The University of Notre Dame Endowment Harvard Case Solution & Analysis

Color cases must be printed in color, to optimize their effectiveness. The Endowment Model of Investing, which was based on creating high risk-adjusted performance through diversification, a long time-horizon, top notch outside illiquid investments, and supervisors, had served other universities that were large and Notre Dame nicely over the preceding numerous decades. Scott Malpass, Notre Dame's Chief Investment Officer, was assured that this was a successful method to invest if implemented efficiently, but he also saw the top university endowments experience 25% to 35% decrease in the portfolio value throughout the second half of 2008 that eviscerated the venture gains from the previous several years.

Should Notre Dame continue to make investments that are illiquid in the context of growing unfunded obligations relative to fluid funds? Was damages sufficient for the illiquidity of these types of investments? In relation to supervisor choice, how could the Notre Dame investment team continue to uncover the greatest managers to create alpha software? To what extent would the functionality of managers during the catastrophe be extrapolative of prospective performance in other portion of the economic cycle? How would the deep-rooted industry terms of agreement between customers and managers shift going forward? Was there an opportunity for customers to negotiate better terms? These problems needed to be addressed in the context of supporting the mission of the association and protecting the University's operating budget.

The University of Notre Dame Endowment Case Study Solution

PUBLICATION DATE: October 15, 2009 PRODUCT #: 210007-PDF-ENG

This is just an excerpt. This case is about FINANCE & ACCOUNTING

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