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Part 2 To continue the discussion from my last post, we also must realize that the small business borrower typically doesn’t wait until we are ready to perform our regularly scheduled risk management review to begin to show problems. While a delinquent payment is a definite sign of a problem with the borrower, the occurrence of a delinquent payment is often simply too late for any type of corrective action and will result in a high rate of loss or transfer to special assets. There are additional pitfalls around the individual risk rating of the small business borrower or the small business loans; but, I won’t discuss those here. Suffice to say, we can agree that the following holds true for portfolio risk management of small business loans: Active portfolio management is a must; Traditional commercial portfolio management techniques are not applicable due to the cost and effectiveness for the typical small business portfolio; and Collection efforts conducted at the time of a delinquency is too late in the process. One last thing, the regulators are starting to place higher demands on financial institutions for the identification and management of risk in the small business portfolio. It is becoming urgent and necessary to take a different approach to monitor that portfolio. Just as we have learned from the consumer approach for originating the loans, we can also learn from the basic techniques used for consumer loan portfolio risk management. We have to rely upon information that is readily available and does not require the involvement of the borrower to provide such information. Basically, this means that we need to gather information (such as updated business scores and behavioral data) from our loan accounting platforms to provide us with an indication of potential problems. We need to do that in an automated fashion. From such information we can begin to monitor: Changes in the business score of the small business borrower; Frequency and severity of delinquencies; Balances maintained on a line of credit; and Changes in deposit balances or activity including overdraft activity. This list is not exhaustive, but it represents a solid body of information that is both readily available and useful in determining the risk present in our small business portfolio. With technology enabling a more automated assessment of these factors, we have laid the groundwork to develop an efficient and effective approach to small business portfolio management. Such an approach provides real- time regular assessment of the portfolio, its overall composition and the necessary components needed to identify the potential problem credits within the portfolio. It is past time to take a new approach toward the proactive portfolio management of our small business loan portfolio retaining the spirit of commercial credit while adapting the techniques of consumer portfolio management to the small business portfolio.

Part 1 In reality, we are always facing potential issues in our small business portfolio, it is just the nature of that particular beast. Real problems occur, though, when we begin to take the attitude that nothing can go wrong, that we have finally found the magic formula that has created the invincible portfolio. We’re in trouble when we actually believe that we have the perfect origination machine to generate a portfolio that has a constant and acceptable delinquency and charge-off performance. So, we all can agree that we need to keep a watchful eye on the small business portfolio. But how do we do this? How do we monitor a portfolio that has a high number of accounts but a relatively low dollar amount in actual outstandings? The traditional commercial portfolio provides sufficient operating income and poses enough individual client credit risk that we can take the same approach on each individual credit and still maintain an acceptable level of profitability. But, the small business portfolio doesn’t generate sufficient profitability nor has individual loan risk to utilize the traditional commercial loan portfolio risk management techniques. Facing these economic constraints, the typical approach is to simply monitor by delinquency and address the problems as they arise. One traditional method that is typically retained is the annual maturity of the lines of credit. Because of loan matures, financial institutions are performing annual renewals and re-underwriting these lines of credit — and complete that process through a full re-documentation of the line. We make nominal improvements in the process by changing the maturity dates of the lines from one year to two or three year maturities or, in the case of real estate secured lines, a five year maturity. While such an approach reduces the number of renewals that must be performed in a particular year, it does not change the basic methodology of portfolio risk management, regularly scheduled reviews of the lines. In addition, such methodology simply puts us back to the use of collections to actually manage the portfolio and only serves to extend the time between reviews. Visit my next post for the additional pitfalls around individual risk rating and ways to better monitor your small business portfolio.

I have heard this question posed and you may be asking yourselves: Why are referral volumes (the potential that the account origination or maintenance process will get bogged down due to a significant number of red flags detected) such a significant operations concern? These concerns are not without merit. Because of the new Red Flag Rules, financial institutions are likely to be more cautious. As a result, many transactions may be subject to greater customer identification scrutiny than is necessary. Organizations may be able to control referral volumes through the use of automated tools that evaluate the level of identity theft risk in a given transaction. For example, customers with a low-risk authentication score can be moved quickly through the account origination process absent any additional red flags detected in the ordinary course of the application or transaction. In fact, using such tools may allow organizations to quicken the origination process for customers. They can then identify and focus resources on transactions that pose the greatest potential for identity theft. A risk-based approach to Red Flags compliance affords an institution the ability to reconcile the majority of detected Red Flag conditions efficiently, consistently and with minimal consumer impact. Detection of Red Flag conditions is only half the battle. Responding to those conditions is a substantial problem to solve for most institutions. A response policy that incorporates scoring, alternate data sources and flexible decisioning can reduce the majority of referrals to real-time approvals without staff intervention or customer hardship.


