Tag: lending

Managing customer complaints is important to an effective CMS

Written by admin on November 13, 2024. Posted in Advice, Blog, Compliance & Regulations, Consultation, News.

By William J. Showalter, CRCM, Senior Consultant, Young & Associates

Financial institution supervisory agencies view a formal process for managing complaints from bank customers as an important element in an effective compliance management system (CMS). The second 2024 issue of the Consumer Compliance Outlook from the Federal Reserve Board (FRB) includes three articles on this.

The FRB is quoted in one of these articles in an unequivocal statement on this issue:

“Consumer complaints are a critical component of the risk-focused supervisory program. The Federal Reserve uses data on consumer complaint activity in its supervisory processes when monitoring financial institution, scoping and conducting examinations, and analyzing applications.”

The other federal agencies agree with this viewpoint. So, banks and thrifts have found that, if they do not handle customer complaints in a formal, consistent manner, their CMS will be viewed with a more critical eye.

Benefits of managing customer complaints

One positive aspect of proactively managing the customer complaint process is there is no real downside. The only “downside” is that such a process shines a light on the extent of complaints, and their underlying causes. But, this disadvantage is actually an advantage. What you don’t know really can hurt you.

The positive results from complaint management can include:

Uncovering and dealing with shortcomings in product features, bank processes, customer service and more early before they present real threats
Improving customer satisfaction with the bank, and enhancing the bank’s efforts to serve the banking needs of its community
Resolving fair treatment issues at an early stage
Realigning bank products, processes, and services with regulatory requirements and expectations
Heading off potential UDAAP (unfair, deceptive, or abusive acts and practices) issues
Reducing the institution’s reputation risk.

Managing customer complaints

The bank already has formal processes, with assigned responsibilities, for handling errors/disputes asserted by customers related to electronic banking (Regulation E, EFTA), open-end credit (Regulation Z, TILA) and mortgage loan servicing (HUD Regulation X, RESPA). Appropriate treatment of complaints in these areas are mandated by the respective regulations.

A formal process to address customer complaints in other areas is considered an industry best practice. It is also a necessary component of an effective CMS by regulators. The structure of this program will vary depending on the culture of the bank and other internal factors.

There are some common elements that form the basis of any sound customer complaint program, including:

Define what is considered as a “complaint.” This is considered as crucial to success in this area, so defining “complaint” broadly is seen as a sound practice.
Make sure everyone knows how important it is to respond promptly and accurately to any customer complaints. This is a basis for giving good customer service.
Appoint a central point (an individual or an office) to be in charge of your complaint response program, especially those referred by the regulators. Also, make sure that all bank staff is aware of how to handle complaints, including where to refer them. Branch managers can be charged with handling customer service issues occurring at their branches that do not involve regulatory issues (fair lending, EFTA, etc.). However, they should report on these complaints and resolutions to the central complaint point to track any trends that arise.
Establish uniform standards and timeframes for investigating customer complaints. The time limits you set should be reasonable and probably not significantly longer than those set by regulations for some error resolutions (EFTA, TILA).
Ensure that the process includes determining the root cause of complaints being investigated.
Document your investigation (e.g., copies of relevant documents and reports) of each customer complaint and the bank response.
Ensure that regulators are informed promptly of the results of investigations of any complaints referred by regulatory agencies.
Maintain a database of your customer complaints, either manually or using some spreadsheet or database software. This step allows you to mine the data related to this process for information about problems with your products, customer service, potential fair treatment/lending issues and so forth.

Results

The database discussed in the final bullet above can provide a wealth of information about how customers view your bank, your product mix, your service levels and many other facets of your business. It also provides you with an opportunity to discern trends in their infancy, allowing you to deal with negative issues early or enhance the benefits from positive developments.

A proactive approach to customer complaint management derives many benefits for the bank. These include reducing conflicts with customers, enhancing the bank’s public image, improving bank relations with regulators and creating a competitive advantage for the bank.

The newest supervisor

For the past decade or so, there has been a more active and visible regulatory presence in this area – the Consumer Financial Protection Bureau (CFPB). The CFPB established a complaint database to which consumers can submit complaints about financial service providers, have their complaints forwarded to the providers for response and give the public a window on this process and its outcomes.

The CFPB also periodically analyses the results of this process, usually for one or another particular financial service area – student loans one time, mortgage servicing another, yet another financial service another time. The other agencies, as noted earlier, analyze data related to consumer complaints that are handled through each of them.

The agencies often view data about consumer complaints to be an indicator of a need for future regulations. This view is reinforced by provisions in the Dodd-Frank Act of 2010.

The purpose of the CFPB database is to provide consumers with one central point through which they can submit complaints about financial service providers, without having to search through the maze of regulatory agencies first, and follow the results. Another purpose is to provide a gauge for how well financial service providers are serving their particular customer bases.

While the CFPB database can be a useful tool, financial institutions should have a goal of trying to deal with their own customers’ complaints and concerns themselves, before customers become so frustrated that they feel the need to turn to supervisory agencies.

How Y&A can help

At Young & Associates, we understand the critical role that managing customer complaints plays in building an effective compliance management system. Our full suite of regulatory compliance consulting and advisory services is tailored to the needs of community financial institutions. We help ensure you can navigate complex regulatory requirements with confidence. We can help with compliance outsourcing, our VCC Program, compliance management reviews or risk assessment facilitation. Let us simplify your compliance processes so you can focus on achieving your strategic goals. For more information, please contact us today.

CRE stress testing for banks: A crucial tool in a post-COVID world

Written by admin on July 31, 2024. Posted in Advice, Blog, Consultation, Contingency Planning, CRE & AG Stress Testing, Interest Rate Review, Interest Rate Risk, Lending & Loan Review, Liquidity Management, Liquidity Review, Management & Planning, Regulatory Enforcement, Risk Management.

By Jerry Sutherin, CEO at Young & Associates

Despite having limited requirements as defined by interagency guidance, the case can be made for requiring community financial institutions to have regular stress tests performed on their commercial real estate loan portfolios.

Emerging challenges in commercial real estate lending

Recent post-COVID events have resulted in a heightened concern with regulators as it relates to commercial real estate. Most notably, interest rates have increased 525 bps from March 2022 through July 2023. This correlates with the level of commercial loan delinquencies over that same period as noted in the chart below. This is further exacerbated the “work from home culture” and office vacancies increasing over the same period.

The ultimate impact on the commercial real estate sector is weaker NOIs, coverage ratios that are insufficient to meet loan covenants, higher Cap Rates and lower valuations. For those loans locked into a lower rate, the issue now becomes; what happens when loans mature or reset? That is occurring now.

Regulatory expectations for bank stress testing

Regulatory expectations for community bank stress testing initiatives have been set in both formal regulatory guidance and through more informal publications and statements. An interagency statement was released in May 2012 to provide clarification of supervisory expectations for stress testing by community banks.[1]

The issuance specifically stated that community banks are not required or expected to conduct the types of enterprise stress tests specifically articulated for larger institutions in rules implementing Dodd-Frank stress testing requirements, the agencies’ capital plan for larger institutions, or as described in interagency stress testing guidance for organizations with more than $10 billion in total consolidated assets.

OCC guidance on stress testing practices

However, in October 2012, the OCC provided additional guidance to banks on using stress testing to identify and quantify risk in the loan portfolio and to help establish effective strategic and capital planning processes.[2] The guidance reiterated that complex, enterprise-wide stress testing is not required of community banks. It also states that some stress testing of loan portfolios by community banks is considered to be an important part of sound risk management.

In the guidance, the OCC does not endorse a particular stress testing method for community banks; however, the guidance also discusses common elements that a community bank should consider, including asking plausible “what if” questions about key vulnerabilities; making a reasonable determination of how much impact the stress event or factor might have on earnings and capital; and incorporating the resulting analysis into the bank’s overall risk management process, asset/liability strategies, and strategic and capital planning processes.

The OCC bulletin also provides a simple example of a stress testing framework for community banks. In the summer of 2012, the FDIC also provided further guidance related to community bank stress testing in the Supervisory Insights Summer Edition.[3]

Interagency guidance on commercial real estate risk

Perhaps the most significant piece of guidance related to loan portfolio stress testing for community banks is the 2006 interagency Concentrations in Commercial Real Estate Lending, Sound Risk Management Practices.[4] The continuing importance of and regulatory emphasis on this guidance was made clear in December 2015 when the interagency Statement on Prudent Risk Management for Commercial Real Estate Lending[5] was released, which reiterated the importance of the principles described in the 2006 CRE Guidance.

The 2006 CRE Guidance describes several important practices for effectively managing the risks associated with CRE lending, especially concentration risk. Portfolio stress testing of the CRE portfolio is described as a critical risk management tool for institutions with CRE concentrations.

Examiner expectations for portfolio-level stress testing

While community banks have not been pushed to perform the enterprise-wide stress testing that the above guidance specifically states is not expected of them, examiner expectations for portfolio-level loan stress tests have continued to increase over time and are becoming more prevalent during a bank’s recurring exams. These expectations are centered on portfolios that represent significant concentrations and, given the perceived level of risk and the existence of the 2006 CRE Guidance, are therefore most focused on CRE portfolios.

A reasonable and well-documented approach to CRE portfolio stress testing, undertaken at appropriately frequent intervals such as on an annual basis, is the most effective way for community banks to meet examiner expectations and to contribute toward effective risk management of CRE concentrations.

Regulatory criteria for CRE concentration risk

The guidance also states that strong risk management practices (with stress testing being one of the most important) and appropriate levels of capital are important elements of a sound CRE lending program. Particularly when an institution has a concentration in CRE loans. It then lays out the criteria regulatory agencies utilize as a preliminary means of identifying institutions that are potentially exposed to significant CRE concentration risk:

Total reported loans for construction, land development, and other land represent 100% percent or more of total capital, or
Total commercial real estate loans (as described above) represent 300% or more of the institution’s total capital. The outstanding balance has increased by 50% or more during the prior 36 months.

The guidance is clear that these thresholds do not constitute limits on an institution’s lending activity and are instead intended to function as a high-level indicator of institutions potentially exposed to CRE concentration risk. Conversely, being below these thresholds also does not constitute a “safe harbor” for institutions if other risk indicators are present such as poor underwriting or poor performance metrics such as deteriorating risk rating migration and delinquency.

Case study: Loan portfolio concentration levels

As noted in the example above, the figures indicate that the bank does not have a high level of construction, and land development loans as the balances do not exceed the 100% threshold level as a percentage of total capital. However, the Bank has exceeded the 300% threshold of non-owner-occupied real estate loans as calculated under the 2006 CRE Guidance. Additionally, the Bank’s three-year growth rate in this category was 72.7%, which is greater than the 50% reference level that constitutes the second part of the two-part regulatory test for a heightened concentration in this category.

Impact of loan acquisitions

It should also be noted that regulatory guidance does not differentiate between organic growth and commercial real estate growth via acquisition. Therefore, all such loans acquired does impact the ratios noted in the concentration chart above.

Loss estimation in bank stress testing

The basic premise for any stress test modeling is to identify moderate / high loss estimates. Then look at the impact to capital on a loan-level basis as well as portfolio-wide. While some community banks provide some stress testing on a transactional basis at origination, the output is typically limited to scenarios that focus primarily on future interest rate fluctuations.

CRE stress test modeling, on the other hand, allows for an organization to gauge potential losses of the CRE portfolio using internal core loan-level data as well as call report data while factoring in other variables that could influence the ultimate collectability of commercial real estate loans.

Loan-level or bottom-up stress testing

The bottom-up or loan-level portion of the stress test estimates losses under the stress scenarios on a loan-by-loan basis. The loan selection is typically a function of the desired penetration identified by the organization. It’s comprised mostly of larger transactions with a sampling of newer originations and adversely risk rated transactions.

In this portion of the analysis, various stress factors are applied to the NOI, collateral value, and interest rate for each loan identified by the Bank. This information, coupled with the transaction’s debt service coverage, liquidation costs and Cap Rates help form a possible loan-level loss for each loan in moderate and in moderate and high-risk scenarios.

Top-down stress testing

To ensure that the entire CRE portfolio is stressed, a useful model would use a top-down loss estimation method to “fill in” losses on the remaining portfolio for which loan-level information was not provided. This is accomplished by comparing the total balances for which loan-level data was provided in each of the various categories (construction and land development, multifamily, and all other non-owner occupied CRE) to the Bank’s call report. Losses are estimated on the amount of exposure for which loan-level information was not provided by applying a top-down loss rate.

The Moderate and High Stress Scenarios below are determined by applying the loss rates included in the stress test example in the 2012 OCC guidance on community bank stress testing. These loss rates represent two-year loss rates, consistent with the OCC’s stress testing guidance.

Enhancing portfolio oversight and credit risk management

Collectively, the “bottom-up (loan level)” and “top-down” moderate and high stress scenarios provide a global overview of a bank’s CRE portfolio and its potential impact to capital. Knowing that this is not a replacement for an enterprise-wide stress test. However, it allows a bank to provide its management, board of directors and regulators with some context of the estimated losses in this segment of their loan portfolio. It also serves as an effective supplement to their internal or third-party loan review.

Historically speaking, any situation in which significant weakness is experienced in critical market and economic factors will result in credit losses that are elevated above those that a bank experiences in “normal” times if unprepared. There is no replacement for appropriate credit administration, however all banks should always utilize tools such as stress testing to enhance their oversight of the metrics behind their CRE portfolio.

Financial institution performance and ultimately their ongoing safety and soundness are dependent on the performance of the Bank’s CRE portfolio. It is critical that management and the board of directors ensure that the bank emphasizes effective implementation of the risk management elements discussed in the 2006 CRE Guidance. These elements include:

Continued effective board and management oversight,
Effective portfolio management,
Ensuring that management information systems are able to provide the information necessary for effective risk management,
Performing periodic market analysis and stress testing,
Regularly evaluating the appropriateness of credit underwriting standards, and
Maintaining an effective credit risk review function

If a financial institution is successful in these endeavors, their CRE loan portfolio should continue to contribute positively to their performance. Accordingly, I am a proponent of all community financial institutions having a stress test performed regularly. This helps to ensure the performance of that segment of their loan portfolio as well as the entire organization.

Partner with Young & Associates for expert CRE stress testing

Navigating the complexities of commercial real estate stress testing can be challenging, especially with evolving regulatory expectations and economic uncertainties. At Young & Associates, we offer specialized CRE and Ag portfolio stress testing services designed to address these very challenges. With over 45 years of experience, our team understands the intricacies of regulatory guidance. We can provide your community bank with the insights needed to enhance strategic and capital planning.

Our proven stress testing model assesses the potential impacts of adverse economic conditions. This helps you manage risk effectively and comply with regulatory expectations. We provide actionable insights to guide your loan product design and underwriting standards. This eases the burden of stress testing and supporting your institution’s resilience.

Choose Young & Associates for a partnership that combines deep industry knowledge with a commitment to excellence. Let us help you stay ahead of regulatory demands and strengthen your CRE portfolio management. Reach out to us now to schedule a consultation.

[1] FDIC, PR 54-2012, “Statement to Clarify Supervisory Expectations for Stress Testing by Community Banks.” May 14, 2012.

[2] OCC Bulletin 2012-33, “Community Bank Stress Testing: Supervisory Guidance.” October 18, 2012.

[3] FDIC “Supervisory Insights, 9(1).” Summer 2012.

[4] FDIC FIL-104-2006, OCC Bulletin 2006-46, FRB SR 07-1, “Concentrations in Commercial Real Estate Lending, Sound Risk Management Practices.“ December 12, 2006.

[5] FDIC FIL-62-2015, OCC Bulletin 2015-51, FRB SR 15-17, “Statement on Prudent Risk Management for Commercial Real Estate Lending.“ December 18, 2015.

Construction loan monitoring: Questions & answers

Written by admin on January 22, 2024. Posted in Advice, Consultation, Lending & Loan Review.

By: Linda Fisher, Senior Consultant

There is always a certain level of risk in lending, but construction loans are of even greater risk. The ultimate value of the collateral is realized only after the project is completed, and the finished project is either leased to a stabilized level or sold at a profit. Therefore, it is imperative that a construction loan be closely monitored to ensure that the project is successfully executed.

Why is construction monitoring so important?

Construction monitoring serves both the bank AND the customer. By conducting regular inspections, both parties can verify that the work being done is properly completed, on budget and results in the expected final value of the project.

Also, if there is a dispute or litigation arises, there is a record of independent monitoring of the project. The qualified third party can then aid in any conflict resolution.

When should a construction inspector be engaged?

While both the bank’s and the borrower’s responsibilities are outlined in the loan documents, a detailed discussion between the bank and the borrower should take place prior to closing that outlines how the draw process will be handled, and identify who will be conducting inspections and the costs associated with this service.

Subsequent to this discussion, the inspector should be engaged prior to closing. They should perform an initial review of the construction agreement, budget, timeline, and plans and specifications associated with the project. This helps ensure that the proposed project is feasible to be performed and completed within the designated costs and timeframe. They also review that all appropriate documentation related to the project is in order prior to closing the loan.

Throughout construction, having the construction inspector perform physical site visits provides independent verification of the line item percentage completion of the construction performed during the draw request period and due to the inspector’s expertise, allows the inspector to directly address pertinent construction matters with the contractors, architects and borrowers on the bank’s behalf.

Who is qualified to perform inspections?

Ideally, construction monitoring services are performed by engineers or other licensed individuals with experience in general construction methods and materials. They also have knowledge of practices, techniques, and equipment used in building construction. A list of individuals/firms should be maintained by the bank that provide construction monitoring/inspection services.

As with any third-party vendor, these individuals should be thoroughly vetted, with documentation of his/her appropriate experience, references, and insurance.

A bank may sometimes engage the appraiser who performed the property evaluation prior to closing to serve as the construction inspector. While this individual may meet the intent of having an independent third party visit the site, an appraiser does not have the appropriate experience and training to review and interpret the plans and specifications prior to closing or effectively evaluate and monitor the construction as it progresses.

Who is responsible for payment of a construction inspector’s services?

The cost associated with utilizing a construction inspector is typically borne by the borrower. It is included in the project budget as a soft cost and as a closing statement line item.

What do these services cost?

The best answer is…it depends. Costs for a construction inspector’s services will vary in conjunction with the location and scope of the project. The initial cost for a review of the plans and specs is typically a higher expense, with monthly periodic reviews as disbursement requests are received by the bank from the borrower being a lesser cost. The cost pales in comparison to the potential risk of having a project be inappropriately completed, stall mid-construction or potentially turn litigious costing time and expense for the borrower, contractors and the bank.

What are best practices in monitoring a construction loan?

Every step of the process should be well documented within the loan files. In addition to maintaining copies of the construction agreement(s), as well as original budget and timelines, details of change orders, a copy of the agreement with the construction inspector and any related information should be maintained as well. A copy of each loan disbursement request should be kept in the file and accompanied by the following:

Inspection report – to include the name and title of the person that performed the inspection, the time & date of the inspection, captioned photos of the project, estimated percentage of project completion with supporting descriptions of work completed since the last inspection and materials stored onsite, details of any delays, disputes or inspector concerns, an estimated date of completion and the inspector’s approval of the requested disbursement
Lien waivers/title bringdown/endorsement – to ensure that there are no intervening liens filed against the project
All paid or owing invoices, receipts and other verifications of project expenses or applicable borrower reimbursements
Updated budget – demonstrating percentage of completion of budgeted expense categories, and sources and uses of equity and debt funds to date.

Maintaining this information in the file demonstrates that the bank is effectively monitoring the loan. It also provides clear documentation of progress of construction. If a question or concern develops, it can be quickly and efficiently addressed, with secured information in one location.

What is a certificate of final value?

Upon completion of the construction/issuance of the certificate of occupancy, the bank should inform the original appraiser of such completion and a final inspection performed by the appraiser to validate that the project was completed within the parameters defined in the original appraisal. The appraiser then issues a certificate of final value correlating the completed project to the circumstances of the appraisal report and its concluded “as complete” value.

Building confidence with a construction monitoring plan

An effective, consistent construction monitoring program avoids surprises for all parties, as it documents the evolution of the project. From the initial approved scope and costs, throughout construction and to final completion. Prior to closing, all parties can be confident knowing that they are starting off on the right foot. As the project progresses, any issues that may arise can be identified and dealt with appropriately. Given the potential risks associated with any construction project, having a solid plan and maintaining proper documentation provides a higher probability of a successful outcome that benefits both the borrower and the bank.

Optimize your construction loan management strategies with Y&A

Young & Associates offers specialized lending and loan review services. We assist community banks and credit unions in constructing robust construction loan management and administration processes. For tailored solutions and expert support, contact us here. Strengthen your construction loan approach with Young & Associates’ dedicated expertise.

HMDA and CRA adjustments are here

Written by admin on January 22, 2024. Posted in Advice, Compliance & Regulations, Consultation, HMDA.

By: William J. Showalter, CRCM, CRP

There are changes that arrived with the new year of 2024 to Home Mortgage Disclosure Act (HMDA) compliance for banks and thrifts in many areas. No, the Consumer Financial Protection Bureau (CFPB) is not repealing Regulation C or adding more detail to the required data we collect and report. The existing rule is still in place.

The changes we will look at here are driven by the decennial (every 10 years) adjustments by the Office of Management and Budget (OMB) to geographic units used by the federal government, including the Census Bureau, for statistical purposes. The particular geographic units that impact bank and thrift HMDA compliance are Metropolitan Statistical Areas (MSAs) since they are a qualifying location factor for lenders in determining HMDA coverage.

The OMB’s changes will also have possible effects on bank and thrift compliance with the Community Reinvestment Act (CRA) in the drawing of institutional CRA “assessment areas.”

These latest changes were effective when issued by OMB – July 21, 2023 – so they can impact 2024 HMDA coverage.

OMB action

The OMB completed a process of delineating Core Based Statistical Areas (CBSAs) based on 2020 Census data and the American Community Survey and Census Population Estimates Program for 2020 and 2021. A CBSA describes a geographic entity with at least one core of 10,000 or more population, plus adjacent territory that shows a high degree of social and economic integration with the core as measured by commuting ties. The standards designate and delineate two categories of CBSAs: Metropolitan Statistical Areas and Micropolitan Statistical Areas.

The general concept of a metropolitan statistical area is that of an area containing a large population nucleus and adjacent communities that have a high degree of integration with that nucleus. The concept of a micropolitan statistical area closely parallels that of the metropolitan statistical area, but a micropolitan statistical area features a smaller nucleus. The purpose of these statistical areas remains the same as when officials first delineated metropolitan areas: The classification offers a nationally consistent set of delineations for collecting, tabulating, and publishing federal statistics for geographic areas.

The new delineations are found in OMB Bulletin 23-01 at https://www.whitehouse.gov/wp-content/uploads/2023/07/OMB-Bulletin-23-01.pdf.

HMDA coverage

Regulation C covers any “financial institution,” as defined by the regulation and its underlying HMDA statute. “Financial institution” means, in part, a bank, savings association, or credit union that:

On the preceding December 31, had assets in excess of the asset threshold established and published annually by the CFPB for coverage by HMDA, based on the year-to-year change in the average of the Consumer Price Index for Urban Wage Earners and Clerical Workers, not seasonally adjusted, for each 12-month period ending in November, rounded to the nearest million – $56 million for 2024 HMDA coverage
On the preceding December 31, had a home or branch office in a Metropolitan Statistical Area (MSA) [Micropolitan Statistical Areas have no HMDA impact.]
In the preceding calendar year, originated at least one home purchase loan (excluding temporary financing such as a construction loan) or refinancing of a home purchase loan, secured by a first lien on a one-to four-family dwelling, and
Meets one or more of the following two criteria: is federally insured or regulated; or the mortgage loan referred to in the previous bullet was insured, guaranteed, or supplemented by a federal agency or was intended for sale to Fannie Mae or Freddie Mac
Meets at least one of the following criteria in each of the two preceding calendar years: originated at least 25 closed-end mortgage loans that are not excluded by §1003.3(c)(1) through (10) or (c)(13), or originated at least 200 open-end lines of credit that are not excluded by the cited section of Regulation C

There are also similar qualification criteria for for-profit mortgage lenders that are not banks, thrifts, or credit unions, which we will not detail here.

The qualification criterion impacted by OMB’s action is the geographic one, the second bullet above. If a financial institution that otherwise meets HMDA coverage criteria has an office in an MSA on December 31, then it is covered by HMDA for the following year. For many lenders, determining HMDA coverage is a one-time exercise (other than those who are right around the asset-size threshold).

Ohio MSA changes

I will use my native Ohio as an example of what the MSA changes mean to banks and thrifts and their compliance with HMDA requirements.

Three counties in Ohio were shuffled into Metropolitan Statistical Areas in this latest OMB action – one being added to an existing MSA and two comprising a new MSA. This time, the MSAs kept all Ohio counties that they formerly included.

The Cleveland MSA now includes Ashtabula County. The new Sandusky MSA now includes Erie and Ottawa counties.

There were also some changes in non-Ohio parts of MSAs that include other Ohio counties. Lenders in the Cincinnati, Huntington-Ashland, and Youngstown-Warren MSAs should look for these additions and deletions of neighboring states’ counties.

The OMB Bulletin mentioned above contains all the details of the new Ohio geographic delineations. The list of MSAs and micropolitan statistical areas by state is in List 6 (with Ohio on pages 168-169) of the OMB Bulletin, while five additional lists in the bulletin give other breakdowns of the geographic delineations, including the counties included in each.

HMDA impact

In 2023, there was no impact for HMDA reporting because the new MSA delineations were not in effect on December 31, 2022.

However, they were in effect December 31, 2023, which has the following impacts:

Banks and thrifts with offices in Ashtabula, Erie, and Ottawa counties, and in no other MSA counties, now have to begin collecting HMDA data January 1, 2024, and make their first reports of that data by March 1, 2025.
Unlike 10 years ago, there are no banks and thrifts whose offices in Ohio counties have made them subject to HMDA reporting (i.e., no offices in other MSA counties) that will no longer have to collect HMDA data beginning in 2024. (Note: Banks must still report their 2023 HMDA data by March 1, 2024.)

If your institution has an office in any of the counties affected by the MSA changes, be sure to review how this action affects your HMDA compliance beginning in 2024.

CRA impact

MSAs affect the CRA compliance efforts of banks and thrifts, too. They come into play in drawing up an institution’s CRA assessment area (AA), as well as in the small business and small farm lending disclosure statements prepared by regulators annually for institutions reporting their data (all except for “small” retail banks and thrifts).

The CRA rules require that an institution’s CRA AA consist generally of one or more MSAs or metropolitan divisions – using the MSA or metropolitan divisions boundaries that were in effect as of January 1 of the calendar year in which the delineation is made – or one or more contiguous political subdivisions e.g., counties, cities, or towns).

A CRA AA may not extend substantially beyond an MSA boundary or beyond a state boundary unless the assessment area is located in a multistate MSA. If a bank or thrift serves a geographic area that extends substantially beyond a state boundary, the bank must delineate separate AAs for the areas in each state. If a bank or thrift serves a geographic area that extends substantially beyond an MSA boundary, it must delineate separate AAs for the areas inside and outside the MSA.

The regulators prepare annually, for each MSA and the nonmetropolitan portion of each state, an aggregate disclosure statement of small business and small farm lending by all institutions subject to reporting of that data (all except “small” retail banks and thrifts).

Therefore, the redrawn MSA boundaries might have an impact on your institution’s CRA compliance. Each bank and thrift with the affected counties in its CRA AA should review its delineation to make sure that the changes do not require an adjustment to those delineations. Make any adjustments by April 1, when you must complete any updating of CRA public files (including the map of your CRA AA).

Links

This OMB Bulletin provide the six lists of statistical areas that are available electronically at the link stated above or from the OMB website at https://www.whitehouse.gov/omb/information-for-agencies/bulletins/. This update, historical delineations, and other information about population statistics are available on the Census Bureau’s website at https://www.census.gov/programs-surveys/metro-micro.html.

Young & Associates: Your trusted partner in regulatory compliance

In navigating the intricacies of HMDA and CRA compliance, Young & Associates stands ready to support community banks and credit unions. Our regulatory compliance consulting services ensure a seamless adherence to evolving regulations. Stay ahead with Young & Associates – your trusted partner in compliance excellence. Contact us today for tailored solutions that empower your financial institution.

Navigating compliance challenges: Reg Z, Reg E, and Flood Rules

Written by admin on December 13, 2023. Posted in Blog, Compliance & Regulations, Consultation.

Expert Regulatory Compliance Services for Financial Institutions

Are you finding the ever-evolving web of financial regulations a challenge to navigate? In the intricate landscape of compliance, regulations like Z, E, and Flood can be complex and overwhelming for financial institutions. Young & Associates offers a comprehensive suite of solutions specifically tailored to alleviate the burden of regulatory compliance challenges for community banks and credit unions.

Regulatory challenges made simple

Regulation Z compliance: Comprehensive TILA support

A cornerstone of financial institution compliance, Regulation Z delineates the implementation and execution of the Truth in Lending Act (TILA). Our experts understand the nuances of Reg Z and can guide your institution through its complex requirements. Our Reg Z compliance solutions are meticulously crafted to not only ensure your institution’s compliance but also to ensure transparency and fairness for your valued customers or members.

Loan Disclosures. We review your financial institution’s disclosures – both open-end and closed-end (including TRID) disclosures – to help ensure compliance with these measures to inform customers, and to help your institution avoid potential required reimbursements, regulatory penalties, and civil liability.
Right of Rescission. We help your lending personnel navigate the intricacies of the right of rescission, making sure that the proper consumers are recognized for this right and given required notices and disclosures, and that disbursements and other lender actions are delayed until it is confirmed that the customers have not exercised their cancellation right. Proper observance of rescission requirements will help your institution avoid significant penalties – extended rescission rights, regulatory penalties, and civil liability.
Other Consumer Protections. We facilitate your financial institution’s efforts to comply with, or avoid, significant requirements related to high-cost mortgages, home equity lines of credit, higher priced mortgage loans, private education loans, and others.

Regulation E compliance: EFTs and error resolution

The Electronic Fund Transfer Act (EFTA) brings its own set of challenges. The EFTA, implemented by Regulation E, governs electronic transactions. As the volume of EFT transactions continues to rise, so does the complexity of associated error claims. Resolving these claims can pose a significant challenge for banks and credit unions. Our team specializes in providing tailored guidance and support for Reg E compliance, including:

Error Resolution Procedures: We review your financial institution’s error resolution procedures, ensuring strict adherence to meet regulatory standards.
Electronic Payment Systems: We facilitate adherence to Reg E requirements by ensuring your financial institution’s electronic payment systems and procedures are diligently followed.
Consumer Protection: We review your Reg E compliance program to confirm that your institution’s procedures and adherence align with regulations aimed at safeguarding your customers’ rights, privacy, and security.

You can rely on our Reg E compliance guidance to navigate the complexities of regulatory requirements, effectively mitigating the risks of violations and penalties in the dynamic landscape of electronic transactions.

Flood insurance compliance: Ensuring flood disaster protection

Navigating the intricacies of federal flood regulations is crucial for financial institutions, given the increased scrutiny by regulators and the potential risks and penalties associated with noncompliance. Monetary penalties for such violations underscore the importance of a robust compliance program. Young & Associates is committed to providing comprehensive compliance solutions to guide your institution through the complex requirements of the Flood Disaster Protection Act encapsulated in the flood insurance rules.

At Y&A, our commitment to comprehensive compliance solutions extends to helping your institution navigate the nuances of federal flood-related requirements. Our seasoned experts specialize in helping your institution navigate federal flood-related requirements, offering tailored solutions to minimize exposure to potential risks. We can review your financial institution’s Flood Act compliance program to ensure compliance with variables such as flood zone determinations, borrower notifications, lender placement, and more.

Key components of our flood compliance reviews dial in on common areas of violations, including:

Compliance with Flood Regulations for Lenders: Our experts understand the intricacies of flood regulations, addressing common areas of violations such as proper loan file documentation, justified waivers, insurance coverage requirements, notice to borrower requirements, forced placement of flood insurance requirements, and more. We ensure your institution adheres to the most stringent regulatory standards, mitigating risks associated with non-compliant loans.
Flood Insurance Notice to Borrower Requirements: Timely and accurate notices to borrowers are critical. Our comprehensive reviews focus on your institution’s process for delivering and receiving acknowledgement of flood insurance-related notices, ensuring compliance with regulatory timelines and requirements.
SFHA Flood Insurance Requirements: Staying abreast of FEMA’s special flood hazard areas and implementing appropriate flood insurance requirements is essential. Our compliance reviews are designed to assist your institution in adhering to evolving SFHA standards.

As your trusted partner, we streamline the compliance process. This allows your institution to focus on core functions while remaining resilient in the face of regulatory challenges. Let us guide you through the intricate web of flood-related regulations, ensuring your institution stays protected from compliance violations in the ever-evolving financial landscape.

Expert guidance on Regulation Z, Regulation E, and Flood Compliance

Regulations such as Z, E, and Flood are just the tip of the iceberg. Our consultants are well-versed in all aspects of federal banking consumer regulations. We ensure you’re not just compliant but also in the best possible position to thrive in a highly regulated environment. We can assist you in understanding the intricacies of Truth in Lending, Electronic Fund Transfers, or Flood Compliance Requirements.

Why partner with Young & Associates?

At Y&A, we’ve been a trusted partner in regulatory compliance for over four decades, and here’s why:

Stay Ahead of Regulatory Changes: We keep you informed and prepared in a constantly evolving regulatory landscape. We help you navigate the intricate landscape of financial regulations, so you can focus on your core mission.
Comprehensive Solutions Tailored to Your Institution: We understand that a one-size-fits-all approach doesn’t work in regulatory compliance. We customize our solutions to address your institution’s unique needs.
Real Solutions for Real Challenges: We provide practical, real-world recommendations, enabling your bank or credit union to not only meet regulatory requirements but also implement best practices for a robust compliance framework.
Experienced Team: Our seasoned consultants bring decades of experience in banking and financial regulation to the table, ensuring you receive expert guidance.
Unmatched Quality: With over 45 years exclusively dedicated to financial institutions, excellence is our trademark. We maintain meticulous standards, offering precision, thoroughness, and a steadfast commitment to delivering actionable results.
Comprehensive Support: We offer end-to-end support, and our full-service approach covers all aspects of financial institution consulting. When you partner with Y&A, you gain access to a comprehensive team of industry experts.

Let’s navigate compliance challenges together

Don’t let regulatory compliance challenges hinder your institution’s growth. Contact Young & Associates to ensure your institution meets compliance standards and prepares for success. We’re here to help you navigate the intricate world of Regulations Z, E, H, and beyond. With our expertise, your institution can thrive in a highly regulated environment.

In addition to our full suite of compliance consulting services, we offer:

Virtual Compliance Consultant (VCC) Program: Receive access to all the invaluable compliance tools and services that we have to offer including compliance coaching, compliance products and policies, regulatory manuals, access to an online forum with experts from Y&A, and more.
Compliance Policies, Tools, and Workbooks: We offer customizable resources designed to simplify complex compliance tasks. From policies to interactive workbooks, our tools facilitate smoother compliance operations.
Compliance Update Newsletter: This monthly newsletter provides a thorough compliance review and covers developments that affect the banking industry. Each month our compliance experts scour the regulatory issuances, final rules, and amendments. They then provide you with the compliance information you need. The newsletter includes hot topics, action items, a compliance calendar, and more relevant information and resources.
Education Services: In addition to timely, easily accessible webinars, we offer customizable training solutions.

Contact us to explore how our tailored solutions can address your regulatory challenges.

Managing commercial real estate credit risk amid market shifts

Written by admin on October 26, 2023. Posted in Advice, Consultation, CRE & AG Stress Testing, Lending & Loan Review, Liquidity Review, Management & Planning, Regulatory Enforcement.

By: Jerry Sutherin, President & CEO of Young & Associates

The landscape of commercial real estate (CRE) lending is shifting due to current economic events, presenting both challenges and opportunities for community financial institutions deeply entrenched in this sector. The challenges range from the profound impact of remote work trends and the uncertain future of office spaces to growing concerns about inflation and higher interest rates bringing CRE risk into the spotlight. This volatility has garnered increased attention from internal and external stakeholders, as well as regulatory authorities. Consequently, identifying the most pressing threats among these challenges and proactively mitigating risk has become a top priority for financial institutions with CRE exposure.

In the face of rising interest rates and delinquencies, many financial institutions are preparing to confront these economic stressors. In fact, some were already scaling back lending before the recent collapses of Silicon Valley Bank and Signature Bank. We have all witnessed the tightening of lending standards resulting from that event, and many analysts anticipate further tightening among all community financial institutions. This constriction is also impacted by limited deposits and liquidity forcing financial institutions to be selective in how they deploy their capital. These facts leave many analysts predicting when credit problems will emerge in the CRE sector.

Current CRE landscape at a glance

The evidence speaks for itself. According to S&P Global Market Intelligence, the delinquency rate for all CRE loans held in U.S. banks has increased by five basis points year over year. Moreover, within a single quarter earlier this year, the delinquency rate for nonowner-occupied nonresidential property loans spiked by a significant 24 basis points. This has led to tighter lending standards at origination, reflecting the concerns of institutions. Further, financial institutions are taking proactive measures to mitigate CRE risk after origination. Some have set aside high-single-digit percentage allowances for office loans. Others have reduced exposure through portfolio sales. Overall, loan originations have fallen, CRE sales have slumped, and forecasts indicate a drop in CRE prices.

The tightening of lending standards, the slowdown in the growth of CRE loans, and the impact on loan originations have emerged as central concerns in the financial sector. What unifies these factors is their inherent risk and whether they act as warning signals or responses. Managing CRE credit risk is undeniably intricate, but leveraging available strategies and tools empowers community banks, credit unions, and financial institutions to effectively navigate the ever-changing CRE lending sector. This enables them to proactively assess and plan for risk mitigation, rather than merely react to these changes.

Understanding commercial real estate risk

As CRE loans represent a substantial part of many banks’ loan portfolios and higher yielding assets, especially within community financial institutions, understanding the significance of CRE credit risk is paramount. Community banks and credit unions often operate in areas experiencing job and population growth, leading to a high demand for CRE lending and, in turn, a high concentration of CRE loans. This growth and its corresponding effects on loan portfolio concentration pose new challenges for banks in terms of risk monitoring and control.

While larger financial institutions commonly maintain experienced staff and even entire departments to manage these risks, it is generally not cost effective for smaller financial institutions to hire and maintain qualified resources to help mitigate the inherent risks. In the absence of an internal CRE risk management team, it is imperative for financial institutions to rely on independent third-party resources to assist in this crucial process.

Historical context and lessons from past experiences

A retrospective examination underscores the importance of proactive risk management. Many significant historical banking failures were largely attributed to overinvestment in CRE loans and the lack of an effective risk management process. Weak underwriting standards and poor portfolio management led to an oversupply of CRE properties and borrower defaults. Over time, regulatory improvements, such as stricter underwriting and risk management requirements, have been implemented. Nevertheless, predicting the future remains uncertain. We can only analyze past patterns and the shortcomings to properly assess future risks.

In 2023, community and regional financial institutions comprise approximately 72% of the CRE loan market, taking on an above-average amount of CRE credit exposure. Recognizing such circumstances is vital, as you should be alert to potential red flags. Identifying and managing CRE credit risk is critical.

Identifying emerging commercial real estate risk

A comprehensive understanding of CRE credit risk highlights the increasing complexity of its landscape. CRE credit risk is multifaceted, with numerous risk categories affecting CRE lending, including market risk, asset risk, liquidity risk, and credit risk, among others. To construct a robust risk management strategy, all these variables must be explored and considered.

To assess your financial institution’s CRE loan segment’s health, a systematic approach is needed. When determining if your CRE portfolio exceeds your institution’s risk appetite and how to quantify that risk and respond effectively, the answers lie in developing a comprehensive, tailored framework for assessing and analyzing your CRE loan market. The most recent regulatory interagency Statement on Prudent Risk Management for Commercial Real Estate Lending notes that institutions that successfully monitored risk have:

Established appropriate loan policies, underwriting standards, and concentration limits.
Conducted cash flow analyses based on realistic rates and expenses to ensure repayment ability and assessed borrowers’ ability to repay during interest rate fluctuations and loan structure changes.
Analyzed the impact of economic changes on the loan portfolio’s quality, earnings, and capital.
Provided boards and management with information to adapt lending strategies in changing market conditions.
Maintained information systems to manage concentration risk effectively.
Implemented appropriate appraisal review and collateral valuation processes.

With the many challenges faced by community financial institutions, the need to effectively identify, measure, and manage these risks has become paramount. While established best practices exist to address these risks, financial institutions must transition from assessing each risk in isolation to recognizing the interconnectedness and synergy between them. A more holistic approach to risk management is required, allowing institutions to confidently inform their capital planning, risk tolerance, and overarching strategy.

Strengthening commercial real estate risk management in community financial institutions

A comprehensive risk management strategy empowers financial institutions to adapt to market dynamics, instilling confidence among stakeholders and regulators. Alongside the factors discussed in the previous section, regulatory guidelines highlight two critical facets of CRE risk management: stress testing and portfolio reviews. While community financial institutions can execute these internally, outsourcing can offer efficiency and effectiveness.

Commercial real estate portfolio stress testing

Stress testing and sensitivity analyses are indispensable tools for evaluating CRE risk and gauging the impact of economic fluctuations on asset quality, earnings, and capital. These assessments should align with the portfolio’s size and risk profile. CRE stress tests inform strategic and capital planning, credit concentration limits, policy, and underwriting. Integrating stress testing into risk management and strategic planning is essential to anticipate and mitigate risks, especially given current market uncertainties.

Although loan-level stress testing serves a purpose on a transactional level at origination, financial institutions should also regularly perform portfolio-level stress testing that encompasses a bottoms-up and a top-down approach. The bottom-up approach allows financial institutions to gauge the risks of individual, seasoned loans by stressing each transaction through interest rate changes, collateral values, and other market factors. Implying moderate and high stress scenarios to each transaction allows for early identification of potential losses and their impact on the capital of your organization. The top-down approach takes the remaining portfolio not identified on a loan-level analysis and uses the same stressors to further identify any possible impact to capital.

Independent loan reviews for commercial real estate risk mitigation

Thorough loan reviews are pivotal for identifying and mitigating potential CRE portfolio risks. They enable banks to assess loan quality, maintain compliance with regulations, and make necessary adjustments on a loan and portfolio level. An effective loan review function is crucial for assessing asset quality, evaluating underwriting and ongoing monitoring, and identifying exceptions to policies. Proactive issue resolution ensures risk mitigation before regulatory scrutiny or asset quality deterioration.

To further safeguard against future losses, it is critical that a loan review be independent. If maintained internally at the organization, it should report directly to the audit committee of the board of directors or the full board of directors. If a third-party firm is contracted to perform this work, it too should report all findings to the board of directors or a committee thereof.

Tactical approaches to limit commercial real estate risk in an unpredictable market

To minimize exposure to CRE credit risk, institutions should enhance communication with borrowers, allocate additional resources for portfolio management, understand collateral, and manage interest rate risk. Effective market area monitoring, adaptable to the institution’s unique risk exposure and appetite, is essential. Clear communication of risk tolerance from the board down to lending staff fosters alignment and clarity.

Community financial institutions must not become complacent in their approach to risk management. It is critical to remain agile and continually adapt to changing environments and emerging risks, especially in the currently volatile realm of CRE lending. By staying proactive and employing a comprehensive risk assessment and management approach, banks and credit unions can successfully address CRE credit risk, safeguard their portfolios, and maintain their success.

Optimize your risk management strategies with Young & Associates

With over four decades of experience, Y&A specializes in helping community financial institutions manage risk. Our enduring presence in the industry reflects our ability to adapt to evolving financial landscapes. Our seasoned consultants, who have backgrounds in banking, bring firsthand experience of market fluctuations.

Outsourcing commercial real estate risk stress testing

Young & Associates offers a CRE portfolio stress testing service that efficiently and insightfully assesses your portfolio. Using data specific to your bank, we stress your CRE portfolio across various factors. Our report quantifies potential impacts on earnings and capital resulting from collateral value decreases, changes in property net operating incomes, or increases in interest rates. What sets us apart is our ability to handle the stress testing process efficiently, allowing your institution’s management to focus on other important initiatives.

Outsourcing loan review

For most community financial institutions, outsourced loan review is the best choice due to size and the need for an independent party. Our loan review service, applied to your CRE portfolio, uncovers individual credit assessments. It also evaluates the alignment of your credit standards, analysis, and continuous credit monitoring with the specific characteristics of your CRE portfolio. Our findings not only inform you about existing portfolio risks but also provide recommendations for effective risk management.

Contact us to explore how we can support your journey in addressing CRE credit risk effectively.

The art of safe lending: How to mitigate commercial loan underwriting risks

Written by admin on October 26, 2023. Posted in Advice, Commercial Underwriting, Consultation, Lending & Loan Review.

By: Ollie Sutherin, Principal of Y&A Credit Services

Community financial institutions have long been known for their agility and personalized service, excelling at creating unique lending solutions and facilitating distinct transactions. However, the very attributes that have set them apart may now present fresh challenges as they seek to expand. Community banks and credit unions find themselves navigating a delicate equilibrium: effectively managing underwriting risk, diversifying their loan portfolios, and growing to better serve their communities.

Additionally, the world of commercial loan underwriting presents its own distinctive challenges that further complicate finding this equilibrium. Commercial loan underwriting standards, in particular, are designed to foster relationship banking rather than transactional interactions. Loans are underwritten based on the borrower’s anticipated ability to operate their business profitably and service the debt being requested. However, the actual cash flows of borrowers can often deviate from expectations, and the value of collateral securing these loans may fluctuate. Most commercial loans are secured by the assets they finance, along with other business assets such as accounts receivable or inventory, and sometimes entail personal guarantees. Loans secured by accounts receivable heavily rely on the borrower’s ability to collect due amounts from customers. These complexities create a web of considerations for underwriters.

Effective management of a community financial institution’s loan portfolio necessitates a strategic approach guided by skilled underwriters who play a pivotal role in mitigating underwriting risks in commercial lending.

The aftereffects of the SVB collapse

A little over six months have passed since the financial world experienced a seismic shift when a prominent regional bank collapsed. This event sent shockwaves throughout the banking sector, triggering a chain reaction that affected numerous other financial institutions, both regional and local. These far-reaching consequences have also left their mark on various aspects of community bank and credit union operations.

Risk management has always held a pivotal role in credit underwriting, and its significance has become more pronounced in today’s ever-volatile environment. As we navigate an era of monetary tightening, global inflationary pressures, and increasing interest rates, underwriters find themselves under increased scrutiny. In the past, cheap funding was abundant, but now, risk-appropriate pricing is paramount for funding new deals. Underwriters must balance a new interest rate environment with the heightened lending and refinancing risks, necessitating increased diligence in risk assessments when extending credit and negotiating terms.

To shed light on this matter, we will explore effective strategies for community financial institutions to limit underwriting risk in commercial lending, ensuring they can thrive while maintaining a prudent approach to lending.

Comprehensive credit analysis

The cornerstone of any sound underwriting process is conducting a comprehensive credit analysis. This involves digging deep into the current financial health of the borrower, their business, and the industry they operate in. By meticulously assessing factors like cash flow, collateral, and credit history, you can gain a clearer picture of the borrower’s ability to repay the loan.

Moreover, consider working with an experienced outsourced credit underwriting service like Y&A Credit Services to ensure you have access to the latest data, analytical tools, and expertise in evaluating commercial loans. Our team of experts can assist from reviewing your analysis to completely underwriting the transaction, ensuring you have all the information to help you make informed lending decisions.

Diversification of loan portfolios

Diversification is a risk management principle that rings true in commercial lending as well. By diversifying your loan portfolios across various industries and business types, you can reduce your exposure to sector-specific risks. A balanced mix of loans in manufacturing, real estate, healthcare, and other sectors can help buffer your institution against economic downturns that may affect a particular industry.

Loan covenants and monitoring

Establishing clear and enforceable loan covenants is another key step in limiting underwriting risk. These covenants set out the terms and conditions under which the borrower must operate and repay the loan. Regularly monitoring the borrower’s compliance with these covenants and requesting the most current information from your borrower is equally important. It allows you to detect early warning signs of financial distress and take corrective action sooner when you have more options for a successful outcome for both your borrower and your institution.

Loan portfolio stress testing

Stress testing is an invaluable tool for gauging how your loan portfolio would perform under adverse conditions. By modeling various scenarios against your portfolio, you can assess your institution’s vulnerability to economic shocks and make proactive adjustments to your lending practices.

Ongoing training and education

Staying up to date with the latest industry trends, regulations, and best practices is essential. Encourage your staff to engage in ongoing training and education programs related to commercial lending and underwriting. This ensures that your institution’s underwriting processes remain current and effective.

Regular commercial loan underwriting reviews

To maintain the health of your loan portfolio, it’s crucial to conduct regular reviews of your commercial loan underwriting practices. This ensures that your institution’s standards and processes align with the evolving landscape of commercial lending. It also allows you to make necessary adjustments and refinements to minimize underwriting risks continuously.

Outsourcing commercial credit underwriting

Third party assistance for commercial credit underwriting can help to ensure the accuracy and effectiveness of your underwriting processes. It can relieve your institution of the need to maintain an up-to-date full-time staff. Professional outsourced services, like Y&A Credit Services, offer expertise, access to advanced analytical tools, and an impartial perspective. We help your institution make sound lending decisions and maintain high underwriting standards. These services can be implemented from fully outsourced to fractional, helping assist during peaks in volume.

Y&A Credit Services’ guidance in commercial underwriting

Mitigating underwriting risk in commercial lending is pivotal for upholding financial health and stability of community banks and credit unions. Especially in the wake of the industry upheaval earlier this year. By implementing comprehensive credit analysis, diversifying loan portfolios, enforcing loan covenants, conducting stress tests, and investing in ongoing training, regular reviews, and outsourcing, you can confidently navigate the complexities of commercial lending while minimizing risks and enhance your institution’s lending capabilities.

At Y&A Credit Services, we understand the importance of risk management in commercial lending. We’re here to guide you through the process. Our outsourced credit underwriting services are designed to offer the expertise and resources needed to make sound lending decisions. Together, we can build a more secure lending future for your institution, helping our communities one loan at a time.

Contact us today to learn how we can help.

Elevating your financial institution: Why Young & Associates is your trusted partner for success

Written by admin on October 6, 2023. Posted in Consultation.

The Young & Associates advantage

In the fast-paced world of banking and credit unions, the stakes are high, and the landscape is ever-changing. As you gear up for the upcoming year, you need a strategic partner you can trust. One with a proven track record, unmatched expertise, and an unwavering commitment to your success.

45 years of trust and excellence

For nearly half a century, Young & Associates has been at the forefront of the financial industry, helping banks and credit unions thrive in an evolving marketplace with consulting, outsourcing, and education services. Our longevity speaks volumes about our dedication and resilience. Here’s why our 45 years of experience matter:

Stability in a shifting landscape: In an industry marked by constant change, our steadfast presence provides you with the stability you need to navigate turbulent waters confidently. We have a proven track record as a strategic partner in helping financial institutions navigate complexities and maintain a competitive edge.
Time-tested strategies: We’ve witnessed industry trends come and go, and our time-tested strategies reinforced with continuing education have consistently delivered results. Trust us to adapt and evolve with the times while maintaining our commitment to excellence.

Over the past 45 years, we have been a trusted partner for numerous institutions, adapting and evolving to meet their changing needs. Our longevity in the industry attests to our unwavering dedication to our clients and our ability to evolve with the changing financial landscape.

Your success simplified: Young & Associates is a full-service provider

Young & Associates offers a comprehensive suite of services designed to streamline your operations and simplify vendor management. We understand that in the fast-paced world of banking and credit unions, efficiency and convenience are paramount.

At Y&A, our offerings are not limited to a single area of expertise. When you partner with us, you gain access to a wide range of services, all under one roof. Whether you require support with regulatory compliance, lending, appraisal reviews, quality control, liquidity management, risk management and strategic planning, internal audit, information technology and cybersecurity, human resources, or training and development, we have you covered. Our clients often find value in our partnership beyond the scope of their initial engagement. They reach out for questions and seek clarifications in areas where they haven’t formally enlisted our services, trusting in our wide breadth of expertise to provide guidance and support their advancement.

By offering this holistic approach, we aim to be your trusted one-stop shop for all your financial institution’s needs. No more juggling multiple vendors – with Young & Associates, you can simplify your operations and enjoy a more efficient process. We aim to be the partner you turn to whenever an opportunity or challenge arises.

Experts with hundreds of years of combined experience

When you choose Young & Associates, you gain access to a team of consultants with centuries of collective experience in the banking and financial sector. Our consultants have been bankers themselves, giving them a unique perspective and an in-depth understanding of the challenges and opportunities specific to financial institutions. With decades of hands-on, real-world experience, our experts have walked in your shoes, gained invaluable insights, and honed their skills within financial institutions. We acknowledge that each challenge is distinct, and our diverse team possesses the expertise and proficiency required to address intricate details while harmonizing them with broader strategic considerations, ultimately ensuring your success.

High-quality, thorough work that sets Young & Associates apart

At Young & Associates, we take pride in the quality and thoroughness of our work. In the financial industry, precision can make or break your institution. Our meticulous approach ensures that no detail is overlooked, and your operations run smoothly.

Quality is the cornerstone of our services. We pride ourselves on our comprehensive approach, leaving no stone unturned in ensuring the highest standards of excellence. Our services stand out for their exceptional quality, achieved through our unyielding commitment to precision, thoroughness, and delivering actionable results.

Our sole focus is empowering financial institutions

Unlike other consulting firms with diverse portfolios, Y&A has one singular focus – financial institutions. This exclusive focus means:

Deep industry knowledge: We immerse ourselves in the financial sector, constantly staying ahead of industry trends and challenges to provide you with the most relevant insights and solutions.
Tailored solutions: Your needs are unique, and we understand that. Our exclusive focus allows us to customize our services to suit your institution’s specific requirements.

Our unwavering focus on financial institutions ensures that we possess in-depth insights into your specific challenges and opportunities. We exclusively serve banks, credit unions, and financial institutions. You can trust us to provide insights and solutions tailored to your unique needs.

Building lasting partnerships for mutual success

At the heart of our approach is a commitment to building lasting partnerships. We believe that your success is intertwined with ours, and it resonates as the success of the communities you serve. Here’s why our approach to partnerships matters:

Long-term vision: We’re not in it for the short haul. We’re here to support your institution’s growth and success over the long term. Our dedication centers on delivering unmatched service and expertise to empower you in generating shareholder value and enhancing the communities you serve.
Your goals, our mission: Your strategic objectives become our mission. We’re dedicated to helping you achieve your goals, no matter how ambitious they may be.

At Y&A, we go beyond transactional engagements; our commitment lies in forging enduring partnerships with our clients. We work collaboratively, side by side, to understand your goals and challenges. We’re dedicated to helping you achieve and exceed your financial aspirations, enabling you to better serve your communities.

Whether you’re planning for the upcoming year or envisioning your institution’s future, Young & Associates is here to provide ongoing support and guidance. With our time-tested experience, all-in-one solutions expert consultants, high-quality work, exclusive focus, and commitment to lasting partnerships, we’re your best ally in achieving success in the ever-evolving world of banking and credit unions.

Ready to discuss how Young & Associates can make a difference for your institution? Contact us today to begin a journey toward excellence and growth.

Your success simplified. Choose Young & Associates as your comprehensive partner.

Young & Associates positions for growth; unveils new brand and website

Written by admin on July 28, 2021. Posted in News.

(Kent, OH) Thursday, July 28, 2021 — Young & Associates, a nationally recognized consulting, outsourcing and educational service firm for financial institutions, announced today a refreshed brand identity, including a new logo and tagline, “Financial industry expertise. Proven results.”

The rebrand positions the company for accelerated growth opportunities, as it solidifies its position as an industry leader.

“This rebrand marks the start of a new era for our firm,” said Young & Associates President and CEO Jerry Sutherin. “In an ever-changing market, this new brand reflects our progress and reaffirms our commitment to our clients. Rest assured that while our logo has changed, our values and our mission remain the same. We are proud to continue our legacy of excellent service to financial institutions by providing the proven expertise needed to drive results for their organizations.”

Coinciding with the rebrand, the firm launched a new website, which features easy-to-navigate information, improved functionality, and a sleek, modern design. It showcases the firms extensive consulting services, including regulatory compliance services, lending and loan reviews and management consulting. It also includes an online store for users to shop customizable policies and practical, easy-to-use tools for their financial institutions.

“We’re excited to debut our new website to our clients and industry partners,” said Sutherin. “We’ve always offered a breadth of services and educational opportunities, as well as a robust policy store. But this new website will make those capabilities and resources much easier for our clients to access .”

Visit younginc.com to see the new brand and explore the new website. Contact Young & Associates to learn more about the firm’s consulting services.

About Young & Associates

Young & Associates is a national leader in consulting, outsourcing and educational services for financial institutions. Since 1978, the firm has provided trusted financial expertise to help clients manage risk, stay compliant and achieve their financial objectives. Visit younginc.com to learn more.

Media Inquiries

Anne Coyne
Director of Marketing
Young & Associates
330-422-3446
acoyne@younginc.com

Regulation B Interpretive Rule on Sexual Orientation and Gender Identity

Written by admin on June 2, 2021. Posted in Compliance & Regulations, Lending & Loan Review, News.

March 2021

The Bureau of Consumer Financial Protection (Bureau) issued an interpretive rule to clarify that, with respect to any aspect of a credit transaction, the prohibition against sex discrimination in the Equal Credit Opportunity Act (ECOA) and Regulation B, which implements ECOA, encompasses sexual orientation discrimination and gender identity discrimination, including discrimination based on actual or perceived nonconformity with sex-based or gender-based stereotypes and discrimination based on an applicant’s associations.

The interpretive rule became effective upon publication in the <i>Federal Register</i>.

At Young & Associates, we have been teaching for years that this is the correct approach. The reality is that an applicant’s sexual orientation or gender identity has absolutely nothing to do with whether they will be able to repay the loan. The focus of all bankers should be on the same things that are important in all credit decisions – cash, collateral, and credit. Nothing else really matters.

The Equal Credit Opportunity Act (ECOA) makes it “unlawful for any creditor to discriminate against any applicant, with respect to any aspect of a credit transaction,” on several enumerated bases, including “on the basis of … sex …” Likewise, Regulation B prohibits a creditor from discriminating against an applicant on a prohibited basis (including “sex” ) “regarding any aspect of a credit transaction,” and from making “any oral or written statement to applicants or prospective applicants that would discourage on a prohibited basis a reasonable person from making or pursuing an application.”

Before this interpretive rule, twenty states and the District of Columbia prohibited discrimination on the bases of sexual orientation and/or gender identity either in all credit transactions or in certain (e.g., housing-related) credit transactions. This interpretive rule now makes this the new national standard. So financial institutions must recognize sexual orientation and/or gender identity to be protected classes and must incorporate practices that prohibit discrimination on these bases.

This interpretive rule addresses any regulatory uncertainty that may still exist under ECOA and Regulation B as to the term “sex” to ensure the fair, equitable, and nondiscriminatory access to credit for both individuals and communities and to ensure that consumers are protected from discrimination. It serves a stated purpose of Regulation B, which is to “promote the availability of credit to all creditworthy applicants without regard to … sex …”

As an interpretive rule, it is exempt from the notice-and-comment rulemaking requirements of the Administrative Procedure Act.

To learn more about how we can assist your organization with your compliance efforts, contact Dave Reno, Director – Lending and Business Development, at dreno@younginc.com or 330.422.3455.

www.younginc.com
Email: dreno@younginc.com
Phone: 330.422. 3455

Managing Compliance

Written by admin on April 29, 2021. Posted in Compliance & Regulations.

By: William J. Showalter, CRCM, CRP, Senior Consultant

We have been told repeatedly over the years that we need to manage compliance, just like all aspects of our business. This maxim is particularly true in today’s escalating compliance environment. There are so many new and changed rules that have been added to the mix over the past decade that we could easily be overwhelmed if we did not proactively manage the compliance process.

Over the years, supervisory agencies have shared general outlines of compliance management systems with the financial institutions they regulate. They have been quick to point out that there is no one “right” way to manage compliance, but that there are certain basic needs that must be met by any such program.

Compliance Management Systems
The Consumer Financial Protection Bureau (CFPB) and other agencies view compliance management as vital to the prevention of violations of federal consumer financial laws and the resulting harm to consumers. In its Supervisory Highlights publication, the CFPB spelled out its expectations for an effective compliance management system (CMS) – which mirror those from other supervisory agencies.

The CFPB states that it expects every entity it supervises (large financial institutions and nonbank financial firms) to have an effective CMS adapted to its business strategy and operations. According to the CFPB, a CMS is how a supervised entity:

Establishes its compliance responsibilities
Communicates those responsibilities to employees
Ensures that responsibilities for meeting legal requirements and internal policies are incorporated into business processes
Reviews operations to ensure responsibilities are carried out and legal requirements are met
Takes corrective action, and
Updates tools, systems, and materials, as necessary

No agency requires financial institutions to structure their CMS in any particular manner. They recognize the differences inherent in an industry comprised of banking organizations of different sizes, differing compliance profiles, and a wide range of consumer financial products and services. In addition, some financial firms outsource functions with consumer compliance-related responsibilities to service providers, requiring adaptations in their CMS structure.

However compliance is managed, financial entities are expected by all the federal supervisory agencies to structure their CMS in a manner sufficient to comply with federal consumer financial laws and appropriately address associated risks of harm to consumers.

CFPB Findings
The CFPB has found that the majority of banks it has examined have generally had adequate CMS structures. However, several institutions have lacked one or more of the components of an effective CMS, which creates an increased risk of noncompliance with federal consumer financial laws.

The most common weakness identified during CFPB reviews of banks’ CMS is a deficient system of periodic monitoring and independent compliance audits. The CFPB has noted that an effective CMS implements an effective internal compliance review program as an integral part of an overall risk management strategy. Such a program has two components – both periodic monitoring reviews and an independent compliance audit. These two types of controls are not interchangeable. They must be complementary.

The periodic monitoring reviews are more frequent and less intensive than the audits, focusing on areas that carry the most risk – where mistakes should not be allowed to go uncorrected too long. Monitoring is an ongoing process, conducted by either the individual business lines or the compliance officer/department on a relatively frequent basis, and allows the bank to self-check its processes and ensure day-to-day compliance with federal consumer financial laws.

The independent compliance audit is a review of all operations impacted by consumer laws. An audit is performed on a less frequent basis, usually annually, to ensure that compliance is ongoing, that the CMS as a whole is operating properly, and that the board is aware of consumer compliance issues noted as part of these independent reviews. Audits are best performed by an independent party – usually either an internal auditor or an outside consultant.

The CFPB notes that an entity lacking periodic monitoring increases its risk that violations and weaknesses will go undetected for long periods of time, potentially leading to multiple regulatory violations and increased consumer harm. Additionally, these entities increase the risk that:

Insufficiencies in the periodic monitoring process may not be identified
The board is not made aware of regulatory violations or program weaknesses, or
Practices or conduct by employees within the business lines or compliance department that are unfair, deceptive, abusive, discriminatory, or otherwise unlawful could go undetected

CMS Elements
Although the CFPB states that it does not require any specific CMS structure, it notes that supervisory experience has found that an effective CMS commonly has four interdependent control components, elements that have been advocated by all regulatory agencies over the years:

Board of directors and management oversight. An effective board of directors communicates clear expectations and adopts clear policy statements about consumer compliance for both the bank itself and its service providers. The board should establish a compliance function, allocating sufficient resources and qualified staffing to that function, commensurate with the entity’s size, organizational complexity, and risk profile. The board should ensure that the compliance function has the authority and accountability necessary to implement the compliance management program, with clear and visible support from senior management, as well. Management should ensure a strong compliance function and provide recurring reports of compliance risks, issues, and resolutions to the board or to a committee of the board.

Compliance program. The CFPB and other federal financial institutions supervisors expect supervised entities to establish a formal, written compliance program, generally administered by a chief compliance officer. A compliance program includes the following elements: policies and procedures, training, monitoring, and corrective action.

The agencies assert that a well-planned, implemented, and maintained compliance program will prevent or reduce regulatory violations, protect consumers from noncompliance and associated harms, decrease the costs and risks of litigation affecting revenues and operational focus, and help align business strategies with outcomes.

Consumer complaint management program. Financial service providers are expected to be responsive to complaints and inquiries received from consumers. In addition, financial institutions should monitor and analyze complaints to understand and correct weaknesses in their programs that could lead to consumer risks and violations of law.

Key elements of a consumer complaint management program include establishment of channels through which to receive consumer complaints and inquiries (e.g., telephone numbers or email addresses dedicated to receiving consumer complaints or inquiries); proper and timely resolution of all complaints; recordation, categorization, and analysis of complaints and inquiries; and reviews for possible violations of federal consumer financial laws.

The agencies expect financial firms to organize, retain, and analyze complaint data to identify trends, isolate areas of risk, and identify program weaknesses in their lines of business and overall CMS.

Independent compliance audit. A compliance audit program provides a board of directors or its designated committees with a determination of whether policies and standards are being implemented to provide for the level of compliance and consumer protection established by the board. As noted above, these audits should be conducted by a party independent of both the compliance program and the business functions. The audit results should be reported directly to the board or a board committee.

The agencies expect that the audit schedule and scope will be appropriate for the entity’s size, its consumer financial product offerings, and structure for offering these products. The compliance audit program should address compliance with all applicable federal consumer financial laws, and identify any significant gaps in policies and standards.

When all of these four control components are strong and well-coordinated, the CFPB states that a supervised entity should be successful at managing its compliance responsibilities and risks.

To learn more about Young & Associates, Inc. and how we can assist your organization in developing a strong Compliance Management System, visit our website, or contact Dave Reno, Director – Lending and Business Development.

www.younginc.com
Email: dreno@younginc.com
Phone: 330.422. 3455

About Young & Associates, Inc.
Young & Associates, Inc. has provided consulting, training, and practical products for community financial institutions for over 43 years. We strive to provide the most up-to-date solutions for our clients’ needs, while remaining true to our founding principles and goals – to ease the management of your organization, reduce the regulatory burden, improve your bottom line, and increase shareholder value.

Mergers & Acquisitions Expected to Rebound in 2021

Written by admin on April 9, 2021. Posted in Uncategorized.

By: Bob Viering, Director of Management
April 2021

The Covid-19 pandemic brought M&A activity for community banks and credit unions to a halt in 2020. All expectations for 2021 are that M&A activity is likely to pick up significantly. Much of this activity is due to organizations that had planned to sell or start acquiring in 2020 to make up for lost time, but it will also be due to the changes in the industry as a result of the pandemic.

Electronic and mobile banking adoption accelerated as financial institutions closed branches or provided limited access during the pandemic. Today, not having a digital banking platform (internet and mobile apps) is no longer an option. Financial institutions need to re-assess branch networks in light of how customers/members bank today. Among the reasons that will drive many organizations to sell are:

Long-term impact of low interest rates, today’s compressed margin, and the future impact of rising rates
Cost/Liability of data security
Regulatory compliance costs
Lack of management succession

Conversely, those organizations that have made the technology infrastructure investments, have staffing in place that can succeed in this volatile time, and are comfortable thinking outside the traditional banking box have great opportunities.

How We can Assist
Young & Associates, Inc. has been assisting banks and credit unions for over 43 years and have assembled a team of qualified professionals that can assist you in your acquisition or help you prepare to sell your organization and maximize your return.

The industry is fortunate in that we have many excellent investment bankers, law firms, and accounting firms that provide great advice on the pricing, structure, and regulatory requirements. But as anyone who has been through an acquisition or merger can tell you, it is the knowledge you gain during due diligence and post-merger integration that, in the end, will determine if the transaction was successful. Our services will supplement the services acquired from your investment banker, law firm, and accounting firm.

While due diligence and post-merger integration can be done by your staff, our breadth of knowledge, gained from decades of working for hundreds of banks and credit unions, brings a broader perspective. We deal with many of these issues regularly and can often be more efficient. We also understand that time is of the essence for due diligence and will make your engagement a priority to be completed in the time needed.

Due Diligence Assistance

Loan Due Diligence: We can provide a timely assessment of the underwriting, management, and quality of the target’s loan portfolio. We have experts from all disciplines of lending, including ALLL analysis and credit process. We will help you understand the culture of the organization you are acquiring.

Interest Rate Risk and Liquidity Management Due Diligence: We can assist you in determining the target institution’s level of interest rate and liquidity risk. This can then help you as you consider the combined organization’s level of risk. This will help you answer the following question: “Does the combined organization fit within your risk ‘comfort zone?'”

Compliance Due Diligence: Many aspects of compliance, such as Fair Lending and BSA/AML, will become the acquirer’s problem if there was an issue prior to acquisition. Having the target’s compliance program reviewed prior to closing can help you understand the degree of compliance risk you will be assuming.

IT Due Diligence:Â This is an often overlooked but critical piece of information to understand how well or what IT-related issues a target bank may have that will need to be addressed post-acquisition.

Strategic Planning:Â We can help you assess how the acquisition will fit into your strategic direction. If your strategic plan involves potential acquisitions, have you put a plan/process in place to prepare for it, or will you put it together on the fly if an acquisition comes along? Analyzing how the target fits with your culture and your strategic direction is one of the most important aspects of a successful acquisition.

Succession Planning: While much of the attention in an acquisition analysis is on the financial aspects of the transaction, the quality and depth of the human resources of the target institution are the drivers of the target’s current success or challenges. We can assist you with reviewing the target’s succession plan or help you craft a new one for the combined organization.

Interagency Bank Merger Application Assistance

We can assist you with the delineation of the relevant geographic markets, evaluation of competitive factors in the proposed transaction, CRA assessment area data and mapping, demographic information, business environment data, information on traffic patterns, and other relevant market information.

We can also help you craft your business plan that is a required part of the application.

Post-Acquisition Integration
Post-acquisition integration is the key to whether your merger/acquisition is successful. You will have just spent many millions of dollars to buy an organization. Buying the organization is not the end result but the beginning of many months and years of hard work to get the return you expect.

There are several ways we can help you achieve the results you expect from the transaction:

Employee and Customer Communications
Strategic, Capital, and Succession Plan Updates,Â based on the combined organization
Re-assessment of your Branch Network.Â Does it make sense to consolidate any branches, especially given the changes that the pandemic has brought along to digital banking adoption?
Periodic Loan Review and Compliance ReviewÂ will allow you to assess the quality of results at both the overall organization and the acquired organization.
Analysis of Workflow and StaffingÂ of the combined organization
Assessment of your Human Resources Management. Retaining key members of the acquired organization’s staff is often the biggest determinant of future success. This is especially true for your frontline commercial/ag/private bankers and key deposit/cash management personnel who are often the day-to-day face of the organization for your largest customers.

These are just some of the ways Young & Associates can work with you to have a long-term successful acquisition, based on your unique needs. Contact us today for more information on how we can assist you with your M&A efforts.

About Young & Associates, Inc.
Young & Associates, Inc. has provided consulting, training, and practical products for community financial institutions for over 43 years. We strive to provide the most up-to-date solutions for our clients’ needs, while remaining true to our founding principles and goals — to ease the management of your organization, reduce the regulatory burden, improve your bottom line, and increase shareholder value.

To learn more about Young & Associates, Inc. and how we can assist your organization, visit our website or contact Dave Reno, Director — Lending and Business Development.

www.younginc.com
Email: dreno@younginc.com
Phone:330.422. 3455

Tag: lending

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