©2012 CliftonLarsonAllen LLP                                              ©          POLICE OFFICERS     CREDIT UNION CONF...
MARKETPLACE  OPPORTUNITIES    • With anti‐big bank sentiment at an all‐time high and “profit at any cost”      Wall Street...
LEGISLATIVE  OUTLOOK    • MBL CAP relief unpopular with banks but small business focus for credit       unions, we need to...
POSSIBILITIES...    • Lower corporate credit union assessments and recovery of legacy assets    • Mergers will continue an...
COMMIT TO COMMUNITY INVOLEMENT    • Credit union mantra – “People Helping People”     • Demonstrate the Credit Union Diffe...
COMMUNITY INVOLEMENT – HOW TO:    1.    Define the business objectives for community involvement which           support a...
TODAY’S RISK FOCUS    NCUA Supervisory Focus for 2012     “Accordingly, NCUA will focus supervisory efforts on       credi...
TODAY’S RISK FOCUS    Greater Risk Management Expectations     • What is Concentration Risk?     • Measuring Concentration...
REGULATOR RISK EXPECTATIONS    NCUA expects credit union management and officials    NCUA expects credit union management ...
CONCENTRATION RISK     A risk concentration is any single exposure or group of     exposures with the potential to produce...
TYPICAL CONCENTRATION RISK HIERACHY     •    Credit Default Risk          Credit Default Risk     •    Interest Rate Risk ...
TYPICAL CONCENTRATION RISK ‐ SOURCES     •   Residential mortgage 1st & 2nd lien portfolios      •   Member business loans...
BUILD A RBNW MATIX     WHAT YOU NEED –     •   Balance sheet stratified at product and group levels      •   Interest rate...
CONCENTRATION LIMITS     Once a minimum RBNW requirement is known and     it has been compared against actual  adjusted ne...
CONCENTRATION LIMITS     5. Focus on the largest concentration first.     6. Determine if balance sheet size is held stead...
RISK MANAGEMENT     • Maintain accurate and detailed portfolio data.      • Understand and track loan level risk factors  ...
STRATEGIC BOARD LEVEL ISSUES     •   Board succession     •   Management succession     •   Board expectations, effectiven...
STRATEGIC MANAGEMENT LEVEL ISSUES     • External factors and economic trends     • Earnings, growth and performance       ...
STRATEGIC  MANAGEMENT FOR CHANGE     •   Keep it simple and clear         Keep it simple and clear     •   Good organizati...
STRATGIC PRIORITIES ‐ 2012     •   Regulatory and compliance issues     •   Capital adequacy         Capital adequacy     ...
HOW TO OPERATE STRATEGICALLY     •   Listen to your members          Listen to your members     •   Clearly define your bu...
• Questions      •   Kenneth Welch,  CPA     •   Partner      •   Credit Union Group     •   Ph. (703) 825‐2182      •   K...
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Risk Environment - CliftonLarsenAllen


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Ken Welch's presentation on Risk Environment during the Volunteer Track of the 9th Annual Police Officers' Credit Union Conference.

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Risk Environment - CliftonLarsenAllen

  2. 2. MARKETPLACE  OPPORTUNITIES • With anti‐big bank sentiment at an all‐time high and “profit at any cost” Wall Street under high profile scrutiny, not‐for‐profit financial cooperatives are positioned f b growth opportunity i d d i ii d for best h i in decades • Best opportunity in our credit union lifetime being hindered by corporate losses, insurance premiums, income hits through regulation and statutory changes and supervisory action proliferation • If credit unions cannot seize the marketplace when the brass ring is available, it is troublesome to imagine when such an opportunity will re‐ appear • When opportunity rises for credit unions, it rises for all competitors…this opportunity is historic and can be lost. pp y2 ©2012 CliftonLarsonAllen LLP
  3. 3. LEGISLATIVE  OUTLOOK • MBL CAP relief unpopular with banks but small business focus for credit  unions, we need to expertise but must manage the risk • CURIA for credit unions was defeated, may come again • Possible loss of tax exemption is major carrot • FOM enhancements • CUSO investment and increased regulation and oversight • Interchange loss – 2 major defeats, must continue the fight • Loss of independent regulator has been threatened Loss of independent regulator has been threatened • Going to need to be aggressive, willing to take managed risks in a tough  political environment • “C “Consumer protection” political umbrella is growing – areas of focus  t ti ” liti l b ll i i ff (Overdraft fees, CC fees, mortgage refi fees, ATM surcharge, notifications,  data collection, affirmative action lending)3 ©2012 CliftonLarsonAllen LLP
  4. 4. POSSIBILITIES... • Lower corporate credit union assessments and recovery of legacy assets • Mergers will continue and escalate, we will be at 5,000 credit unions  before you know it – Troubled Credit Unions – Inefficient Credit Unions – Under capitalized Credit Unions U d i li d C di U i – Succession plan strategy • Fewer Community Banks as well • More shared branching  M h db hi • Nationwide branding of the Credit Union Industry • Credit Unions will need to grow to survive • To grow and survive Credit Unions will need to stay focused on their  strategic advantages 4 ©2012 CliftonLarsonAllen LLP
  5. 5. COMMIT TO COMMUNITY INVOLEMENT • Credit union mantra – “People Helping People”  • Demonstrate the Credit Union Difference with action  • To engage your CU in the community and establish/build relationships To engage your CU in the community and establish/build relationships  • Because it’s “the right thing to do” as a progressive and responsible  business  business • Improves CU image, reputation and brand recognition, builds goodwill,  and grows membership base  d b hi b • Benefits the credit union financially –Non‐profit accounts, personal  accounts5 ©2012 CliftonLarsonAllen LLP
  6. 6. COMMUNITY INVOLEMENT – HOW TO: 1. Define the business objectives for community involvement which  support a strategic plan.   2. Design a Corporate Social Responsibility Plan that integrates these  business objectives.   3. Determine key partnerships internally and externally.  4. Determine expectations for this program at the onset.  5. Allow ownership of program by team members. 6. Recognize participation in the program and make the team aware of its  Recognize participation in the program and make the team aware of its successes Keep motivation high and commitment strong through  recognition.  7. Be willing to adjust the program to the needs of the community or based  Be willing to adjust the program to the needs of the community or based on feedback. 8. Think Big!  ‐ Long term commitments. 9. 9 Tell your story – External (press releases, Facebook, Website)  Tell your story – External (press releases Facebook Website) Internal – Newsletters, Annual Report, Employee and Official meetings6 ©2012 CliftonLarsonAllen LLP
  7. 7. TODAY’S RISK FOCUS NCUA Supervisory Focus for 2012  “Accordingly, NCUA will focus supervisory efforts on  credit unions with elevated levels of credit risks,  credit unions with elevated levels of credit risks interest rate risks, liquidity risks, and concentration  risks.”  Source: NCUA Letter to Credit Unions 12 CU 01  Source: NCUA Letter to Credit Unions 12‐CU‐01 (January 2012) 7 ©2012 CliftonLarsonAllen LLP
  8. 8. TODAY’S RISK FOCUS Greater Risk Management Expectations  • What is Concentration Risk?  • Measuring Concentration Exposure  • Concentration Risk & Capital Adequacy  • Formulating Concentration Limits 8 ©2012 CliftonLarsonAllen LLP
  9. 9. REGULATOR RISK EXPECTATIONS NCUA expects credit union management and officials NCUA expects credit union management and officials to be aware of what material concentrations exist within their balance sheets, to take appropriate steps ithi th i b l h t t t k i t t to measure, monitor, and control such concentrations,  and to establish a commensurate level of credit risk bl h l l f k analysis to monitor significant concentrations.  Source: The NCUA Report , October 2011 Number 10 9 ©2012 CliftonLarsonAllen LLP
  10. 10. CONCENTRATION RISK A risk concentration is any single exposure or group of exposures with the potential to produce losses large enough (relative to capital, total assets, or overall risk level) to threaten financial i tit ti ’ h lth or l l) t th t a fi i l institution’s health ability to maintain its core operations. According to NCUA – Supervisory Letter 10‐03 , 2010 “It is up to the credit union management to identify the  risk in each product or service line, quantify the risk  i ki h d t i li tif th i k and set appropriate concentration limits based on  the analysis. the analysis ” 10 ©2012 CliftonLarsonAllen LLP
  11. 11. TYPICAL CONCENTRATION RISK HIERACHY • Credit Default Risk Credit Default Risk • Interest Rate Risk  • Liquidity Risk  Li idit Ri k • Price / Market Risk  • Operational Risk  l k • Third‐Party Risk11 ©2012 CliftonLarsonAllen LLP
  12. 12. TYPICAL CONCENTRATION RISK ‐ SOURCES • Residential mortgage 1st & 2nd lien portfolios  • Member business loans (MBLs)  Member business loans (MBLs) • Sub‐prime and indirect loans  • Mortgage‐related securities (MBS & CMOs)  M t l t d iti (MBS & CMO ) • Loan participations  • Unsecured loans  l • Limited share product diversification  • Single credit & borrowing source 12 ©2012 CliftonLarsonAllen LLP
  13. 13. BUILD A RBNW MATIX WHAT YOU NEED – • Balance sheet stratified at product and group levels  • Interest rate risk and price volatility risk data  I t t t ik d i l tilit i k d t • Investments stratified by issuer, type, collateral, etc  • Risk surveillance (MDPA program)  k ll ( ) • Loan participation or other third‐party data  • Allowance for loan loss data  • Liquidity forecast, liquidity planning 13 ©2012 CliftonLarsonAllen LLP
  14. 14. CONCENTRATION LIMITS Once a minimum RBNW requirement is known and it has been compared against actual  adjusted net it has been compared against actual “adjusted” net worth, the credit union can:  1. Determine if current capital supports the aggregate  1 D t i if t it l t th t balance sheet risk components.  2. Identify products that generate the most risk.  2 Identify products that generate the most risk 3. Identify interrelated risks among and/or across  product types or scenario. product types or scenario 4. Begin to establish or adjust concentration limits at  the product and group levels the product and group levels14 ©2012 CliftonLarsonAllen LLP
  15. 15. CONCENTRATION LIMITS 5. Focus on the largest concentration first. 6. Determine if balance sheet size is held steady or  6 Determine if balance sheet size is held steady or grows/shrinks. Adjust share‐liabilities if needed.  7. Evaluate product and group concentration limits in  7 Evaluate product and group concentration limits in conjunction with strategic initiatives, budget  forecasts, and member trends.  , 8. Consider other related ALCO limits or policies.  9. Board review and approval.  9. Board review and approval.15 ©2012 CliftonLarsonAllen LLP
  16. 16. RISK MANAGEMENT • Maintain accurate and detailed portfolio data.  • Understand and track loan level risk factors Understand and track loan‐level risk factors.  • Identify & understand interrelationships within  balance sheet and between risk components.  balance sheet and between risk components • Timely and relevant concentration risk reporting.  • Documented policies and guidelines Documented policies and guidelines.  • Effective risk mitigation strategies 16 ©2012 CliftonLarsonAllen LLP
  17. 17. STRATEGIC BOARD LEVEL ISSUES • Board succession • Management succession • Board expectations, effectiveness and accountability • Set strategic units, markets and geographic scope • Risk identification, policy limits, measurement and reporting • Compensation and incentive programs d • Growth and performance expectations • Core values and code of conduct Core values and code of conduct17 ©2012 CliftonLarsonAllen LLP
  18. 18. STRATEGIC MANAGEMENT LEVEL ISSUES • External factors and economic trends • Earnings, growth and performance Earnings, growth and performance • Risk identification and monitoring • Market segments and product offerings • Image, reputation and competitive assessment • Employee management – training, retention, performance,  communication, compensation i i i • Service quality standards • Financial strategies and reporting Financial strategies and reporting • Regulatory change and compliance18 ©2012 CliftonLarsonAllen LLP
  19. 19. STRATEGIC  MANAGEMENT FOR CHANGE • Keep it simple and clear Keep it simple and clear • Good organizations start with good leadership at the top • Identify critical impact areas • Begin with the “end in mind” – develop a vision for success • Clear and accountable timelines • Always have an action plan • Communicate – where you are headed and how we’re doing19 ©2012 CliftonLarsonAllen LLP
  20. 20. STRATGIC PRIORITIES ‐ 2012 • Regulatory and compliance issues • Capital adequacy Capital adequacy • Enterprise risk assessment • Asset quality (ALL, concentrations, credit quality, appraisals,  problem loan management, investment strategy and quality) • Margin, spread management (interest rate risk) • Liquidity management – cash flow and alternate sources i idi h fl d l • Share growth • Overhead efficiency and technology deployment Overhead efficiency and technology deployment • Efficiency of processes • g HR management • Identification of target segments – business units, members20 ©2012 CliftonLarsonAllen LLP
  21. 21. HOW TO OPERATE STRATEGICALLY • Listen to your members  Listen to your members • Clearly define your business • Think, plan and act with a long term focus • Build effective processes – for them and you • Understand your “bets” (Risk) • Invest in employees and organizational structure and culture • Ask for business • Resist the status quo – embrace and manage change R i t th t t b d h • Operate with a sense of urgency – tackle the big issues21 ©2012 CliftonLarsonAllen LLP
  22. 22. • Questions  • Kenneth Welch,  CPA • Partner  • Credit Union Group • Ph. (703) 825‐2182  • Kenneth.welch@cliftonlarsonallen.com K h l h@ lif l ll22 ©2012 CliftonLarsonAllen LLP
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