNally, will assist Cramer in thecreation of the handbook and will review it. Before she took a position at DSI, McNally advised banks and otherinstitutions on the use of value-at-risk (VAR) as well as credit-at-risk (CAR).Cramer's first task is to address the basic dimensions of credit risk. He states that the first dimension of creditrisk is the probability of an event that will cause a loss. The second dimension of credit risk is the amount lost,which is a function of the dollar amount recovered when a loss event occurs. Cramer recalls the considerabledifficulty he faced when transacting with Johnson Associates, a firm which defaulted on a contract with theGrich Company. Grich forced Johnson Associates into bankruptcy and Johnson Associates was declared indefault of all its agreements. Unfortunately, DSI then had to wait until the bankruptcy court decided on all claimsbefore it could settle the agreement with Johnson Associates.McNally mentions that Cramer should include a statement about the time dimension of credit risk. She statesthat the two primary time dimensions of credit risk are current and future. Current credit risk relates to thepossibility of default on current obligations, while future credit risk relates to potential default on futureobligations. If a borrower defaults and claims bankruptcy, a creditor can file claims representing the face valueof current obligations and the present value of future obligations. Cramer adds that combining current andpotential credit risk analysis provides the firm's total credit risk exposure and that current credit risk is usually areliable predictor of a borrower's potential credit risk.As DSI has clients with a variety of forward contracts, Cramer then addresses the credit risks associated withforward agreements. Cramer states that long forward contracts gain in value when the market price of theunderlying increases above the contract price. McNally encourages Cramer to include an example of credit riskand forward contracts in the handbook. She offers the following:A forward contract sold by Palmer Securities has six months until the delivery date and a contract price of 50.The underlying asset has no cash flows or storage costs and is currently priced at 50. In the contract, no fundswere exchanged upfront.Cramer also describes how a client firm of DSI can control the credit risks in their derivatives transactions. Hewrites that firms can make use of netting arrangements, create a special purpose vehicle, require collateralfrom counterparties, and require a mark-to-market provision. McNally adds that Cramer should include adiscussion of some newer forms of credit protection in his handbook. McNally thinks credit derivativesrepresent an opportunity for DSL She believes that one type of credit derivative that should figure prominently intheir handbook is total return swaps. She asserts that to purchase protection through a total return swap, theholder of a credit asset will agree to pass the total return on the asset to the protection seller (e.g., a swapdealer) in exchange for a single, fixed payment representing the discounted present value of expected cashflows from the asset.A DSI client, Weaver Trading, has a bond that they are concerned will increase in credit risk. Weaver would likeprotection against this event in the form of a payment if the bond's yield spread increases beyond LIBOR plus3%. Weaver Trading prefers a cash settlement.Later that week, Cramer and McNally visit a client's headquarters and discuss the potential hedge of a bondissued by Cuellar Motors. Cuellar manufactures and markets specialty luxury motorcycles. The client isconsidering hedging the bond using a credit spread forward, because he is concerned that a downturn in theeconomy could result in a default on the Cuellar bond. The client holds $2,000,000 in par of the Cuellar bondand the bond's coupons are paid annually. The bond's current spread over the U.S. Treasury rate is 2.5%. Thecharacteristics of the forward contract are shown below.Information on the Credit Spread ForwardRegarding their statements concerning current and future credit risk, determine whether Cramer and McNallyare correct or incorrect.

Jacques Lepage, CFA, is a portfolio manager for MontBlanc Securities and holds 4 million shares of AirCon inclient portfolios. Lepage issues periodic research reports on AirCon to both discretionary and nondiscretionaryaccounts. In his October investment report, Lepage stated, "In my opinion, AirCon is entering a phase, whichcould put it 'in play' as a takeover target. Nonetheless, this possibility appears to be fully reflected in the marketvalue of the stock."One month has passed since Lepage's October report and AirCon has just announced the firm's executivecompensation packages, which include stock options (50% of which expire in one year), personal use ofcorporate aircraft (which can be used in conjunction with paid vacation days), and a modest base salary thatconstitutes a small proportion of the overall package. While he has not asked, he believes that the directors of MontBlanc will find the compensation excessive and sells the entire position immediately after the news. Unbeknownst to Lepage, three days earlier an announcement was made via Reuters and other financial news services that AirCon had produced record results that were far beyond expectations. Moreover, the firm has established a dominant position in a promising new market that is expected to generate above-average firm growth for the next five years. A few weeks after selling the AirCon holdings, Lepage bought 2.5 million shares of Spectra Vision over a period of four days. The typical trading volume of this security is about 1.3 million shares per day, and his purchases drove the price up 9% over the 4-day period. These trades were designated as appropriate for 13 accounts of differing sizes, including performance-based accounts, charitable trusts, and private accounts. The shares were allocated to the accounts on a pro rata basis at the end of each day at the average price for the day. One of the investment criteria used in evaluating equity holdings is the corporate governance structure of the issuing company. Because Lepage has dealt with this topic extensively, he has been asked to present a talk of corporate governance issues to the firm's portfolio managers and analysts at the next monthly meeting. At the meeting, Lepage makes the following comments: "When evaluating the corporate governance policies of a company, you should begin by assessing the responsibilities of the company's board of directors. In general, the board should have the responsibility to set long-term objectives that are consistent with shareholders' interests. In addition, the board must be responsible for hiring the CEO and setting his or her compensation package such that the CEO's interests are aligned with those of the shareholders. In that way the board can spend its time on matters other than monitoring the CEO. A firm with good corporate governance policies should also have an audit committee made up of independent board members that are experienced in auditing and related legal matters. The audit committee should have full access to the firm's financial statements and the ability to question auditors hired by the committee." According to the CFA Institute Code and Standards, Lepage's ignorance of AirCon's press release to Reuters three days before he sold shares of the company:

Dan Draper, CFA is a portfolio manager at Madison Securities. Draper is analyzing several portfolios whichhave just been assigned to him. In each case, there is a clear statement of portfolio objectives and constraints,as welt as an initial strategic asset allocation. However, Draper has found that all of the portfolios haveexperienced changes in asset values. As a result, the current allocations have drifted away from the initialallocation. Draper is considering various rebalancing strategies that would keep the portfolios in line with theirproposed asset allocation targets.Draper spoke to Peter Sterling, a colleague at Madison, about calendar rebalancing. During their conversation,Sterling made the following comments:Comment 1: Calendar rebalancing will be most efficient when the rebalancing frequency considers the volatilityof the asset classes in the portfolio.Comment 2: Calendar rebalancing on an annual basis will typically minimize market impact relative to morefrequent rebalancing.Draper believes that a percentage-of-portfolio rebalancing strategy will be preferable to calendar rebalancing,but he is uncertain as to how to set the corridor widths to trigger rebalancing for each asset class. As anexample, Draper is evaluating the Rogers Corp. pension plan, whose portfolio is described in Figure 1.Draper has been reviewing Madison files on four high net worth individuals, each of whom has a $1 millionportfolio. He hopes to gain insight as to appropriate rebalancing strategies for these clients. His research so farshows:Client A is 60 years old, and wants to be sure of having at least $800,000 upon his retirement. His risk tolerancedrops dramatically whenever his portfolio declines in value. He agrees with the Madison stock market outlook,which is for a long-term bull market with few reversals.Client B is 35 years old and wants to hold stocks regardless of the value of her portfolio. She also agrees withthe Madison stock market outlook.Client C is 40 years old, and her absolute risk tolerance varies proportionately with the value of her portfolio.She does not agree with the Madison stock market outlook, but expects a choppy stock market, marked bynumerous reversals, over the coming months.In selecting a rebalancing strategy for his clients, Draper would most likely select a constant mix strategy for: