Tag: covid-19

This is the first to a series of blog posts highlighting optimization, artificial intelligence, predictive analytics, and decisioning for lending operations in times of extreme uncertainty.   Like all businesses, lenders are facing tremendous change and uncertainty in the face of the COVID-19 crisis.  While focusing first on how to keep their employees and customers safe during the new normal, they are asking how to make data-driven decisions in this new environment.  It’s only natural that business people are skeptical about whether analytics will work in a situation like today's – in which the data deviate from all historical precedents.  Certainly, nobody predicted, for example, that the number of loans with forbearance requests would increase by over 1000% during each two-week period in March. Can anyone possibly make an optimized decision when things are changing so quickly and when so many things are unknown?   Prescriptive analytics – also known as mathematical optimization – is the practice of developing a business strategy to achieve a business objective subject to capacity and other constraints, often using a demand forecast. For example, banks use optimization software to develop marketing and debt management strategies to run their lending operations.  But what happens when the demand forecast might be wrong, when the constraints change quickly, and when decision-makers cannot agree on a single objective? The reality is that decisionmakers have to balance multiple competing objectives related to many different stakeholders. And, especially during the COVID-19 crisis and the period of change that will certainly follow, they have to do so in the face of uncertainty.   Let's discuss some of the methods that analysts use to control risk while optimizing lending practices during times like these. These techniques, collectively known as robust optimization and robust statistics, help lenders and other business people deal with the uncomfortable reality that we do not know what the future holds.     Consider a hypothetical bank or other lender servicing a portfolio of consumer loans and forecasting its loss performance in this environment. Management probably has several competing objectives: they want to improve service levels on their digital channel, they want to minimize credit and fraud losses, they're facing a reduced operating budget, and they're not certain how many employees they will have and which vendors will be able to provide adequate service levels. Furthermore, they anticipate new and unpredicted changes, and they need to be able to update their strategies quickly.   The mathematics can be quite technical, but Experian’s Marketswitch Optimization is user-friendly software to help businesspeople--not engineers--design and deploy optimal strategies for practices such as Account Management and Loan Originations while facing such a dynamic and uncertain environment. The bank's business analysts (not computer specialists or mathematicians) will use techniques such as these:   With Sensitivity Analysis, the analysts will explore the performance of their optimized Account Management, Collections, and Loan Originations strategies while considering possible changes in input variables.   Optimization Scenarios with Uncertainty (technically known as Stochastic Optimization) allow the managers and analysts to design operational strategies that control risk, particularly the bank’s exposure to probabilistic and worst-case scenarios.   Using Scenario Performance Analysis, the lender's team will validate and test their optimization scenarios against a variety of different data sets to understand how their strategies would perform in each case.   Model Quality Evaluation techniques help the credit risk managers compare model predictions against actual performance during a quickly changing economy.   Model impact analysis (related to Model Risk Management) helps senior leadership assess when it is time to invest in improving its statistical models.   Robust Model Calibration Analysis removes unjustifiable variations in the lender's predictive models to make their predictions more valid as things change over time.   These six advanced analytics techniques are especially helpful when developing business strategies for a time in which some values are unknown—including future unemployment levels, staffing budgets, data reporting practices, interest rates, and customer demands.  Business decisions can—and arguably must—be optimized during times of uncertainty. But during times like these, it is especially important that the analysts understand how and why to account for the uncertainty in both the data and the models.   Lenders, are you optimizing your servicing and debt management strategies? It has never been more important than now to do so--using the advanced techniques available to manage uncertainty mathematically. Learn more about how Marketswitch can help you solve complex business problems and meet organizational objectives. Learn more

Article written by Alex Lintner, Experian's Group President of Consumer Information Services and Sandy Anderson, Experian's Senior Vice President of Client and Sales Operations Many consumers are facing financial stress due to unemployment and other hardships related to the COVID-19 pandemic. Not surprisingly, data scientists at Experian are looking into how consumers’ credit scores may be impacted during the COVID-19 national emergency period as financial institutions and credit bureaus follow guidance from financial regulators and law established in Section 4021 of the Coronavirus Aid, Relief, and Economic Security Act (CARES Act). In a nutshell, Experian finds that if consumers contact their lenders and are granted an accommodation, such as a payment holiday or forbearance, and lenders report the accommodation accordingly, consumer scores will not be materially affected negatively. It’s not just Experian’s findings, but also those of the major credit scoring companies, FICO® and VantageScore®. FICO has reported that if a lender provides an accommodation and payments are reported on time consistent with the CARES Act, consumers will not be negatively impacted by late payments related to COVID-19. VantageScore® has also addressed this issue and stated that its models are designed to mitigate the impact of missed payments from COVID-19. At the same time, if as predicted, lenders tighten underwriting standards following 11 consecutive years of economic growth, access to credit for some consumers may be curtailed notwithstanding their score because their ability to repay the loan may be diminished. Regulatory guidance and law provide a robust response Recently, the Federal Reserve, along with the federal and state banking regulators, issued a statement encouraging mortgage servicers to work with struggling homeowners affected by the COVID-19 national emergency by allowing borrowers to defer mortgage payments up to 180-days or longer. The Federal Deposit Insurance Corporation stated that financial institutions should “take prudent steps to assist customers and communities affected by COVID-19.” The Office of the Comptroller of the Currency, which regulates nationally chartered banks, encouraged banks to offer consumers payment accommodations to avoid delinquencies and negative credit bureau reporting. This regulatory guidance was backed by Congress in passing the CARES Act, which requires any payment accommodations to be reported to a credit bureau as “current.” The Consumer Financial Protection Bureau, which has oversight of all financial service providers, reinforced the regulatory obligation in the CARES Act. In a statement, the Bureau said “the continuation of reporting such accurate payment information produces substantial benefits for consumers, users of consumer reports and the economy as a whole.” Moreover, the consumer reporting industry has a history of successful coordination during emergency circumstances, like COVID-19, and we’ve provided the support necessary for lenders to report accurately and consistent with regulatory guidance. For example, when a consumer faces hardship, a lender can add a code that indicates a customer or borrower has been “affected by natural or declared disaster.” If a lender uses this or a similar code, a notification about the disaster or other event will appear in the credit report with the trade line for the customer’s account and will remain on the trade line until the lender removes it. As a result, the presence of the code will not negatively impact the consumer credit score. However, other factors may impact a consumer’s score, such as an increase in a consumer’s utilization of their credit lines, which is a likely scenario during a period of financial stress. Suppression or Deletion of late payments will hurt, not help, credit scores In response to the nationwide impact of COVID-19, some lawmakers have suggested that lenders should not report missed payments or that credit bureaus should delete them. The presumption is that these actions would hold consumers harmless during the crisis caused by this pandemic. However, these good intentions end up having a detrimental impact on the whole credit ecosystem as consumer credit information is no longer accurately reflecting consumers’ specific situation. This makes it difficult for lenders to assess risk and for consumers to obtain appropriately priced credit. Ultimately, the best way to help is a consumer-specific solution, meaning one in which a lender reaches an accommodation with each affected individual, and accurately reflects that person’s unique situation when reporting to credit bureaus. When a consumer misses a payment, the information doesn’t end up on a credit report immediately. Most payments are monthly, so a consumer’s payment history with a financial institution is updated on a similar timeline. If, for example, a lender was required to suppress reporting for three months during the COVID-19 national emergency, the result would be no data flowing onto a credit report for three months. A credit report would therefore show monthly payments and then three months of no updates. The same would be true if a credit reporting agency were required to suppress or delete payment information. The lack of data, due to suppression or deletion, means that lenders would be blinded when making credit decisions, for example to increase a credit limit to an existing customer or to grant a new line of credit to a prospective customer. When faced with a blind spot, and unable to assess the real risk of a consumer’s credit history, the prudential tendency would be to raise the cost of credit, or to decrease the availability of credit, to cover the risk that cannot be measured. This could effectively end granting of credit to new customers, further stifling economic recovery and consumer financial health at a time when it’s needed most. Beyond the direct impact on consumers, suppression or deletion of credit information could directly affect the safety and soundness of the nation’s consumer and small business lending system. With missing data, lenders and their regulators would be flying blind as to the accurate information about a consumer’s risk and could result in unknowingly holding loan portfolios with heightened risk for loss. Too many unexpected losses threaten the balance of the financial system and could further seize credit markets. Experian is committed to helping consumers manage their credit and working with lenders on how best to report consumer-specific solutions. To learn more about what consumers can do to manage credit during the COVID-19 national emergency, we’ve provided resources on our website. For individuals looking to explore options their lenders may offer, we’ve included links to many of the companies and update them continuously. With good public policy and consumer-specific solutions, consumers can continue to build credit and help our economy grow.  

This is the final part of a three part series of blog posts highlighting key focus areas for your response to the COVID-19 health crisis: Risk, Operations, Consumer Behavior, and Reporting and Compliance. For more information and the latest resources, please visit Look Ahead 2020, Experian’s COVID-19 resource center with the latest news and tools for our business partners as well as links to consumer resources and a risk simulator. To read the first post, click here. To read the second post, click here.  Consumer Behavior Changes Consumers will be hit hard by the economic fallout from the virus. They’ll need to manage available credit and monthly income to bridge the gap when many people are faced with lost wages, tips and the ability to work. Often, the only way to monitor these short-term risks is with trended credit attributes, from both traditional and alternative data sources. These attributes were developed to provide additional insights into how consumer credit usage is trending over time. Is their debt and spending increasing? Have their credit lines been reduced? Have they historically been a transactor but have now started revolving balances? Could the account be a synthetic identity, set up for intentional misuse of credit? The most predictive attributes available in these times can transform how you can identify and respond to risk.   Reporting and Compliance The regulatory environment is continuing to shift. There are continuous changes to compliance in the digital space for emerging channels and applications. There will be impacts to credit reporting and processes that may echo the response from other major natural disasters. The good news is that the framework developed for Comprehensive Capital Analysis and Review (CCAR) stress testing can be used to run scenarios and understand impacts. Although bank capital is very strong, additional regulation, such as the Current Expected Credit Losses (CECL), with all the latest shifts around compliance, may continue to increase the pressure on financial institutions. Having an adaptable process to forecast and stress-test scenarios to adjust capital requirements, especially in light of government fiscal and monetary stimulus measures, will be at the core of managing financial stability during a period of changes.   Conclusion We need to brace for the pending recession after the longest economic expansion in our lifetimes. These are the times where organizations may struggle to survive or thrive in the face of adversity. This is the time to act on your strategic plan, lean on your strategic partners, and leverage industry leading data and capabilities to soften the landing and thrive in the next phase of growth. Let’s prepare and get through this, together.   Learn More

This is the second of a three part series of blog posts highlighting key focus areas for your response to the COVID-19 health crisis: Risk, Operations, Consumer Behavior, and Reporting and Compliance. For more information and the latest resources, please visit Look Ahead 2020, Experian’s COVID-19 resource center with the latest news and tools for our business partners as well as links to consumer resources and a risk simulator. To read the introductory post, click here.  Strategic Focus on Risk The last recession spurred an industry-wide systemic focus on stressed scenario forecasting. Now’s the time to evaluate the medium- to long-term impacts of the downturn response on portfolio risk measurement. The impact will be wide ranging, requiring recalibration of scorecards and underwriting processes and challenging assumptions related to fees, net interest income, losses, expenses and liquidity. There are critical inputs to understand portfolio monitoring and benchmarking by account types and segments.   Higher unemployment across the country is likely. You need a thorough response to successfully navigate the emerging risks. Expanding credit line management efforts for existing accounts is critical. Proactively responding to the needs of your customers will demand a wide range of data and analytics and more frequent and active processes to take action. Current approaches and tools with increased automation may need to be reevaluated. When sudden economic shocks occur, statistical models may still rank-order effectively, while the odds-to-score relationships deteriorate. This is the time to take full advantage of explainable machine learning techniques to quickly calibrate or rebuild scorecards with refreshed data (traditional and alternative) and continue the learning cycle.   As your risk management tools are evaluated and refreshed, there are many opportunities to target your servicing strategies where they can produce results. This may take the form of identifying segments exhibiting financial stress that can benefit from deferred payments, loan consolidation or refinancing. It might also involve more typical risk mitigation strategies, such as credit line reduction. There are several scenarios that may emerge over the next nine to 12 months that can offer opportunities to deepen relationships with your customers while managing long-term risk exposure. Optimizing Business Operations One of the most significant impacts to your business is the increase in transaction volumes as a result of the economic shock. We expect material increases in collections, refinancing and hardship programs. These increases are arriving at a time when many businesses have streamlined their teams in concert with periods of low delinquency and credit losses. Additional strain from call center shutdowns and limited staffing can easily overwhelm operations and cause business continuity plans to breakdown.   More than ever, the use of digital channels and self-servicing technology are no longer nice-to-haves. Customers expect online access, and efficiency demands automation, including virtual assistants. As more volume migrates to these channels, it’s critical to have the right customer experience and fraud risk controls deployed through flexible, cloud-based systems.   Learn More

In uncertain times, we need to find ways to adapt to our situation. We want to help you manage through this unprecedented period.