The Competing Risks Framework for Mortgages: Modeling the Interaction of Prepayment and Default

Total Page:16

File Type:pdf, Size:1020Kb

The Competing Risks Framework for Mortgages: Modeling the Interaction of Prepayment and Default MORTGAGE LENDING The Competing Risks Framework for Mortgages: Modeling the Interaction of Prepayment and Default by Arden Hall and Kyle G. Lundstedt his article discusses how prepayment and default constitute competing risks in mortgage lending, provides Texamples of the importance of using a combined approach when evaluating the risk of whole loans and MBS, and concludes with practical implications of using the competing risks framework. hough it may seem apt, Inside Mortgage Finance (IMF, June tions. The IMF estimated that the phrase “competing 10, 2005) noted the following fact: the 50 largest financial services Trisks” in the title of this “During the first three months of holding companies held a com- article does not refer to the annual the year, non-prime lenders bined $1.01 trillion in whole loans budget battle between various churned out an estimated $184 bil- during that same first quarter of risk management functions within lion in new loans. Putting that into 2005. Moreover, according to large financial institutions. Rather, perspective, more than one out of Inside MBS & ABS (July 17, 2005), it is a framework for modeling the every four loans—or 28.5%—of all a weekly newsletter published by impact of separate causes for attri- new mortgages made during the the IMF, Fannie Mae and Freddie tion. In the mortgage world, these first quarter of the year went to Mac bought $212 billion in non- are the separate, but interdepen- borrowers in the subprime and Alt conforming MBS during 2004, dent, risks of prepayment and A categories.” Moreover, SMR assuming much of the credit risk default. For prime mortgages Research Corporation estimates for the underlying mortgages.1 (whole loans) and for mortgage- over $700 billion in junior liens Thus, the increasing credit risk in backed securities (MBS), prepay- outstanding at the end of 2004 the system is held by a large num- ment risk has long dominated the (Home Equity Loans: 2005 Outlook). ber of institutions, and even the issue of credit risk. Historically, in Therefore, loans with greater credit GSEs now must learn to assess the secondary market, the three risk represent a significant and the greater credit risk from non- government-sponsored enterprises increasing portion of the primary conforming products. (GSEs) guaranteed the credit risk mortgage market. These recent developments of most conforming mortgage A large number of these increase the importance of default loans, which represented the bulk loans, and the associated credit risk vis-à-vis prepayment risk for of the primary market. risk, are held on the balance mortgage lenders, whether they However, a recent issue of sheets of large financial institu- are portfolio lenders or buyers of © 2005 by RMA. Arden Hall is senior vice president in Wells Fargo’s Consumer Credit Group. He leads the Modeling and Analytics Group within Strategic Risk Management. He has worked for Bank of America and the Federal Home Loan Bank of San Francisco and has an economics Ph.D. from U.C. Berkeley. Kyle Lundstedt directs the credit risk modeling effort at Andrew Davidson & Co, Inc. (ADCo). He has worked for LoanPerformance and KMV and has a finance Ph.D. from U.C. Berkeley. This article represents the views of the authors and does not necessarily reflect the views of Wells Fargo or ADCo. 54 The RMA Journal September 2005 The Competing Risks Framework for Mortgages: Modeling the Interaction of Prepayment and Default MBS. However, the presence of hazard model is simply a model tive variables, such as the current prepayment risk limits the appli- designed to predict the probabili- loan-to-value (LTV) ratio or the cability of traditional approaches ty of attrition given that the sub- FICO score, affect both prepay- to default modeling. The compet- ject has not yet left. For prepay- ment and default. For example, ing risks framework for modeling ment, this means predicting the increased current LTVs or prepayment and default confers probability of prepayment in a decreased FICOs likely increase important advantages relative to given month for all borrowers who default for mortgages; however, these traditional approaches, par- have not yet prepaid. This these same variables may ticularly in the context of valua- methodology sees heavy use in decrease prepayment likelihood. tion, risk management, and capital prepayment modeling.3 Hazard Significant academic and reg- allocation. models for prepayment commonly ulatory literature applies the com- include age and current rate levels peting risks framework to the haz- The Need for Hazard Models as explanatory variables. ards of prepayment and default.5 As with other types of con- While the hazard modeling is However, industry use of compet- sumer assets, it is important to well understood by investors and ing risks models for mortgage pre- address the timing of the default by Wall Street, technique has less payment and default is still in its event, and to account for static commonly been applied to mort- infancy. predictive variables. But mort- gage default. Hazard models, how- gages are unique in offering the ever, are frequently used in assess- Understanding How Prepayment borrower an important and valu- ing the risk of default or bankrupt- and Default Affect One Another able option to prepay the loan cy for corporate bonds.4 In the case When there is more than one early. Other consumer loans are of mortgages, a hazard model risk (hazard) affecting survival, prepayable, but only mortgages would predict the probability that they compete. Mortgages face the offer a significant financial reward the mortgage defaults in a particu- risk of attrition either from pre- for careful use of the option. This lar month, given that it has not yet payment or from default. poses a particular challenge for defaulted or prepaid. Such a model Simultaneous estimation of these default modelers.2 Consumers fre- typically would include age, cur- hazards produces a competing quently use the prepayment rent house-price levels, and bor- risks model.6 competing risks haz- option when it is to their advan- rower FICO scores as explanatory ard models, like traditional pre- tage. When interest rates reached variables. payment models, have different 30-year lows in 2003, the monthly One might expect that a implications, depending on the prepayment rate for prime mort- default hazard model for mort- projected economic scenario. gages reached nearly 7%. The gages could simply be estimated Thus, looking at results in differ- average lives of mortgages vary and then used with an existing ent scenarios is the easiest way to enormously due to differing pre- prepayment model. As it turns understand the interaction of the payment rates and lead to signifi- out, however, the two hazards of prepayment and default hazards cantly different cumulative losses prepayment and default compete in a competing risks framework. for mortgages with similar credit with each other in a way that Consider Figures 1 through 6, characteristics. As a result, build- requires simultaneous develop- which depict a representative ing an accurate life-of-loan loss ment and estimation of the com- competing risks model applied to model for mortgages is very diffi- peting risks. The underlying logic a hypothetical pool of loans.7 The cult. is straightforward: Loans that have results are illustrative only; how- Prepayment modelers take a prepaid cannot default, and vice ever, the relative prepayment and different approach (as illustrated versa. As a result, any forecast of default behavior is reasonable for by the fact that the life-of-loan cumulative defaults must be built credit-sensitive mortgages. In prepayment rate is a concept up from monthly predictions of each graph, the age of the loan is unheard of in the industry), using both prepayment and default. varied along the x-axis, while the what are called hazard models. A Moreover, some observed predic- other variables, such as the LTV 55 The Competing Risks Framework for Mortgages: Modeling the Interaction of Prepayment and Default Figure 1 is low. In the rising-rate scenario, Conditional Prepay and Default Incidence 4% however, the increased duration of the pool leaves more opportunity Prepay 3% for default; hence, the cumulative default rate is much higher for the 2% same collateral. The key point of Figure 2 is 1% the inverse relationship between Default prepayment and default. When 0% rates fall, more loans prepay but 0 24 48 72 96 120 fewer default, so overall attrition Age in Months is less than it would have been had the number of defaults been ratio and FICO scores, are held conditional prepayment rate falls. unchanged. Similarly, when rates constant. Similarly, several credit-related rise, attrition slows because of Figure 1 gives hypothetical variables, such as FICO and LTV, slower prepayment, but the conditional prepayment and affect the conditional probability impact is reduced by additional default rates by age. These condi- of default. defaults. The effects of prepay- tional rates correspond to an The first graph of Figure 2 ment and default on overall attri- “intensity” rate or “flow” of pre- shows the cumulative prepay- tion are negatively correlated. payment and default. Thus, a ments and default rates in a sce- Changes in prepayments driv- mortgage still on the books after nario where interest rates increase en by interest rates not only affect 23 months has roughly a 3% 100 basis points over one year. the magnitude (cumulative chance of prepaying in month 24 The survival curve shows the pro- defaults), but also timing (default and a 0.5% chance of defaulting. portion of the original pool incidence), as shown in Figure 3. Let’s now consider default remaining, revealing the level of The two cumulative default and prepayment estimates from attrition. The second graph shows curves in the left graph are taken our competing risks model in a the same pool subjected to an from the earlier pair of graphs in variety of future scenarios.
Recommended publications
  • Basel III: Post-Crisis Reforms
    Basel III: Post-Crisis Reforms Implementation Timeline Focus: Capital Definitions, Capital Focus: Capital Requirements Buffers and Liquidity Requirements Basel lll 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1 January 2022 Full implementation of: 1. Revised standardised approach for credit risk; 2. Revised IRB framework; 1 January 3. Revised CVA framework; 1 January 1 January 1 January 1 January 1 January 2018 4. Revised operational risk framework; 2027 5. Revised market risk framework (Fundamental Review of 2023 2024 2025 2026 Full implementation of Leverage Trading Book); and Output 6. Leverage Ratio (revised exposure definition). Output Output Output Output Ratio (Existing exposure floor: Transitional implementation floor: 55% floor: 60% floor: 65% floor: 70% definition) Output floor: 50% 72.5% Capital Ratios 0% - 2.5% 0% - 2.5% Countercyclical 0% - 2.5% 2.5% Buffer 2.5% Conservation 2.5% Buffer 8% 6% Minimum Capital 4.5% Requirement Core Equity Tier 1 (CET 1) Tier 1 (T1) Total Capital (Tier 1 + Tier 2) Standardised Approach for Credit Risk New Categories of Revisions to the Existing Standardised Approach Exposures • Exposures to Banks • Exposure to Covered Bonds Bank exposures will be risk-weighted based on either the External Credit Risk Assessment Approach (ECRA) or Standardised Credit Risk Rated covered bonds will be risk Assessment Approach (SCRA). Banks are to apply ECRA where regulators do allow the use of external ratings for regulatory purposes and weighted based on issue SCRA for regulators that don’t. specific rating while risk weights for unrated covered bonds will • Exposures to Multilateral Development Banks (MDBs) be inferred from the issuer’s For exposures that do not fulfil the eligibility criteria, risk weights are to be determined by either SCRA or ECRA.
    [Show full text]
  • Personal Loans 101: Understanding Your Credit Risk Loans Have Some Risk for Both the Borrower and the Lender
    PERSONAL LOANS 101: Understanding YoUr credit risk Loans have some risk for both the borrower and the lender. The borrower takes on the responsibilities and terms of paying back the loan. The lender’s risk is the chance of non-payment. Consumers can choose from several types of loans. As a borrower, you need to understand the type of loan you are considering and its possible risk. This brochure provides information to help you make a smart choice before applying for a loan. 2 It is important to review your financial situation to see if you can handle another monthly payment before applying for a loan. Creating a budget will help you apply for the loan that best meets your present and future needs. For an interactive budget, visit www.afsaef.org/budgetplanner or www.afsaef.org/personalloans101. You will need to show the lender that you can repay what you borrow, with interest. After you have made a budget, consider these factors, which maY redUce or add risk to a Loan. 3 abiLitY to repaY the Loan Is the lender evaluating your ability to repay the loan based on facts such as your credit history, current and expected income, current expenses, debt-to- income ratio (your expenses compared to your income) and employment status? This assessment, often called underwriting, helps determine if you can make the monthly payment and raises your chances of getting a loan to fit your needs that you can afford to repay. It depends on you providing complete and correct information to the lender. Testing “your ability to repay” and appropriate “underwriting” reduces your risk when taking out any type of loan.
    [Show full text]
  • Credit Risk Models
    Lecture notes on risk management, public policy, and the financial system Credit risk models Allan M. Malz Columbia University Credit risk models Outline Overview of credit risk analytics Single-obligor credit risk models © 2020 Allan M. Malz Last updated: February 8, 2021 2/32 Credit risk models Overview of credit risk analytics Overview of credit risk analytics Credit risk metrics and models Intensity models and default time analytics Single-obligor credit risk models 3/32 Credit risk models Overview of credit risk analytics Credit risk metrics and models Key metrics of credit risk Probability of default πt defined over a time horizon t, e.g. one year Exposure at default: amount the lender can lose in default For a loan or bond, par value plus accrued interest For OTC derivatives, also driven by market value Net present value (NPV) 0 ( counterparty risk) S → But exposure at default 0 ≥ Recovery: creditor generally loses fraction of exposure R < 100 percent Loss given default (LGD) equals exposure minus recovery (a fraction 1 − R) Expected loss (EL) equals default probability × LGD or fraction πt × (1 − R) Credit risk management focuses on unexpected loss Credit Value-at-Risk related to a quantile of the credit return distribution Differs from market risk in excluding EL Credit VaR at confidence level of α defined as: 1 − α-quantile of credit loss distribution − EL 4/32 Credit risk models Overview of credit risk analytics Credit risk metrics and models Estimating default probabilities Risk-neutral default probabilities based on market
    [Show full text]
  • Capital Adequacy Requirements (CAR)
    Guideline Subject: Capital Adequacy Requirements (CAR) Chapter 3 – Credit Risk – Standardized Approach Effective Date: November 2017 / January 20181 The Capital Adequacy Requirements (CAR) for banks (including federal credit unions), bank holding companies, federally regulated trust companies, federally regulated loan companies and cooperative retail associations are set out in nine chapters, each of which has been issued as a separate document. This document, Chapter 3 – Credit Risk – Standardized Approach, should be read in conjunction with the other CAR chapters which include: Chapter 1 Overview Chapter 2 Definition of Capital Chapter 3 Credit Risk – Standardized Approach Chapter 4 Settlement and Counterparty Risk Chapter 5 Credit Risk Mitigation Chapter 6 Credit Risk- Internal Ratings Based Approach Chapter 7 Structured Credit Products Chapter 8 Operational Risk Chapter 9 Market Risk 1 For institutions with a fiscal year ending October 31 or December 31, respectively Banks/BHC/T&L/CRA Credit Risk-Standardized Approach November 2017 Chapter 3 - Page 1 Table of Contents 3.1. Risk Weight Categories ............................................................................................. 4 3.1.1. Claims on sovereigns ............................................................................... 4 3.1.2. Claims on unrated sovereigns ................................................................. 5 3.1.3. Claims on non-central government public sector entities (PSEs) ........... 5 3.1.4. Claims on multilateral development banks (MDBs)
    [Show full text]
  • Guidance for Managing Third-Party Risk
    GUIDANCE FOR MANAGING THIRD-PARTY RISK Introduction An institution’s board of directors and senior management are ultimately responsible for managing activities conducted through third-party relationships, and identifying and controlling the risks arising from such relationships, to the same extent as if the activity were handled within the institution. This guidance includes a description of potential risks arising from third-party relationships, and provides information on identifying and managing risks associated with financial institutions’ business relationships with third parties.1 This guidance applies to any of an institution’s third-party arrangements, and is intended to be used as a resource for implementing a third-party risk management program. This guidance provides a general framework that boards of directors and senior management may use to provide appropriate oversight and risk management of significant third-party relationships. A third-party relationship should be considered significant if the institution’s relationship with the third party is a new relationship or involves implementing new bank activities; the relationship has a material effect on the institution’s revenues or expenses; the third party performs critical functions; the third party stores, accesses, transmits, or performs transactions on sensitive customer information; the third party markets bank products or services; the third party provides a product or performs a service involving subprime lending or card payment transactions; or the third party poses risks that could significantly affect earnings or capital. The FDIC reviews a financial institution’s risk management program and the overall effect of its third-party relationships as a component of its normal examination process.
    [Show full text]
  • Credit Risk Measurement: Developments Over the Last 20 Years
    Journal of Banking & Finance 21 (1998) 1721±1742 Credit risk measurement: Developments over the last 20 years Edward I. Altman, Anthony Saunders * Salomon Brothers Center, Leonard Stern School of Business, New York University, 44 West 4th street, New York, NY 10012, USA Abstractz This paper traces developments in the credit risk measurement literature over the last 20 years. The paper is essentially divided into two parts. In the ®rst part the evolution of the literature on the credit-risk measurement of individual loans and portfolios of loans is traced by way of reference to articles appearing in relevant issues of the Journal of Banking and Finance and other publications. In the second part, a new approach built around a mortality risk framework to measuring the risk and returns on loans and bonds is presented. This model is shown to oer some promise in analyzing the risk-re- turn structures of portfolios of credit-risk exposed debt instruments. Ó 1998 Elsevier Science B.V. All rights reserved. JEL classi®cation: G21; G28 Keywords: Banking; Credit risk; Default 1. Introduction Credit risk measurement has evolved dramatically over the last 20 years in response to a number of secular forces that have made its measurement more * Corresponding author. Tel.: +1 212 998 0711; fax: +1 212 995 4220; e-mail: asaun- [email protected]. 0378-4266/97/$17.00 Ó 1997 Elsevier Science B.V. All rights reserved. PII S 0 3 7 8 - 4 2 6 6 ( 9 7 ) 0 0 0 3 6 - 8 1722 E.I. Altman, A. Saunders / Journal of Banking & Finance 21 (1998) 1721±1742 important than ever before.
    [Show full text]
  • FICO Mortgage Credit Risk Managers Handbook
    FICO Mortgage Credit Risk Manager’s Best Practices Handbook Craig Focardi Senior Research Director Consumer Lending, TowerGroup September 2009 Executive Summary The mortgage credit and liquidity crisis has triggered a downward spiral of job losses, declining home prices, and rising mortgage delinquencies and foreclosures. The residential mortgage lending industry faces intense pressures. Mortgage servicers must better manage the rising tide of defaults and return financial institutions to profitability while responding quickly to increased internal, regulatory, and investor reporting requirements. These circumstances have moved management of mortgage credit risk from backstage to center stage. The risk management function cuts across the loan origination, collections, and portfolio risk management departments and is now a focus in mortgage servicers’ strategic planning, financial management, and lending operations. The imperative for strategic focus on credit risk management as well as information technology (IT) resource allocation to this function may seem obvious today. However, as recently as June 2007, mortgage lenders continued to originate subprime and other risky mortgages while investing little in new mortgage collections and infrastructure, technology, and training for mortgage portfolio management. Moreover, survey results presented in this Handbook reveal that although many mortgage servicers have increased mortgage collections and loss mitigation staffing, few servicers have invested sufficiently in data management, predictive analytics, scoring and reporting technology to identify the borrowers most at risk, implement appropriate treatments for different customer segments, and reduce mortgage re-defaults and foreclosures. The content of this Handbook is based on a survey that FICO, a leader in decision management, analytics, and scoring, commissioned from TowerGroup, a leading research and advisory firm focusing on the strategic application of technology in financial services.
    [Show full text]
  • Legal Risk Section 2070.1
    Legal Risk Section 2070.1 An institution’s trading and capital-markets will prove unenforceable. Many trading activi- activities can lead to significant legal risks. ties, such as securities trading, commonly take Failure to correctly document transactions can place without a signed agreement, as each indi- result in legal disputes with counterparties over vidual transaction generally settles within a very the terms of the agreement. Even if adequately short time after the trade. The trade confirma- documented, agreements may prove to be unen- tions generally provide sufficient documentation forceable if the counterparty does not have the for these transactions, which settle in accor- authority to enter into the transaction or if the dance with market conventions. Other trading terms of the agreement are not in accordance activities involving longer-term, more complex with applicable law. Alternatively, the agree- transactions may necessitate more comprehen- ment may be challenged on the grounds that the sive and detailed documentation. Such documen- transaction is not suitable for the counterparty, tation ensures that the institution and its coun- given its level of financial sophistication, finan- terparty agree on the terms applicable to the cial condition, or investment objectives, or on transaction. In addition, documentation satisfies the grounds that the risks of the transaction were other legal requirements, such as the ‘‘statutes of not accurately and completely disclosed to the frauds’’ that may apply in many jurisdictions. investor. Statutes of frauds generally require signed, writ- As part of sound risk management, institu- ten agreements for certain classes of contracts, tions should take steps to guard themselves such as agreements with a duration of more than against legal risk.
    [Show full text]
  • Operational Risk Management: an Evolving Discipline
    Operational Risk Management: An Evolving Discipline Operational risk is not a new concept in scope. Before attempting to define the the banking industry. Risks associated term, it is essential to understand that with operational failures stemming from operational risk is present in all activities events such as processing errors, internal of an organization. As a result, some of and external fraud, legal claims, and the earliest practitioners defined opera- business disruptions have existed at tional risk as every risk source that lies financial institutions since the inception outside the areas covered by market risk of banking. As this article will discuss, and credit risk. But this definition of one of the great challenges in systemati- operational risk includes several other cally managing these types of risks is risks (such as interest rate, liquidity, and that operational losses can be quite strategic risk) that banks manage and diverse in their nature and highly unpre- does not lend itself to the management dictable in their overall financial impact. of operational risk per se. As part of the revised Basel framework,1 the Basel Banks have traditionally relied on Committee on Banking Supervision set appropriate internal processes, audit forth the following definition: programs, insurance protection, and other risk management tools to counter- Operational risk is defined as the act various aspects of operational risk. risk of loss resulting from inadequate These tools remain of paramount impor- or failed internal processes, people, tance; however, growing complexity in and systems or from external events. the banking industry, several large and This definition includes legal risk, but widely publicized operational losses in excludes strategic and reputational recent years, and a changing regulatory risk.
    [Show full text]
  • Interest Rates and Credit Risk∗
    Interest Rates and Credit Risk∗ Carlos González-Aguado Javier Suarez Bluecap M. C. CEMFI and CEPR January 2014 Abstract This paper explores the effects of shifts in interest rates on corporate leverage and default in the context of a dynamic model in which the link between leverage and de- fault risk comes from the lower incentives of overindebted entrepreneurs to guarantee firm survival. The need to finance new investment pushes firms’ leverage ratio above some state-contingent target towards which firms gradually adjust through earnings retention. The response to interest rate rises and cuts is both asymmetric and hetero- geneously distributed across firms. Our results helps rationalize some of the evidence regarding the risk-taking channel of monetary policy. Keywords: interest rates, short-term debt, search for yield, credit risk, firm dynamics. JEL Classification: G32, G33, E52. ∗We would like to thank James Tengyu Guo for his excellent research assistance, and Oscar Arce, Arturo Bris, Andrea Caggese, Robert Kollmann, Xavier Ragot, Rafael Re- pullo, Enrique Sentana, David Webb, and the editor (Kenneth West) and two anony- mous referees for helpful comments and suggestions. The paper has also benefited from feedback from seminar participants at the 2009 European Economic Association Meet- ing, the 2010 World Congress of the Econometric Society, Banco de España, Bank of Japan, CEMFI, CNMV, European Central Bank, Instituto de Empresa, London Business School, Norges Bank, Swiss National Bank, Universidad Carlos III, Universi- dad de Navarra, the XVIII Foro de Finanzas, the JMCB conference “Macroeconomics and Financial Intermediation: Directions Since the Crisis,” and the LBS Conference on “The Macroeconomics of Financial Stability.” Suarez acknowledges support from Spanish government grant ECO2011-26308.
    [Show full text]
  • Credit Risk Management Version 1.0 July 2013 ______Introduction
    Credit Risk Management Version 1.0 July 2013 ______________________________________________________________________________ Introduction Credit risk is the potential that a borrower or counterparty will fail to meet its obligations in accordance with agreed terms. Credit risk includes the decline in measured quality of a credit exposure that might result in increased capital costs, provisioning expenses, and a reduction in economic return. This examination module applies to the Federal Home Loan Banks (FHLBanks), Fannie Mae and Freddie Mac (the Enterprises) (the FHLBanks and the Enterprises are referred to collectively as the regulated entities). These institutions need to monitor, measure, and manage the aggregate credit risk inherent in all credit exposures, as well as the risk in individual credits or transactions. The institutions should also consider the relationships between credit risk and other risks. Sound credit risk management has important implications for determinations as to whether the regulated entities hold adequate capital for credit risk and determinations about how adequately they are compensated for risks incurred. The largest sources of credit risk to the Enterprises are securitized loans, loans held in portfolio, other real estate owned (REO), and investment securities. The largest sources of credit risk to the FHLBanks are advances, Acquired Member Assets (AMA) programs, and investment securities. (See the examination modules on Advances and Collateral and AMA for background information and the workprograms applicable to those topics). Credit risk management practices may differ among the regulated entities, due to the nature of their respective credit activities. A comprehensive credit risk management program will address at least four areas: (i) establishing an appropriate credit risk environment; (ii) operating under a sound credit-granting process; (iii) maintaining an appropriate credit administration, measurement, and monitoring process; and (iv) ensuring adequate controls over credit risk have been established.
    [Show full text]
  • Principles of Risk Management
    THE PAYMENTS INSTITUTE — July 20-23, 2014 Emory Conference Center Hotel, Emory University, Atlanta, Georgia Principles of Risk Management Norman Robinson, AAP President & CEO EastPay, Providing Payments Expertise® Agenda • Risk management terminology and concepts • The risk management lifecycle • Define risk categories and elements • Define enterprise or operational risk • Define cross-channel risk • Review • Discussion 2 Learning Objectives • Understand and recognize the elements of risk, including strategic, liquidity, reputational, fraud, credit, transactional, compliance, operational, cross channel) • Understand how these risk elements apply across payment channels 3 4 5 Five Steps to Risk Management 1. Identify and understand your major risks 5. Align 2. Decide strategies and which risks the organization Risk are natural around risk 4. Embed risk 3. Determine in all decisions capacity and & processes tolerance for risk 6 Payments Used to be simple Cash Banking Circa 1970 Wire Checks Transfer 7 Payments are now more complex Cash Mobile Checks Wire Virtual Transfer Banking Circa 2014 Remote ATM’s Deposit Debit ACH Cards Credit Cards 8 Risk Categories 1. Financial Risks 2. Management Risks 3. Operational Risk 9 1. Financial Risks • Interest rate – Deposit terms and rates • Price – Non-interest income • Liquidity – Deposit operations fund the bank 10 Financial Risks Interest Rate • Asset Liability Committee (ALCO) in place • Assets = ? • Liabilities = ? • Spread • Impact on earnings today? • Impact on earnings next year? • Stress tests • Emphasis on Capital 11 Financial Risks Pricing • Direct impact on earnings • Missed opportunities • FI’s philosophy • Customer relations • Market relevance • Regulatory intervention – Overdraft programs – Durbin amendment – Dodd-Frank Amendment 1073 – CFPB 12 Financial Risks Liquidity • Deposit operations provide the overwhelming majority of funding for loan operations • Interest rates and pricing impact liquidity • Critical to success of the bank – Many recent failures were liquidity driven 13 2.
    [Show full text]