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There are a lot of areas covered in your comment: efficiency; credit quality (human side or character in an impersonal environment); and policy adherence. We define efficiency and effectiveness using these metrics: • Turnaround time from application submission to decision; • Resulting delinquencies based upon type of underwriting (centralized vs. decentralized); • Production levels between centralized and decentralized; • Performance of the portfolio based upon type of underwriting; and • Turnaround time from application submission to decision Due to the nature of Experian’s technology, we are able to capture start and stop times of the typical activities related to loan origination. After analyzing the data from 160+ financial institutions of all sizes, Experian publishes an annual small business benchmark report that documents loan origination process efficiencies and inefficiencies, benchmarking these as industry standards. Turnaround Time From the benchmark report, we’ve seen that institutions that are centralized have consistently had a turnaround time that is half of those with decentralized environments. Interestingly, turnaround time is also much faster for the larger institutions than for smaller. This is confusing because the smaller community banks tend to promote the close relationship they have with their clients and their communities. Yet, when it comes to actually making a loan decision, it tends to take longer. In addition to speed, another aspect of turnaround is consistency. We all can think of situations where we were able to beat the stated turnaround times of the larger or the centralized institutions. Unfortunately, these tend to be isolated instances versus the consistent performance that is delivered in the centralized environment. Resulting delinquencies based upon type of underwriting/Performance of the portfolio based upon type of underwriting Again, referring to the annual small business lending benchmark report, delinquencies in a centralized environment are 50% of those in a decentralized environment. I have worked with a number of institutions that allow the loan officer/relationship manager to “reverse the decision” made by a centralized underwriting group. The thinking is that the human aspect is otherwise missing in centralized underwriting. When the data is collected, though, the incremental business/portfolio that is approved by the loan officer (who is close to the client and knows the human side) is not profitable from a credit quality perspective. Specifically, this incremental portfolio typically has a net charge-off rate that exceeds the net interest margin — and this is before we even consider the non-interest expense incurred. Your choice: is the incremental business critical to your success…or could you more fruitfully direct your relationship officer’s attention elsewhere? Production levels between centralized and decentralized Not to beat a dead horse, but the multiple of two comes into play here too. As one looks at the throughput of each role (data entry, underwriter, relationship manager/lender), the production levels of a centralized environment are typically double that of a decentralized. It’s clear that the data point to the efficiency and effectiveness of a centralized environment

By: Kari Michel This blog is a continuation of my previous discussion about monitoring your new account acquisition decisions with a focus on decision management. Decision management reports provide the insight to make more targeted decisions that are sound and profitable. These reports are used to identify: which lending decisions are consistent with scorecard recommendations; the effectiveness of overrides; and/or whether cutoffs should be adjusted. Decision management reports include: • Accept versus decline score distributions • Override rates • Override reason report • Override by loan officer • Decision by loan officer Successful lending organizations review this type of information regularly to make better lending policy decisions. Proactive monitoring provides feedback on existing strategies and helps evaluate if you are making the most effective use of your score(s). It helps to identify areas of opportunity to improve portfolio profitability. In my next blog, I will discuss the last set of monitoring reports, scorecard performance.

Put yourself in the shoes of your collections team. The year ahead is challenging. Workloads are increasing as consumer debt escalates, and collectors are working tiring, stressful shifts talking to people who don't want to talk about their debts.What kind of incentives can improve your collections performance and at the same time as create a well motivated and productive team?IntroductionFinancial incentives have long been a popular method to help boost staff performance. These rewards usually relate to the achievement of certain goals — either personal, team, organizational or a combination of all three. A well-constructed incentive plan will increase staff morale and loyalty, as well as making a valuable difference to the bottom line. It can help ensure you are managing a team who are running at full speed and capability during these busy, turbulent times.However, collections managers can also implement alternative non-monetary incentive programs that can boost staff commitment and effectiveness.This series of postings identifies cash and non-cash alternatives that can help build and maintain a motivated team.Getting StartedBefore introducing a new incentive plan, clearly explain your objectives to the team. If your main goal is to maximize profitability, boost morale by letting your team know they are a major source of profit. Their understanding of how individual performance relates to the business will deepen their commitment to the program once it begins.To help you decide what to include in the incentive plan, you must first understand what drives your team. This should be ascertained by conducting regular performance appraisals, call monitoring, attitude surveys and informal conversations. Your staff will likely tell you that increased status and recognition, higher pay, better working conditions and improved benefits would increase both morale and performance. We can look into incentives that address these requirements individually, but let's begin with the most obvious: money.Money is a powerful motivatorThe current economic climate guarantees that money is more important to your team members than ever; they want to be financially rewarded for their efforts. In this industry, collectors work individually so it is wise to target them in this way when using financial incentives.Comparing individuals can also achieve higher performance levels because the cachet of being 'top dog' is a real motivator for some people.Our advice is to begin by targeting staff in three familiar areas and ensure from the start that your collections system delivers the depth and granularity of management information to support your incentive program.I would like to thank the Experian collections experts who contributed to this four-part series. The rest of the series will be posted soon!


