The document provides information on the standard and alternative modification waterfalls used in the Home Affordable Modification Program (HAMP). The standard waterfall is a series of steps - capitalization, interest rate reduction, term extension, principal forbearance - that servicers must apply to reduce a borrower's monthly mortgage payment ratio to 31%. The alternative waterfall may be used for loans with high loan-to-value ratios and aims to reduce the ratio to 115% through principal reduction or other steps.
Lean Six Sigma Black Belt 10 02 11 Pauls VersionPaul Kovatch
The document outlines a Lean Six Sigma Black Belt project to reduce monthly expenses from $6,000 to within $2,000 through a Define, Measure, Analyze, Improve, and Control process. Baseline data from 2008-2010 tax records and credit card statements showed expenses exceeded income by $4,000 per month. Through analyzing spending categories and prioritizing solutions, expenses were reduced to the $2,000 goal, lowering stress for the individual and allowing focus on other opportunities. Ongoing monitoring and emergency funds were put in place to control the new budget.
The document provides an earnings presentation for Sallie Mae for the second quarter of 2008. It summarizes key financial metrics including core earnings per share of $0.27, net income of $156 million, and net interest margin of 1.28%. It also discusses liquidity positions, financing activity, segment earnings details, and provides a reconciliation of GAAP to core earnings per share. The presentation outlines long term objectives around asset quality, productivity, capitalization and quality earnings.
Top 25 grants and rebates for homeownersMatt Collinge
This document summarizes 25 top grants and rebates for property buyers and owners in British Columbia, Canada. It lists programs that provide rebates for things like the provincial sales tax, energy efficient renovations and appliances, property taxes, and more. Eligibility requirements vary but many are aimed at first-time home buyers, seniors, low-income individuals, and those undertaking green renovations or buying energy efficient products and homes. Contact information is provided for each program to find out more details.
The document provides an overview and update on the Making Home Affordable Plan. It discusses that through August 2009, over 570,000 homeowners have received loan modifications through the Home Affordable Modification Program. However, the House Financial Services Committee wants to see more conversions of trial modifications by November 1st. It also outlines recent program updates, participation from large servicers, documentation requirements, and eligibility criteria to provide context on the plan from a housing counselor's perspective.
Understanding Financial Statements
* How to read financial statements.
* Some key indicators and ratios.
* Financial statements are a tool for running your business.
For more information, visit http://www.cbiz.com/MidAtlantic
The document summarizes HSBC Finance Corporation's investor presentation from March 12, 2008. It discusses key developments in 2007, including increased delinquencies and loan impairment allowances due to the weak housing market. It also outlines actions taken to reduce risks and costs, such as closing mortgage origination businesses and reducing the retail branch network. The financial results showed a decline in net operating income due to higher loan impairment charges, while expenses were reduced. The presentation aimed to communicate HSBC's commitment to stakeholders during difficult market conditions.
- SunTrust reported second quarter earnings of $1.53 per share, down from $1.89 per share in the second quarter of 2007, due to higher loan loss provisions, credit-related expenses, and valuation losses. These factors were partially offset by gains from selling Coca-Cola stock and a non-strategic subsidiary.
- The company completed transactions involving its Coca-Cola stock holdings that increased its regulatory capital ratio by an estimated 68 basis points as of June 30, 2008.
- Credit metrics continued to deteriorate in the quarter, though at a slower pace, with net charge-offs increasing 8.6% and the allowance for loan losses rising to 1.46% of total loans.
The Progressive Corporation's 2006 annual report summarizes its financial performance for 2006, 2005, and 2004. In 2006, Progressive's net income increased to $1.647 billion, up from $1.394 billion in 2005. Revenues grew to $14.786 billion in 2006 from $14.303 billion in 2005. Progressive also reported increases in investment income and total shareholders' equity from 2005 to 2006, while expenses such as losses, acquisition costs, and underwriting expenses also grew over this period.
Lean Six Sigma Black Belt 10 02 11 Pauls VersionPaul Kovatch
The document outlines a Lean Six Sigma Black Belt project to reduce monthly expenses from $6,000 to within $2,000 through a Define, Measure, Analyze, Improve, and Control process. Baseline data from 2008-2010 tax records and credit card statements showed expenses exceeded income by $4,000 per month. Through analyzing spending categories and prioritizing solutions, expenses were reduced to the $2,000 goal, lowering stress for the individual and allowing focus on other opportunities. Ongoing monitoring and emergency funds were put in place to control the new budget.
The document provides an earnings presentation for Sallie Mae for the second quarter of 2008. It summarizes key financial metrics including core earnings per share of $0.27, net income of $156 million, and net interest margin of 1.28%. It also discusses liquidity positions, financing activity, segment earnings details, and provides a reconciliation of GAAP to core earnings per share. The presentation outlines long term objectives around asset quality, productivity, capitalization and quality earnings.
Top 25 grants and rebates for homeownersMatt Collinge
This document summarizes 25 top grants and rebates for property buyers and owners in British Columbia, Canada. It lists programs that provide rebates for things like the provincial sales tax, energy efficient renovations and appliances, property taxes, and more. Eligibility requirements vary but many are aimed at first-time home buyers, seniors, low-income individuals, and those undertaking green renovations or buying energy efficient products and homes. Contact information is provided for each program to find out more details.
The document provides an overview and update on the Making Home Affordable Plan. It discusses that through August 2009, over 570,000 homeowners have received loan modifications through the Home Affordable Modification Program. However, the House Financial Services Committee wants to see more conversions of trial modifications by November 1st. It also outlines recent program updates, participation from large servicers, documentation requirements, and eligibility criteria to provide context on the plan from a housing counselor's perspective.
Understanding Financial Statements
* How to read financial statements.
* Some key indicators and ratios.
* Financial statements are a tool for running your business.
For more information, visit http://www.cbiz.com/MidAtlantic
The document summarizes HSBC Finance Corporation's investor presentation from March 12, 2008. It discusses key developments in 2007, including increased delinquencies and loan impairment allowances due to the weak housing market. It also outlines actions taken to reduce risks and costs, such as closing mortgage origination businesses and reducing the retail branch network. The financial results showed a decline in net operating income due to higher loan impairment charges, while expenses were reduced. The presentation aimed to communicate HSBC's commitment to stakeholders during difficult market conditions.
- SunTrust reported second quarter earnings of $1.53 per share, down from $1.89 per share in the second quarter of 2007, due to higher loan loss provisions, credit-related expenses, and valuation losses. These factors were partially offset by gains from selling Coca-Cola stock and a non-strategic subsidiary.
- The company completed transactions involving its Coca-Cola stock holdings that increased its regulatory capital ratio by an estimated 68 basis points as of June 30, 2008.
- Credit metrics continued to deteriorate in the quarter, though at a slower pace, with net charge-offs increasing 8.6% and the allowance for loan losses rising to 1.46% of total loans.
The Progressive Corporation's 2006 annual report summarizes its financial performance for 2006, 2005, and 2004. In 2006, Progressive's net income increased to $1.647 billion, up from $1.394 billion in 2005. Revenues grew to $14.786 billion in 2006 from $14.303 billion in 2005. Progressive also reported increases in investment income and total shareholders' equity from 2005 to 2006, while expenses such as losses, acquisition costs, and underwriting expenses also grew over this period.
Andrew Wiswell, NAL Energy's President and CEO, presents at the CIBC 2012 Whistler Institutional Investor Conference at Whistler, B.C., at 8 a.m. PST (9 a.m. MST, 11 a.m. EST).
This document provides an overview of Xcel Energy from their presentation at the Edison Electric Institute Financial Conference in October 2003. Key points include Xcel achieving several accomplishments in 2003 including settling with NRG creditors, maintaining investment grade ratings, and refinancing debt. Projections for 2004 include earnings of $1.15-1.25 per share assuming NRG emerges from bankruptcy. The presentation outlines Xcel's objectives, investments, regulatory strategy, and earnings drivers to emphasize the company as a low-risk, integrated utility with a total return of 7-8%.
This document discusses opportunities for growth at Bank of America's Global Wealth & Investment Management division. It notes that GWIM has strong momentum and returns, with solid client relationships. GWIM has a large existing client base and market presence that it can leverage for further growth. The document outlines strategies for growing different client segments, including expanding retirement capabilities and integrating the recently acquired U.S. Trust business. It highlights opportunities in areas like wealth structuring, alternatives, and international investments to better serve high-net-worth clients. Partnerships across Bank of America businesses will also help drive referrals and new opportunities.
BancAnalysts Association of Boston Conference finance2
The document summarizes the financial results and credit performance of JPMorgan Chase's Retail Financial Services division for the third quarter of 2008. Key points include:
- Revenue grew 15% year-over-year to $14.6 billion driven by regional banking and mortgage production, but credit costs increased significantly to $5.5 billion.
- Net income declined to $626 million due to higher credit costs, especially in home equity and subprime mortgages.
- Significant credit actions have been taken to tighten underwriting across home lending portfolios, but deterioration continues with high delinquencies and losses expected going forward.
- New initiatives are announced to proactively help homeowners modify loans and stay
1) Sallie Mae reported a net loss of $21 million for Q1 2009 compared to net income of $188 million for Q1 2008.
2) Key drivers of the decline were higher loan loss provisions, costs associated with debt refinancing, and the impact of lower interest rates on variable rate assets and liabilities.
3) Sallie Mae's liquidity position remained strong with $14 billion in primary and secondary sources of liquidity as of March 31, 2009.
Genworth Financial provides insurance and financial services to over 15 million customers globally. In 2005, Genworth saw total revenues of $11.06 billion and total net earnings of $1.22 billion. The company focuses on innovation, simplification, efficiency, customer service, brand building, and financial stewardship to better serve consumer needs such as retirement planning, long term care, mortgage insurance, and more.
fifth third bancorp 5033603C-B0AA-45B0-B2AF-058D5B12B34C_FITB_Citi_012809finance28
1) Fifth Third Bank reported a net loss in Q4 2008 and for the full year due to credit deterioration, losses on loans sold or transferred, and a goodwill impairment charge.
2) However, the bank strengthened its credit metrics and risk profile in Q4, and its capital levels remained well above targets.
3) While 2008 was challenging, Fifth Third retained most of its pre-2008 loss absorption capacity and expects capital levels to exceed targets in the difficult economic environment.
This document summarizes a company's earnings results for the second quarter of 2008 compared to the second quarter of 2007. It reported $0.24 in EPS for the second quarter of 2008, up from $0.16 in the same period in 2007. The increase was driven by higher natural gas margins due to base rate changes and weather, as well as higher plant generation and labor costs, partially offset by lower electric utility margins and higher conservation and DSM costs. The document also provides guidance of $1.45 to $1.55 in EPS for 2008.
JPMorgan Chase First Quarter 2008 Financial Results Conference Call finance2
1) JPMorgan Chase reported earnings of $2.4 billion on revenue of $17.9 billion for 1Q08, down 49% from record earnings in 1Q07. EPS was $0.68.
2) The Investment Bank took markdowns of $2.6 billion related to subprime, Alt-A, prime mortgages, and leveraged lending commitments. It reported a net loss of $87 million on revenue of $3 billion, down 52% year-over-year.
3) The firm increased its credit reserves by $2.5 billion, including $1.1 billion related to the home equity portfolio. It transferred $4.9 billion of lever
This document provides an overview of Xcel Energy Inc. for investors attending the EEI International Financial Conference. It summarizes Xcel's business segments, strengths, investment merits, capital investment plans, power supply, environmental commitments, and financial performance. Projections for 2004 earnings per share and cash flow are also presented. Key points include Xcel being the 4th largest US electric and gas utility, a growing service area, low rates, and a goal of providing competitive total returns of 7-9% to shareholders.
Fourth Quarter 2008 Earnings Review
1) Citi reported a net loss of $8.3 billion in 4Q2008, driven by higher credit costs, losses from securities and banking private equity investments, and a build up of loan loss reserves. 2) Revenues declined 13% year-over-year due to losses from credit valuation adjustments on derivatives and private equity investments, while expenses declined 5% due to cost cutting efforts. 3) The net interest margin improved significantly year-over-year to 3.22% as Citi continued reducing assets and liabilities.
- IBM's 2Q'09 results showed strong performance with improved operating leverage, expanded gross margins, 18% EPS growth, and $4.5B in free cash flow.
- For FY'09, IBM expects EPS of at least $9.70, ahead of its 2010 roadmap target of $10-11 EPS.
- IBM's business segments - Software, Services, and Systems & Technology - saw revenue changes between -10% to +11% in 2008, with goals for long-term pre-tax income growth between 7-15% depending on the segment.
OPEB Investments: The Danger in Playing it SafeMWSchulte
The document discusses investing Other Post-Employment Benefit (OPEB) funds and the implications for school boards. It notes that playing it too safe with OPEB investments, such as keeping funds in low-return savings accounts, poses dangers as the funds may deplete before obligations are met. Diversifying investments and allowing access to higher-returning asset classes like equities can help funds last longer. School boards have a fiduciary duty to ensure investment policies and expertise are in place to prudently manage OPEB investments for the long run. Actuarial analyses are an important starting point but assumptions will change over time.
Access National Corporation reported a 50% increase in annual earnings and increased its dividend. Net income for 2021 was $11.4 million, up from $7.6 million in 2020. Based on strong results, the Board increased the quarterly dividend to $0.05 per share. Loans increased by $77.9 million to $569.4 million due to higher demand. Deposits decreased slightly to $645 million as non-core deposits declined.
The document discusses the dire financial challenges facing the US Postal Service, including multi-billion dollar losses in recent years. It outlines a preliminary 5-year plan with initiatives to cut costs by $8.7 billion annually through measures like facility consolidation, delivery optimization, and a transition to 5-day mail delivery. The plan also calls for legislative actions and investments in technology and innovation to help address the financial issues and position the USPS for long-term viability.
The Power of Complete AP Automation WebinarTradeshift
The Impact of Harmonious Supplier Relationships
Imagine supplier inquiry calls into your AP department being a thing of the past. Next envision being able to automate and maximise supplier discounts.
Attend this webinar to gain insights on how to:
- Achieve the highest levels of e-invoicing adoption and onboarding
- Communicate and transact with your supplier network in real-time
- Engage new technologies to achieve 100% e-invoicing with all your suppliers
- Complete AP automation cycle with savings opportunities through dynamic payment terms
- Become more profitable by paying suppliers early in exchange for a discount
- Automate accounts payable with case studies presented
Presenters:
Christian Hjorth, Chief Commercial Officer, Tradeshift
Joe Hyland, Global Head of Marketing, Taulia
http://tradeshift.com/enterprise/events/
This workshop will explore how organizations can utilize various federal, state, and private financing sources combined with innovative ideas to create affordable rural rental housing for veterans, seniors, and families. Participants will learn to analyze project cash flow, maximize private investment, leverage tax credits, and bridge financing gaps.
This document summarizes the key topics discussed at a Business Service Center team meeting on May 14, 2012. It discusses onboarding updates, year-end deadlines for fiscal years 2012 and 2013, changes to procurement card policies including new sanction levels, implementation of buyer teams, challenges with payment processing, an example of efficient payment workflow, the transition to annualizing hourly pay rates effective May 1, 2012, and an environmental benefit of using direct deposit.
The document discusses Non-Performing Assets (NPAs) in the Indian banking sector. It defines an NPA as an asset that ceases to generate income for the bank. It provides data showing that public sector banks had the highest NPA ratio in FY2010 at 2.27%, while foreign banks had the lowest at 4.26%. The criteria for classifying different types of loans as NPAs, including term loans, cash credits, project loans and more, are explained in detail. NPAs are further classified as substandard, doubtful or loss assets based on the period of delinquency. Banks are required to make provisions against NPAs as per RBI guidelines.
In a number of countries, two separate, but potentially complementary policy agendas have emerged in the past five years: governments have sought to increase the use of electronic means for government payments and to promote greater financial inclusion. While the two agendas have by no means converged yet, in practice they have often been translated into a single headline objective: to increase the proportion of recipients of government social cash transfers who receive payment directly into a bank account. CGAP's research in Brazil, Colombia, Mexico and South Africa has shown that the number of people receiving G2P payments electronically via delivery into their bank accounts is increasing, making these systems more affordable for governments, convenient for recipients and potentially profitable for banks.
Andrew Wiswell, NAL Energy's President and CEO, presents at the CIBC 2012 Whistler Institutional Investor Conference at Whistler, B.C., at 8 a.m. PST (9 a.m. MST, 11 a.m. EST).
This document provides an overview of Xcel Energy from their presentation at the Edison Electric Institute Financial Conference in October 2003. Key points include Xcel achieving several accomplishments in 2003 including settling with NRG creditors, maintaining investment grade ratings, and refinancing debt. Projections for 2004 include earnings of $1.15-1.25 per share assuming NRG emerges from bankruptcy. The presentation outlines Xcel's objectives, investments, regulatory strategy, and earnings drivers to emphasize the company as a low-risk, integrated utility with a total return of 7-8%.
This document discusses opportunities for growth at Bank of America's Global Wealth & Investment Management division. It notes that GWIM has strong momentum and returns, with solid client relationships. GWIM has a large existing client base and market presence that it can leverage for further growth. The document outlines strategies for growing different client segments, including expanding retirement capabilities and integrating the recently acquired U.S. Trust business. It highlights opportunities in areas like wealth structuring, alternatives, and international investments to better serve high-net-worth clients. Partnerships across Bank of America businesses will also help drive referrals and new opportunities.
BancAnalysts Association of Boston Conference finance2
The document summarizes the financial results and credit performance of JPMorgan Chase's Retail Financial Services division for the third quarter of 2008. Key points include:
- Revenue grew 15% year-over-year to $14.6 billion driven by regional banking and mortgage production, but credit costs increased significantly to $5.5 billion.
- Net income declined to $626 million due to higher credit costs, especially in home equity and subprime mortgages.
- Significant credit actions have been taken to tighten underwriting across home lending portfolios, but deterioration continues with high delinquencies and losses expected going forward.
- New initiatives are announced to proactively help homeowners modify loans and stay
1) Sallie Mae reported a net loss of $21 million for Q1 2009 compared to net income of $188 million for Q1 2008.
2) Key drivers of the decline were higher loan loss provisions, costs associated with debt refinancing, and the impact of lower interest rates on variable rate assets and liabilities.
3) Sallie Mae's liquidity position remained strong with $14 billion in primary and secondary sources of liquidity as of March 31, 2009.
Genworth Financial provides insurance and financial services to over 15 million customers globally. In 2005, Genworth saw total revenues of $11.06 billion and total net earnings of $1.22 billion. The company focuses on innovation, simplification, efficiency, customer service, brand building, and financial stewardship to better serve consumer needs such as retirement planning, long term care, mortgage insurance, and more.
fifth third bancorp 5033603C-B0AA-45B0-B2AF-058D5B12B34C_FITB_Citi_012809finance28
1) Fifth Third Bank reported a net loss in Q4 2008 and for the full year due to credit deterioration, losses on loans sold or transferred, and a goodwill impairment charge.
2) However, the bank strengthened its credit metrics and risk profile in Q4, and its capital levels remained well above targets.
3) While 2008 was challenging, Fifth Third retained most of its pre-2008 loss absorption capacity and expects capital levels to exceed targets in the difficult economic environment.
This document summarizes a company's earnings results for the second quarter of 2008 compared to the second quarter of 2007. It reported $0.24 in EPS for the second quarter of 2008, up from $0.16 in the same period in 2007. The increase was driven by higher natural gas margins due to base rate changes and weather, as well as higher plant generation and labor costs, partially offset by lower electric utility margins and higher conservation and DSM costs. The document also provides guidance of $1.45 to $1.55 in EPS for 2008.
JPMorgan Chase First Quarter 2008 Financial Results Conference Call finance2
1) JPMorgan Chase reported earnings of $2.4 billion on revenue of $17.9 billion for 1Q08, down 49% from record earnings in 1Q07. EPS was $0.68.
2) The Investment Bank took markdowns of $2.6 billion related to subprime, Alt-A, prime mortgages, and leveraged lending commitments. It reported a net loss of $87 million on revenue of $3 billion, down 52% year-over-year.
3) The firm increased its credit reserves by $2.5 billion, including $1.1 billion related to the home equity portfolio. It transferred $4.9 billion of lever
This document provides an overview of Xcel Energy Inc. for investors attending the EEI International Financial Conference. It summarizes Xcel's business segments, strengths, investment merits, capital investment plans, power supply, environmental commitments, and financial performance. Projections for 2004 earnings per share and cash flow are also presented. Key points include Xcel being the 4th largest US electric and gas utility, a growing service area, low rates, and a goal of providing competitive total returns of 7-9% to shareholders.
Fourth Quarter 2008 Earnings Review
1) Citi reported a net loss of $8.3 billion in 4Q2008, driven by higher credit costs, losses from securities and banking private equity investments, and a build up of loan loss reserves. 2) Revenues declined 13% year-over-year due to losses from credit valuation adjustments on derivatives and private equity investments, while expenses declined 5% due to cost cutting efforts. 3) The net interest margin improved significantly year-over-year to 3.22% as Citi continued reducing assets and liabilities.
- IBM's 2Q'09 results showed strong performance with improved operating leverage, expanded gross margins, 18% EPS growth, and $4.5B in free cash flow.
- For FY'09, IBM expects EPS of at least $9.70, ahead of its 2010 roadmap target of $10-11 EPS.
- IBM's business segments - Software, Services, and Systems & Technology - saw revenue changes between -10% to +11% in 2008, with goals for long-term pre-tax income growth between 7-15% depending on the segment.
OPEB Investments: The Danger in Playing it SafeMWSchulte
The document discusses investing Other Post-Employment Benefit (OPEB) funds and the implications for school boards. It notes that playing it too safe with OPEB investments, such as keeping funds in low-return savings accounts, poses dangers as the funds may deplete before obligations are met. Diversifying investments and allowing access to higher-returning asset classes like equities can help funds last longer. School boards have a fiduciary duty to ensure investment policies and expertise are in place to prudently manage OPEB investments for the long run. Actuarial analyses are an important starting point but assumptions will change over time.
Access National Corporation reported a 50% increase in annual earnings and increased its dividend. Net income for 2021 was $11.4 million, up from $7.6 million in 2020. Based on strong results, the Board increased the quarterly dividend to $0.05 per share. Loans increased by $77.9 million to $569.4 million due to higher demand. Deposits decreased slightly to $645 million as non-core deposits declined.
The document discusses the dire financial challenges facing the US Postal Service, including multi-billion dollar losses in recent years. It outlines a preliminary 5-year plan with initiatives to cut costs by $8.7 billion annually through measures like facility consolidation, delivery optimization, and a transition to 5-day mail delivery. The plan also calls for legislative actions and investments in technology and innovation to help address the financial issues and position the USPS for long-term viability.
The Power of Complete AP Automation WebinarTradeshift
The Impact of Harmonious Supplier Relationships
Imagine supplier inquiry calls into your AP department being a thing of the past. Next envision being able to automate and maximise supplier discounts.
Attend this webinar to gain insights on how to:
- Achieve the highest levels of e-invoicing adoption and onboarding
- Communicate and transact with your supplier network in real-time
- Engage new technologies to achieve 100% e-invoicing with all your suppliers
- Complete AP automation cycle with savings opportunities through dynamic payment terms
- Become more profitable by paying suppliers early in exchange for a discount
- Automate accounts payable with case studies presented
Presenters:
Christian Hjorth, Chief Commercial Officer, Tradeshift
Joe Hyland, Global Head of Marketing, Taulia
http://tradeshift.com/enterprise/events/
This workshop will explore how organizations can utilize various federal, state, and private financing sources combined with innovative ideas to create affordable rural rental housing for veterans, seniors, and families. Participants will learn to analyze project cash flow, maximize private investment, leverage tax credits, and bridge financing gaps.
This document summarizes the key topics discussed at a Business Service Center team meeting on May 14, 2012. It discusses onboarding updates, year-end deadlines for fiscal years 2012 and 2013, changes to procurement card policies including new sanction levels, implementation of buyer teams, challenges with payment processing, an example of efficient payment workflow, the transition to annualizing hourly pay rates effective May 1, 2012, and an environmental benefit of using direct deposit.
The document discusses Non-Performing Assets (NPAs) in the Indian banking sector. It defines an NPA as an asset that ceases to generate income for the bank. It provides data showing that public sector banks had the highest NPA ratio in FY2010 at 2.27%, while foreign banks had the lowest at 4.26%. The criteria for classifying different types of loans as NPAs, including term loans, cash credits, project loans and more, are explained in detail. NPAs are further classified as substandard, doubtful or loss assets based on the period of delinquency. Banks are required to make provisions against NPAs as per RBI guidelines.
In a number of countries, two separate, but potentially complementary policy agendas have emerged in the past five years: governments have sought to increase the use of electronic means for government payments and to promote greater financial inclusion. While the two agendas have by no means converged yet, in practice they have often been translated into a single headline objective: to increase the proportion of recipients of government social cash transfers who receive payment directly into a bank account. CGAP's research in Brazil, Colombia, Mexico and South Africa has shown that the number of people receiving G2P payments electronically via delivery into their bank accounts is increasing, making these systems more affordable for governments, convenient for recipients and potentially profitable for banks.
This document provides an overview of BI&P's 4th quarter results presentation. It highlights that BI&P's expanded credit portfolio grew 2.6% quarter-over-quarter and 21% year-over-year to R$3.1 billion. The corporate segment represented 59.3% of the portfolio. Credit quality improved with 79.1% of the portfolio rated AA-B. Net profit was R$3.6 million in 4Q12, up 15.8% year-over-year. BI&P continued developing new product offerings and niche expertise in areas like agricultural bonds and corporate ecosystem services.
G2P - Social Cash Transfers. Evidence from four countries 2012CGAP
This document summarizes evidence from social cash transfer programs in four countries - Brazil, Colombia, Mexico, and South Africa - that seek to promote financial inclusion. It addresses three key questions: 1) whether building financial services is affordable for social programs, 2) if poor recipients will use offered financial services, and 3) if financial institutions can profitably serve transfer recipients. The document finds that electronic payments can reduce government costs compared to cash, though upfront network development increases costs. It also finds that while recipients prefer electronic payments to cash, usage of new bank accounts is often limited to withdrawals. Finally, a regular fee from the government to financial providers can make the business case attractive for serving transfer recipients.
n today's economy, it's tough for homeowners to find financing for their energy efficiency and renewable energy upgrades. This free workshop introduces a wide variety of residential clean energy financing products for energy efficiency, solar PV and solar thermal installations.
We will also cover current clean energy rebates that also help bring down project and financing costs, improve the customer's ROI and increase the chance for contractor sales. Don't miss this opportunity to ask questions and talk with representatives from financial institutions over a networking lunch. Breakfast will also be provided.
Space is limited, so register soon!
Who Should Attend?
Contractors working in the clean energy industry including:
Home Performance Contactors
Energy Advisors
HVAC Contractors
Insulation Contractors
BPI Certified Professionals
Solar Contractors
Solar Integrators
InKnowVision October 2012 HNW Technical Webinar w/ Guest Presenter Bob ScarlataInKnowVision
As an investment banker for some 26 years who has sold dozens of middle market privately held companies to private equity groups throughout the U.S. and Canada, Bob Scarlata will describe for us how private equity groups make their money and how private business owners can benefit and profit from their professional management strategies.
PowerPoint presentations from Fundación Capital's South-South Knowledge Exchange Forum, organized with support from IFAD "Leveraging Opportunities to Encourage Financial Inclusion"
Debt review presentation qecb-power saver, march 2012HarcourtBrownEF
This document discusses launching a residential energy upgrade program in Salt Lake County using a combination of Qualified Energy Conservation Bonds (QECBs) and the PowerSaver financing product. QECBs offer below-market interest rates subsidized by the IRS, while PowerSaver provides mortgage insurance through HUD. The proposed program would issue QECBs through a conduit to fund low-cost loans originated by an approved PowerSaver lender. This structure could create a sustainable financing model to scale the energy upgrade market in Salt Lake County while offering homeowners energy improvements at affordable rates.
Puerto rico's fiscal and economic turnaroundgobiernoprfaa
Governor Fortuño outlines Puerto Rico's fiscal and economic turnaround from 2009-2011. Key accomplishments include reducing the deficit by 81% through spending cuts, improving the credit rating, reforming the tax code, reducing unemployment, and increasing home and tourism sales. Economic indicators now point to positive growth, including a 28,000 job increase in 2011. The tax reform is generating increased government revenues despite lower tax collections, showing early success.
This document summarizes SLM Corporation's financial results for the first quarter of 2008. Some key highlights include:
- Core earnings per share were $0.34 compared to a loss of $0.36 in the previous quarter and earnings of $0.57 in the first quarter of 2007.
- Net income on a core earnings basis was $188 million compared to a loss of $139 million last quarter and income of $251 million in the year-ago period.
- Stafford and PLUS loan originations increased significantly to $6.3 billion from $3.3 billion last quarter.
- The provision for private education loan losses was $160 million, down from $667 million last quarter.
Final.pres.revised cds time adjusted for 2003 version showHorizons-Financial
The document discusses a program called the Acceleration Account Program that uses banking tools and strategies to help pay off debt faster. It works by having a checking and savings account and using transfers between the accounts to make additional principal payments on debts. The program uses mathematical engines to monitor available reserves and prompt strategic principal-only payments to eliminate years of payments and debt faster. It provides sample scenarios and payoff analyses. Committing to consistently following the software can help one achieve their goal of getting out of debt.
This document proposes revisions to utility deposit amounts and commercial delinquent fees. It notes an increase in utility accounts sent to collections and write-offs due to non-payment. For residential deposits, it recommends no deposit for homeowners unless late more than twice, and requiring deposits for new renters unless they enroll in auto-pay. For commercial customers, it recommends continuing to require deposits of 2 times the estimated monthly bill. It also proposes increasing the commercial delinquent reconnect fee from $25 to $150 to cover costs. Staff recommends approving the revisions on May 24 to reduce write-offs and be effective in June, with a customer education focus.
MF Transparency is a US-based non-profit organization that promotes pricing transparency in the microfinance sector. They have collected pricing data from over 400 institutions in 28 countries, representing over $14 billion in loans to 38 million clients. Their work includes data collection, training, and consulting with regulators on disclosure policies. The document discusses their efforts in the Philippines, including an upcoming data launch and technical assistance for participating MFIs. It also covers the Philippines' Circular No. 730 which aims to enhance loan transaction transparency through standardized disclosure of pricing information.
Use credit union home loan basics 2 28 12mullarkea
The document discusses the benefits of home ownership over renting, the importance of good credit for getting approved for a mortgage, and provides an overview of the steps in the home buying process including getting pre-qualified or pre-approved, different loan types, and working with a realtor to make an offer and go through the closing process.
This document outlines the services and benefits of a professional standards and collaborative partnerships program. It aims to develop long-term relationships with clients to provide trusted financial advice and identify lifetime objectives. The program structures innovative partnerships between clients and advisors to foster superior service and lifetime tailored planning. This includes professional standards, collaborative efforts, and lifetime relationships. It identifies clients' financial and lifestyle goals, models income and asset targets, assesses current status, and maps affordable strategies with ongoing reviews. The program provides financial reviews, accounting services, investment research, property purchasing benefits, protection coverage reviews, newsletters, buying groups, client management, tax return preparation, workshops, planning reviews, and property management for any properties purchased. Clients are guaranteed a
Living in an UBER World - June '24 Sales MeetingTom Blefko
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HAMP Standard and Alternative Modification Waterfalls
1. HAMP Standard and Alternative Modification
Waterfalls
Training Presentation for Servicers
Making Home Affordable | February 2012
2. Agenda
Standard Modification Waterfall
Alternative Modification Waterfall
References & Resources
Discussion & Questions
Making Home Affordable | February 2012 2
4. Standard Modification Waterfall
What Is it? The standard modification waterfall is a
stated order of successive steps that
servicers must apply until the borrower’s
target monthly mortgage payment ratio
is reduced to 31%.
STEP 1
Capitalization
STEP 2
Interest Rate
Reduction
STEP 3
Term
Extension STEP 4
Principal
Forbearance
Making Home Affordable | February 2012 4
5. Standard Modification Waterfall
When to Use It
HAMP Second to last Start of
Evaluation trial payment permanent mod
Run Waterfall Run NPV Test Run Waterfall
Reach the target Determine if loan Based on updated loan
monthly mortgage modification is characteristics. Do not run NPV test
payment ratio. favorable to investor. again. If NPV must be run because
it is conjoined with the waterfall in
the servicer’s system, disregard
NPV outputs.
Making Home Affordable | February 2012 5
6. Standard Modification Waterfall
Current UPB Delinquent Interest
MTMLTV ratio –
Current Remaining Term
property valuation
Necessary
Loan Taxes, insurance,
homeowner association
Information dues, and escrow shortage
Funds remaining in the
existing suspense account
Making Home Affordable | February 2012 6
7. Standard Modification Waterfall
Waterfall Steps
STEP 1 Capitalization
STEP 2 Interest Rate Reduction
STEP 3 Term Extension
STEP 4 Principal Forbearance
Steps must be performed in sequence
Making Home Affordable | February 2012 7
8. Standard Modification Waterfall
STEP 1 Capitalization
The servicer must capitalize accrued interest, out-of-pocket
escrow advances to third parties, and any required escrow
advances that will be paid to third parties during the trial
period.
Mortgage insurance payments that are due to should also be
capitalized.
Late fees may not be capitalized!
Making Home Affordable | February 2012 8
9. Standard Modification Waterfall
STEP 1 Capitalization
Servicers can capitalize advances for expenses incurred in performing
servicing obligations related to the preservation of the secured
property and enforcement of the mortgage.
Example: foreclosure fees and costs.
However, these costs and expenses must:
Be consistent with the security instrument.
Be allowable under GSE guidelines.
Not be prohibited by applicable law.
Making Home Affordable | February 2012 9
10. STEP 1 Capitalization Example Worksheet
Item
Current UPB $ 274,965.19
Out-of-Pocket Escrow Advances $ 3,500.00
Projected Escrow Advance during trial period $ 1,000.00
Delinquent Interest $ 7,526.07
Late Fees $ 250.00
Adjusted Gross UPB $ 286,991.26
Gross Monthly Income $ 3,667.10
Desired PITIA @ 31% ($3667.10 x .31) $ 1,136.80
Taxes & Insurance ($ 337.11)
HOA Payment ($ 100.00)
Future Escrow Shortage Payment ($ 10.00)
Target Monthly Mortgage Payment $ 689.69
Original payment (Pre-modification) $ 1,774.61
Current payment $ 1,872.96
Remaining Term 284 months
Current Interest Rate 5.875%
Making Home Affordable | February 2012 10
11. STEP 1 Capitalization - Monthly Mortgage Payment Ratio
Item
Current payment $ 1,872.96
Taxes & Insurance $ 337.11
HOA Payment $ 100.00
Future Escrow Shortage Payment $ 10.00
Total PITIA: $ 2,320.07
Total PITIA payment: $ 2,320.07
÷
Gross Monthly Income: $ 3,667.10
X 100 =
Current Monthly Mortgage Payment Ratio: 63.3%
Making Home Affordable | February 2012 11
12. STEP 1 Capitalization Results and Evaluation
Monthly Payment
Ratio
Payment
STEP 1 Capitalization 63.3% $ 1872.96
STEP 2 Interest Rate Reduction
STEP 3 Term Extension
STEP 4 Principal Forbearance
Target 31% $ 689.69
Proceed to STEP 2
Making Home Affordable | February 2012 12
13. Standard Modification Waterfall
STEP 2 Interest Rate Reduction
The servicer reduces the borrower’s interest rate:
In increments of 0.125% or 1/8 percent.
Until the target monthly mortgage payment ratio is reached.
Interest rate floor is 2%.
Incentives will not be paid for reducing the rate lower than
the 2% floor.
If the resulting rate is below the Interest Rate Cap (Freddie
Mac Primary Mortgage Market Survey, PMMS Rate), then the
reduced rate will not increase for the first five years.
The ending rate does not have to be a multiple of one-eighth.
Making Home Affordable | February 2012 13
14. STEP 2 Interest Rate Reduction Scenario
Current Notes Result
Adjusted Gross UPB $ 286,991.26
Use Current
Current Interest Rate 5.875% Interest Rate NEW INTEREST RATE 2.0%
as the
Current Term 284 months starting point
Gross Monthly Income $ 3,667.10
Desired PITI @ 31% $ 1,136.80
Tax and Insurance $ 337.11
HOA Payment $ 100.00
Future Escrow Shortage $ 10.00 46.8%
Target Payment $ 689.69 PROJECTED PAYMENT $ 1,269.32
If the 31% target monthly mortgage payment ratio cannot be reached by lowering the interest rate to the 2% floor,
Note:
then reduce the interest rate to the 2% floor and proceed to Step 3, Term Extension.
Making Home Affordable | February 2012 14
15. STEP 2 Interest Rate Results and Evaluation
Monthly
Payment
Payment Ratio
STEP 1 Capitalization 63.3% $ 1,872.96
STEP 2 Interest Rate Reduction 2% 46.8% $1,269.32
STEP 3 Term Extension
STEP 4 Principal Forbearance
Target 31% $ 689.69
Proceed to STEP 3
Making Home Affordable | February 2012 15
16. Standard Modification Waterfall
STEP 3 Term Extension
The servicer extends the term:
In one-month increments.
Up to 480 months, which is the cap.
As of the data collection date.
When the loan converts to a permanent modification, the term
extension should be as of the modification effective date instead of
the data collection date.
Making Home Affordable | February 2012 16
17. Standard Modification Waterfall
STEP 3 Term Extension - Special Considerations
Investors may not allow term extension due to:
Pooling & Servicing Agreement (PSA)
General Investor Servicing Agreement or Guideline
When this is the case, servicers should re-amortize the loan
on an extended schedule of 480 months.
The extended amortization schedule results in a balloon
payment due at maturity.
If re-amortization is prohibited, then servicers should skip
this step and proceed to Step Four, Principal Forbearance.
Making Home Affordable | February 2012 17
18. STEP 3 Term Extension Scenario
Current Notes Result
Current term is the
Adjusted Gross UPB Amount $ 286,991.26 number of months
between modification
NEW Interest Rate 2.0% effective date and
maturity date.
Current Term 284 months Term length for target
NEW TERM 480 months
monthly mortgage
Gross Monthly Income $ 3,667.10 payment ratio
determination may
not go beyond 480
Desired PITI@31% $ 1,136.80 months.
Tax and Insurance $ 337.11
HOA Payment $ 100.00
Future Escrow Shortage $ 10.00 35.8%
Target Payment $ 689.69 PROJECTED PAYMENT $ 869.08
If extending the term to 480 months does NOT achieve the 31% target monthly mortgage payment ratio, or if the
Note:
investor does NOT allow term extension or re-amortization, proceed to Step 4, Principal Forbearance.
Making Home Affordable | February 2012 18
19. STEP 3 Term Extension Results and Evaluation
Monthly
Payment
Payment Ratio
STEP 1 Capitalization 63.3% $ 1,872.96
STEP 2 Interest Rate Reduction 2% 46.8% $1,269.32
480
STEP 3 Term Extension 35.8% $869.08
Months
STEP 4 Principal Forbearance
Target 31% $ 689.69
Proceed to STEP 4
Making Home Affordable | February 2012 19
20. Standard Modification Waterfall
STEP 4 Principal Forbearance
The principal forbearance amount is:
Non-interest bearing.
Non-amortizing.
Results in a balloon payment fully due and payable upon the
earliest of the borrower’s transfer of the property, payoff of
the interest bearing UPB, or at maturity of the mortgage loan.
Making Home Affordable | February 2012 20
21. Standard Modification Waterfall
STEP 4 Principal Forbearance Limits
With respect to both “positive” and “negative” NPV results, servicers
are not required to, but may forbear more than the greater of:
30% of the UPB after Capitalization.
An amount resulting in a modified interest bearing balance
that would create a current MTMLTV equal to 100%.
Making Home Affordable | February 2012 21
22. STEP 4 Principal Forbearance Scenario
Current Notes Result
Adjusted Gross UPB Amt $ 286,991.26 Adjusted Gross INTEREST BEARING UPB AMT $ 227,751.85
UPB Amount
NEW Interest Rate 2.0% is reduced NEW Interest Rate 2.0%
incrementally
until the
NEW Term 480 months NEW Loan Term 480 months
Principal
Gross Monthly Income $ 3,667.10 Forbearance PRINCIPAL FORBEARANCE AMT $ 59,239.41
Amount
Desired PITI@31% $ 1,136.80 brings the
target monthly
Tax and Insurance $ 337.11 mortgage
payment ratio
to 31%
HOA Payment $ 100.00
Future Escrow Shortage $ 10.00 31%
Target Payment $ 689.69 NEW ACTUAL PAYMENT $ 689.69
The principal forbearance calculation assumes 2% interest and a term length of 480 months. If the investor does
Note: not allow term extensions, additional steps are necessary to calculate the correct forbearance amount.
Making Home Affordable | February 2012 22
23. STEP 4 Principal Forbearance Results and Evaluation
Monthly
Payment
Payment Ratio
STEP 1 Capitalization 63.3% $ 1,872.96
STEP 2 Interest Rate Reduction 2% 46.8% $1,269.32
STEP 3 Term Extension 480 Months 35.8% $869.08
STEP 4 Principal Forbearance $59,239.41 31% $689.69
Target 31% $689.69
Making Home Affordable | February 2012 23
24. Standard Modification Waterfall
Special Considerations
Servicers may provide borrowers with more favorable modification
terms than required by HAMP. Deviations from the Standard Waterfall
must be noted in the servicing system or mortgage file.
Acceptable deviations may include:
Interest rate does not increase after five years or is reduced to less than
2.0 percent.
Additional principal forbearance is substituted for term extension.
Reducing the monthly mortgage payment ratio lower than 31%.
Incentive payments will be based on only the terms that reflect the Standard
Modification Waterfall and the target monthly mortgage payment ratio!
Making Home Affordable | February 2012 24
25. Standard Modification Waterfall
Restrictions on Waterfall Steps
Servicers may partially perform or skip a step in the Waterfall due to
restrictions from a:
Pooling & Servicing Agreement (PSA).
General Investor Servicing Agreement or Guideline.
Servicers should document in the loan file:
Source of the restriction.
Proof of reasonable efforts to seek a waiver.
Evidence of approval or denial from the investor.
Servicers should skip any step that is restricted by a PSA or servicing
agreement and continue running the waterfall.
Making Home Affordable | February 2012 25
27. Alternative Modification Waterfall
What Is it?
STEP 1
Capitalization STEP 2
Principal STEP 3
Reduction
Interest Rate STEP 4
Reduction
Term STEP 5
Extension
Principal
Forbearance
Making Home Affordable | February 2012 27
28. Alternative Modification Waterfall
When to Use It
The Alternative Modification Waterfall:
Is applied in addition to the Standard Modification Waterfall for loans
that have an MTMLTV ratio greater than 115%.
Will determine whether reducing the MTMLTV to 115% will produce a
positive NPV result.
Can be used on any loan with an MTMLTV ratio greater than 105%.
Is used to determine the target monthly mortgage payment ratio of
31%, once the MTMLTV is reduced to 115%.
Making Home Affordable | February 2012 28
29. Alternative Modification Waterfall
Current UPB
MTMLTV Ratio –
Current Remaining Term
property valuation
Necessary
Loan Taxes, insurance,
homeowner association
Delinquent Interest Information dues, and escrow shortage
Funds remaining in the
existing suspense account
Making Home Affordable | February 2012 29
30. Alternative Modification Waterfall
STEP 1 Capitalization
Current UPB $ 274,965.19
Out-of-Pocket Escrow Advances $ 3,500.00
Projected Escrow Advance during trial period $ 1,000.00
Delinquent Interest $ 7,526.07
Late Fees $ 250.00
Adjusted Gross UPB $ 286,991.26
Gross Monthly Income $ 3,667.10
Desired PITIA @ 31% ($3667.10 x .31) $ 1,136.80
Taxes & Insurance ($ 337.11)
HOA Payment ($ 100.00)
Future Escrow Shortage Payment ($ 10.00)
Target monthly mortgage payment $ 689.69
Original payment (Pre-modification) $ 1,774.61
Current payment $ 1,872.96
Remaining Term 284 months
Current Interest Rate 5.875%
Making Home Affordable | February 2012 30
31. Alternative Modification Waterfall
STEP 2 Principal Reduction
The current UPB is reduced by an amount necessary to reach either:
An MTMLTV ratio equal to 115%, or
A target monthly mortgage payment ratio of 31%.
The principal reduction amount:
Is initially treated as a non-interest bearing principal forbearance.
Is separate and exclusive of any other forbearance.
Will be reduced over time if borrower remains in good standing.
Servicers are encouraged to offer principal reduction and must do so in
accordance with their written PRA policy.
Making Home Affordable | February 2012 31
32. STEP 2 Principal Reduction
Current Result
Current Property Value $ 210,000.00
PRINCIPAL REDUCTION NEEDED
Adjusted Gross UPB $ 286,991.26 $ 45,491.26
TO REACH 115% MTMLTV
115% MTMLTV UPB $ 241,500.00 NEW INTEREST BEARING UPB $ 241,500.00
Current Interest Rate 5.875%
Current Term 284 months The 115% MTMLTV
Gross Monthly Income $ 3,667.10 ratio is reached,
but the monthly
Desired PITI@31% $ 1,136.80 payment ratio is
Tax and Insurance $ 337.11 55.1%.
HOA Payment $ 100.00
Future Escrow Shortage Payment $ 10.00
Target Payment (31%) $ 689.69 “WORKING” P & I PAYMENT $ 1,576.08
If the 31% target monthly mortgage payment ratio cannot be reached
Note: by reducing principal under Step 2, proceed to Step 3, Interest Rate Reduction.
Proceed to STEP 3
Making Home Affordable | February 2012 32
33. STEP 3 Interest Rate Reduction
Current Notes Result
Adjusted Gross UPB Amount $ 241,500.00
Use Current
Current Interest Rate 5.875% Interest Rate NEW INTEREST RATE 2.0%
as the
starting point
Current Term 284 months
Gross Monthly Income $ 3,667.10
Desired PITI @ 31% $ 1,136.80
Tax and Insurance $ 337.11
HOA Payment $ 100.00
Future Escrow Shortage Payment $ 10.00
41.3%
Target payment Payment $ 689.69 PROJECTED PAYMENT $ 1,068.11
If the 31% target monthly mortgage payment ratio cannot be reached by lowering the interest rate to the 2% floor,
Note: reduce the interest rate to the 2% floor, then proceed to step 4, Term Extension.
Proceed to STEP 4
Making Home Affordable | February 2012 33
34. STEP 4 Term Extension
Current Notes Result
“Current term”
Adjusted Gross UPB Amount $ 286,991.26 is the number of
months between
New Interest Rate 2% modification
effective date and
maturity date.
Current Term 284 months NEW TERM 480 Months
Term length for
target monthly
Gross Monthly Income $ 3,667.10 mortgage payment
ratio determination
Desired PITI@31% $ 1,136.80 may not go beyond
480 months.
Tax and Insurance $ 337.11
HOA Payment $ 100.00
Future Escrow Shortage Payment $ 10.00
Target Payment $ 689.69 35.8% PROJECTED PAYMENT $ 869.08
If extending the term to 480 months does not achieve the 31% target monthly mortgage payment ratio, or if the
Note: investor does not allow term extension, proceed to Step 5, Principal Forbearance.
Proceed to STEP 5
Making Home Affordable | February 2012 34
35. STEP 5 Principal Forbearance
Current Notes Result
Adjusted Gross UPB Amount $ 286,991.26 Step 1 Capitalization $ 286,991.26
New UPB is
Adjusted Gross UPB less reduced
$ 241,500.00 Step 2 Principal Reduction $ 45,491.26
Principal Reduction Amount until the
forbearance
Interest Rate 5.875% Step 3 Interest Rate Reduction 2.0%
amount
Loan Term 284 months brings the Step 4 Loan Term Extension 480 months
target
Gross Monthly Income $ 3,667.10 monthly Step 5 INTEREST BEARING UPB $ 227,751.85
mortgage
Desired PITI@31% $ 1,136.80 payment PRINCIPAL FORBEARANCE $ 13,748.15
ratio to 31%
Tax and Insurance $ 337.11
HOA Payment $ 100.00
31%
Future Escrow Shortage $ 10.00
Target Payment $ 689.69 ACTUAL PAYMENT $ 689.69
The principal forbearance calculation assumes 2% interest and a term length of 480 months. If the investor does not
Note: allow term extensions, additional steps are necessary to calculate the correct forbearance amount.
Making Home Affordable | February 2012 35
36. Alternative Waterfall Results and Evaluation
STEP 1 Capitalization $ 286,991.26
STEP 2 Principal Reduction $ 45,491.26
STEP 3 Interest Rate Reduction 2.0%
STEP 4 Loan Term Extension 480 months
STEP 5 Principal Forbearance $ 13,748.15
Interest Bearing UPB Amount $ 227,751.85
31% Target Payment $ 689.69
Making Home Affordable | February 2012 36
37. Alternative Modification Waterfall
Variation
If principal is forgiven in an amount equal to or greater than 5% of the
pre-modification UPB, servicers can:
Elect not to reduce the interest rate all the way to the 2% floor
before applying a term extension.
Apply term extension prior to the interest rate reduction.
The interest rate must be fixed and treated as the modified rate.
Making Home Affordable | February 2012 37
38. NPV Test
Considerations
The NPV test must be run during HAMP evaluation after the waterfall(s) on all
loans that are eligible.
The NPV test will yield a positive or negative result:
Positive NPV
Servicer must offer the modification using the Standard Modification
Waterfall.
Servicer is encouraged to offer the modification using the Alternative
Modification Waterfall.
Negative NPV
Servicer has the option to perform the modification.
All information used for the NPV test should be as of the data collection date,
which is the date the UPB and remaining term data was collected.
Making Home Affordable | February 2012 38
39. Summary
Standard Modification Waterfall
Reduces the monthly mortgage payment to
achieve a target monthly mortgage payment
ratio of 31%
Includes four steps
Alternative Modification Waterfall
Includes Principal Reduction Alternative
Demonstrates whether reducing principal will
produce a positive NPV result for loans that have
an MTMLTV ratio greater than 115%
Includes five steps
Making Home Affordable | February 2012 39
40. References & Resources
References
Sections 6.3 – 6. 6 of Chapter II of the MHA Handbook for Servicers of
Non-GSE Mortgages (on HMPadmin.com)
Resources
HAMP Solution Center (HSC)
Phone: 1-866-939-4469
Email: support@HMPadmin.com
Email: Hamp_Integration_team@fanniemae.com
Website: www.HMPadmin.com
Making Home Affordable | February 2012 40