Plansmith Blog

Financial institutions are not like other businesses. After all how many other businesses get a daily statement of condition? In what other business is the balance sheet also the product list? It must be remembered that a financial institution’s directors typically come from other industries. For these reasons, it is management’s responsibility to translate the business model, key operating ratios and banking language into terms familiar to directors to insure meaningful dialog.

Now that you have clarified your purpose , we can discuss using the right tools.

While "No pain, no gain" may be an effective strategy for muscle building, it is counter-productive in margin management. There are institutions that have an entire staff devoted to running asset-liability management systems only to finish in time for the ALCO meeting, only to begin all over again.

Just because we can use a computer does not make it useful. We are continually amazed by supposedly sophisticated systems that can require several hours to produce a single scenario. These models discourage creativity and thoughtful analysis. Models should shorten the time and data requirements for use otherwise; no one will want to use them.

Planning models are learning tools not predictors. The more scenarios investigated the more we learn about the behavior of our margin and our organization. Speed of operation is not just a convenience, but it encourages learning and allows us to sharpen our strategies. More importantly, speed allows continuity of thought when developing an idea. We get immediate feedback. A model must be efficient to be effective. We can take a good model right into your ALCO meeting and simulate new ideas on the fly.

Asset-liability management complexity increases inversely to the volume of data. Effective modeling systems actually generate their own input based on our assumptions using relationships. Prepayments, for example, should automatically adjust by the system for every change in the rate environment. Growth and seasonal distribution of new balances should automatically adjust as rates rise or fall to reflect customer behavior or competition. Models should reduce data entry, save time and give results that are more thorough.

When we speak of a models speed, it applies to more than just the computations. Speed, when communicating concepts are even more important to the strategy development. Graphics are the best way to transmit the issues and solutions quickly and clearly. These are not just time series graphs but rather behavioral graphs that become models to use to forecast and explain behavior. Behavior graphics lead naturally to action plans.

For example, behavioral analyses using multiple rate shock simulations allow us to describe a completed asset-liability management analysis into a quick and complete display or description of yield and margin behavior. Through graphs, we see both description of the problem and the solution simultaneously. No other format provides this prospective. Using these powerful tools, we turn complexities into simplicity.

At the risk of branded a heretic, let me say that the solution to margin management is not to be found in the accounting systems. Regardless of the linkages between general ledger, accounts payable, fixed assets, investments, loans, deposits and your asset-liability management system, the answer is not there. The data in your accounting system is the history. Bankers are often so rooted in their general ledger, that they mistakenly believe that they must pull data directly from the mainframe or they cannot do and effective job. Although that is comforting, asset-liability management and the ALCO must deal with the future, not the past.

Check back for the final part of this series, "Why ALCOs Fail: Staffing the ALCO" .

The Asset Liability Committee, ALCO, is often best characterized as observers of the margin rather than controllers of margin behavior. Why, after all the meetings, sophisticated computer software, consultants and regulatory pressure, do ALCOs fail management? Because unlike a financial institution failure, it continues to function, it simply just does not make a difference. There is motion with no progress.

As providers of community bank and credit union planning software and consulting services for over 40 years, it is our mission to help our clients make the entire planning and management process both efficient and effective. To that end, we conduct ongoing research into the challenge of building an effective ALCO.

We have been able to identify three reasons for ALCO failure:

1) Unclear purpose

2) Wrong tools

3) Wrong people

In the first part of this series, we will be addressing the issue of having an unclear purpose.

Clarity of Purpose

To quote Alice in Wonderland’s Cheshire Cat "if you don’t know where you are going, then any road will take you there." Does your community bank's ALCO have a destination or goal? While developing the goal, the first controversy we usually meet is whether the ALCO is limited to margin issues, or should it deal with decisions related to the entire institution? As we talk to bankers, we find that many ALCO meetings become loan meetings; others complain that they become embroiled in complex investment products. The largest segment of ALCO’s review their gap reports, discuss data inaccuracies, and review rates then adjourn.

The first step toward creating an effective ALCO is to define its goals and objectives. Why are we here? What is our purpose? How will we know we are truly effective? What is asset-liability management anyway? How do we do this job? Who should be on this committee? What resources do we have available to us?

Once the strategic issues are resolved, other questions should be considered. What is the best margin we can achieve in this environment? Most institutions would gladly take a 5% margin, but it is probably impossible in their market, in this environment. Other considerations include calculating the required margin. There is a minimum margin that can be computed by adding capital formation requirement, dividends, net overhead, loan losses and taxes, i.e., all those cash flows the margin must support. These considerations help us quantify the goals and even suggest strategies to reduce the pressure on the margin and establish realistic margin goals.

In addition to a strategic plan, the ALCO need an ALCO policy to serve as a guide as the ALCO moves forward. Most recently developed ALCO policies include measurement of risk using simulation results and margin minimum and maximums, or possibly allowable margin changes under multiple rate scenarios, high, low and most likely.

Finally, an ALCO action plan should be the product of the meeting. Always conclude your ALCO meetings with specific set of actions to be executed by designated individuals operating within a specific timetable. Even if everything is going according to plan and the committee elects to do nothing, that is an action plan and should be noted in the minutes. With this simple discipline, you will reap substantial rewards for your efforts.

Check back for parts two and three of this series, "Why ALCOs Fail: The Wrong Tools" and "Why ALCOs Fail: Staffing the ALCO" .