CBA
Showing 209–224 of 247 results
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Going paperless? Take time to plan
Summer 2010
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 730
Abstract: The term “paperless” encompasses many different technologies, from remote deposit capture and online loan applications to back-office document management systems. More and more community banks are considering implementing the latter as imaging costs decrease. This article lists seven potential benefits of a document management system, and offers four tips for implementation. A sidebar discusses how to protect customer information if outsourcing this work.
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Telltale trouble – How to assess if a customer will fail
Summer 2010
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 708
Abstract: The economy is on the mend, but businesses of all kinds continue to shut their doors. To protect themselves, banks need to identify borrowers that can’t turn themselves around. Identifying strengths will help them predict which of their business-loan customers likely will emerge from the down economy in good shape. And spotting warning signs will help them make the correct lending decisions — even when it means pulling the plug. This article describes both the strengths and weaknesses to look for.
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Combating mortgage fraud
Summer 2010
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 653
Abstract: Mortgage fraud is among the fastest growing white-collar crimes in the United States. But while there’s no foolproof method for fending off fraudsters, it’s critical for all banks to have an antifraud program. A report by the Federal Financial Institutions Examination Council provides a comprehensive look at mortgage fraud and outlines best practices for preventing fraud and red flags for detecting it. The report details older fraud schemes as well as newer ones and describes the most common mechanisms used to perpetrate these schemes.
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4 points to remember about D&O insurance
Spring 2010
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 529
Abstract: Last year’s so-called bailout of some of the nation’s largest banks created an excess of taxpayer ill will. To avoid similar misgivings among their customers, now’s an optimal time for banks to review their directors & officers (D&O) liability protection. It’s important to distinguish between the three parts of a typical policy, and keep in mind that broad coverage is desirable; limits should reflect the bank’s needs; and the insurance application should be accurate.
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Regulatory developments that affect your bottom line
Spring 2010
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 694
Abstract: Federal and state regulatory agencies can have a significant impact on a bank’s bottom line, so it’s important to monitor their activities. Doing so can reveal opportunities to boost — or situations that shrink — the bottom line. This article discusses three recent regulatory developments: Regulation R, which defines the extent to which a bank’s securities activities are subject to SEC oversight; state enterprise zones; and whether FDIC premium deductions will be permitted.
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Model behavior – Is your ALM model capturing your bank’s risks?
Spring 2010
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 444
Abstract: Asset-liability management (ALM) is a critical activity for banks — not just for meeting regulators’ expectations, but also as a strategic tool for controlling risk and enhancing performance. In today’s high-risk environment, it’s critical for a bank’s board of directors or asset and liability committee to take a proactive approach to ALM. There are a variety of ALM modeling software programs available, but the type of model and level of sophistication that’s right for a particular bank depends on the bank’s size, complexity, business model, risk profile and other characteristics.
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CRE loan workout guidelines support process
Spring 2010
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 812
Abstract: Community banks with high concentrations of commercial real estate (CRE) loans face a dilemma: Even though it may be in the best interest of both bank and borrower to modify or restructure a troubled CRE loan, workouts may also create a risk that the loan will be adversely classified by bank examiners. And this can have a negative impact on the bank’s earnings, liquidity and capital. However, guidance issued last October from the federal banking agencies can help banks develop prudent workout strategies that will minimize adverse financial impact. A sidebar discusses whether a modified CRE loan constitutes a troubled debt restructuring.
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Managing vendor risk
Winter 2010
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 407
Abstract: Many banks outsource a variety of activities, but that doesn’t mean they can sign the contract and forget about it. Federal regulations require banks to develop and maintain a vendor management program designed to protect customer information. And while these requirements may seem daunting, especially for smaller community banks, a risk-based approach can minimize the burden. There are several steps a bank should take to ensure compliance; an important part of the process is a formal risk assessment.
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OTTI: What it is and why you should care about it
Winter 2010
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 587
Abstract: A crucial accounting issue for banks is the treatment of other-than-temporary impairment (OTTI) for investments. Under previous rules, assets that experienced OTTI were written down to fair value, with a corresponding charge to earnings. Many banks felt that this treatment was unfair, particularly for securities they had no intention of selling. In mid-2009, FASB issued guidance that changes the way these impairments are recorded for certain securities. OTTI can have a significant impact on bank earnings and regulatory capital, so it’s important to have policies and procedures in place for classifying securities, determining fair value, assessing securities for OTTI and measuring the credit and noncredit components.
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Credit card overhaul – Comprehensive Reg Z and UDAP changes take effect July 1
Winter 2010
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 573
Abstract: Banks that issue credit cards have until July 1, 2010, to line up their compliance strategies for a massively changed set of UDAP (unfair or deceptive acts or practices) and Regulation Z (truth in lending) rules. The UDAP changes affect payment allocation, double-cycle billing, fee-based accounts and other issues, while the Regulation Z changes have an impact on credit advertising, billing error resolution, and other matters.
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Do you have a capital defense plan?
Winter 2010
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 1009
Abstract: Today, one of the biggest concerns of regulators is whether banks have adequate capital to withstand potential losses associated with high concentrations of commercial real estate loans. So it’s important that banks develop a capital defense plan as part of their preparation for regulatory exams. This article lists a number of best practices in this process, including reviewing and classifying one’s loan portfolio and reviewing and documenting the methodologies used to determine the allowance for loan and lease losses. A sidebar discusses a new FDIC rule regarding limits on deposit interest rates offered by institutions that are less than “well capitalized.”
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Buying a troubled bank — a good strategy if you do it right
Fall 2009
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 334
Abstract: For a healthy community bank, acquiring a failed or failing institution can provide a valuable strategic opportunity. But just because the price is low doesn’t mean it’s a bargain. More than ever, it’s important for an acquiring bank to define its strategy, perform thorough due diligence, focus on valuation issues, and determine the best deal structure.
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Reduce costs without losing control
Fall 2009
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 514
Abstract: In a weak economy, like it or not, cost-cutting is an integral part of strategy. There’s no one right way to cut costs, but it’s important to consider the potential impact on internal controls. Eliminating jobs can heighten a bank’s risk if affected employees are integral to internal control processes. But there are ways to mitigate the risks if such job cuts are absolutely necessary.
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Outsourcing: Another cost-saving strategy
Fall 2009
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 753
Abstract: In times when cost-cutting is king, outsourcing some functions can be more appealing than ever to community banks. But, as this article explains, the key to success is finding the areas of a bank’s operation that are right for outsourcing. Should the internal audit function be outsourced? What about human resources, mortgage fulfillment or proof-of-deposit functions? It’s also important to carefully select and monitor the service provider. And, as a sidebar explains, offshore outsourcing can be a challenge for community banks that pride themselves on knowing their customers better than their larger counterparts do.
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Measure for measure – Which profitability measurement tools are best for your bank?
Fall 2009
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 984
Abstract: With some banks failing and many struggling, this article emphasizes that it’s vital for a community bank to monitor its performance closely. But which measurements are best? Historically, return on assets (ROA) has been the most popular. But banks are now placing greater emphasis on ROE. And how does one make a fair comparison between the performances of different branches? Finally, regardless of how one measures profitability, it’s important to consider the impact of risk. A sidebar looks at a recent survey that shows how banks are measuring profitability and using the results.
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Are your business customers looking to switch banks?
Summer 2009
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 449
Abstract: A recent survey revealed that nearly half of small and middle-market companies in the U.S. are “actively seeking a new bank or would consider changing banks if presented with a compelling offer.” The main reasons companies want to switch banks are “lack of demonstrated commitment to the business,” “poor communication” and “uncertainty regarding financial health.” But many banks should be able to reverse the trend and hold onto customers by improving communications, making credit decisions on a case-by-case basis, showing more appreciation for long-term customers and providing greater transparency for their own financial condition.