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F INANCIAL S ERVICES V OLUNTEER C ORPS

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  1. FINANCIALSERVICESVOLUNTEERCORPS Developing Examiner Guidelines for Evaluating Commercial Bank Internal Control (Internal Audit Exam Review) Banque d’Algerie (BdA) June 14-18, 2009 Presented by: Robert Lyon, Retired Credit Risk Officer FRB

  2. Internal Audit Examiner Review • Review Audit Committee Charter • Review Audit structure and Reporting • Assess skills of Audit Committee and audit staff • Assess independence of Committee and audit staff • Review Audit Committee Activities • Agenda • Minutes • Reports to Board

  3. Examiner Review (continued) • Review Internal Audit performance to plan • Determine adequacy of audit coverage • Review audit manuals and internal control questionaires • Review risk assessments and audit plan • Review a sample of audit reports and workpapers • Review all internal audit reports since prior exam • Management responses • Significant open issues

  4. Examiner Review - Audit Committee Guidance • Majority should be independent of management • Ensure that the internal audit function reports to the Governing Board • Members should have appropriate backgrounds

  5. Examiner Review - Audit Function Independence • Functionally segregated from operations • Board or Audit Committee should review salary and performance of internal audit • Determine Committee review of audit findings and frequency • Review minutes of Audit Committee and responses thereto • Ensure appropriate limits or prohibitions on auditor borrowings

  6. Examiner Review – Is the Audit Department adequately staffed? • Qualifications of staff, education and experience • Evaluate ability to communicate and relate • Are staff experienced in specialized areas • MIS, capital markets, trust, fiduciary • Evaluation the audit training program • Assess the level of turnover and vacancies

  7. Examiner review of Internal Control Systems • Evaluate Code of Conduct • Evaluate Conflict of Interest • Evaluate commitment to integrity and ethical values • Evaluate reporting relationships • Evaluate the provision of information • Does it facilitate monitoring of objectives • Detail financial position and operating results

  8. Characteristics of a Strong Audit Committee • Includes outside directors • Packages allow it to monitor audit effectiveness • Approves deviations from plan • Can request additional or follow-up audits • Approves any special projects requested by internal audit • Meets with the internal audit without management • Has authority and funding to engage consultants • Reviews and approves risk assessments

  9. Examination Red Flags related to Internal Audit Activities • Staffing is inadequate; key skills missing • Training is inadequate • Audit Program scope and procedures incomplete • Risk assessment coverage is are inadequate • Process lacks completeness • Rating system is unevenly applied • Limited or no transaction testing • Communication of issues is poor or incomplete • Issues not ranked • Accountability not established • Focus is on technology versus people and processes

  10. Examination Red Flags Related to Internal Controls • Data integrity is poor or inconsistent • Segregation of duties or dual control lacking • Continuity planning is inadequate • Systems access is excessive and beyond business needs • Monitoring is weak, absent, or lacks independence • Personnel issues • Chronic staff shortages and vacancies in key areas • Hiring and background checking processes weak • Incentive pay not performance based

  11. Traditional Process Point-in-time Surprise Entry No reliance on internal audit Revalidation of the balance sheet and income statement; lots of tables and numbers Heavy Compliance emphasis with regulations Significant transaction testing Reviewed a large percentage of loans 11

  12. Elements of Change occurred • Still point in time, but • More emphasis on internal controls • Report format still rigid, but less tables • Still heavy loan orientation, but added • Liquidity analysis • Interest rate sensitivity

  13. Evolution of Examination Process • Heavy reliance on bank’s internal controls/risk management systems • Continuous supervision/risk assessment • Customized examination plan • Focused approach is • More effective and efficient • Reduces regulatory burden 13

  14. Risk-focused Examination Principles Encourage strong risk management practices in banks Tailor supervisory plan to individual bank risks Early warning system Don’t repeat what has already been performed by reliable sources 14

  15. Risk-Focused Process • Community Bank Supervision • Annual on-site examinations and quarterly meetings with bank management • Large Complex Bank Supervision • Examiners assigned full time to institution with heavy emphasis on continuous monitoring plus a series of target examinations 15

  16. Steps in the Process Develop an approach appropriate to the institution Develop a standard set of documents to describe the institution and document the examination approach 16

  17. Examination Timeline Off-Site Individual Profile Supervisory Plan Risk Assessment Scope Memo Entry Letter Off-Site On-Site Review Follow up Monitor TransactionTesting Analysis Discussions 17

  18. The Risk-Focused Exam Process Understanding the Institution and Information Gathering Assessing Institutional Risk by Evaluating Risks and Risk Control Systems Determining Supervisory Work Defining Examination Activities Customizing Information Requests for the On-site Examination • Institutional Profile • Risk Matrix and Risk Assessment • Supervisory Plan / Examination Program • Scope Memorandum • Entry Letter 18

  19. The Risk-Focused Exam Process Performing On-site Examination Reporting Examination Findings Conducting Ongoing Off-Site Supervision Use of Examination Modules: Work paper Program Examination report or other summary documents; Exit Meetings with Management and/or Board Updating Risk-Focused Documents; Surveillance and Monitoring; Management meetings 19

  20. Risk CategoriesInherent Risk Credit Market Liquidity Operational Legal Reputational 20

  21. Inherent Risk • The level of risk that is present in business activities conducted by a bank • The inherent risk involved in that activity should be described as • High • Moderate, or • Low 21

  22. High Inherent Risk High inherent risk exists where the activity is significant or positions are large in relation to the institution’s resources or to its peer group, where there are a substantial number of transactions, or where the nature of the activity is inherently more complex than normal. The activity potentially could result in a significant and harmful loss to the institution. 22

  23. Moderate Inherent Risk Moderate inherent risk exists where positions are average in relation to the institution’s resources or to its peer group, where the volume of transactions is average, and where the activity is more typical or traditional. While the activity could result in a loss to the organization, the loss could be absorbed by the organization in the normal course of business 23

  24. Low Inherent Risk Low inherent risk exists where the volume, size, or nature of the activity is such that even if the internal controls have weaknesses, the risk of loss is remote or, if a loss were to occur, it would have little negative impact on the institution’s overall financial condition 24

  25. Risk Management Effective risk management is the ability to adequately identify, measure, monitor and control the risks that are involved in its various products and lines of business in a safe and sound manner. 25

  26. Risk Management Components • When assessing the adequacy of an institution’s risk management systems, primary consideration on the following key elements is essential: • Active board and senior management oversight • Adequate of policy and procedures • Adequate risk management, monitoring, and management information system, and • Comprehensive internal controls and audit 26

  27. Relative Strength of Risk Management Processes • Relative strength should be characterized as • Strong • Acceptable • Weak 27

  28. Relative Strength of Risk Management Processes Strong Risk Management indicates that management effectively identifies and controls all major types of risk posed by the relevant activity. Board and management participate in managing risk and ensure proper policies exist. Policies and limits are supported by monitoring procedures, reports and management information systems that are accurate and timely. Internal controls and audit are appropriate for the activities of the institution. There are few exceptions to established policies and none of these exceptions would lead to a significant loss to the organization. 28

  29. Relative Strength of Risk Management Processes Acceptable Risk Management indicates that the institution’s risk management systems, although largely effective, may be lacking to some modest degree. It reflects an ability to cope successfully with existing and foreseeable exposure that may arise in carrying out the institution’s business plan. While the institution may have some minor risk management weaknesses, these problems have been recognized and addressed. Overall, the board and senior management oversight, policies, and limits, risk monitoring and information systems are considered effective. Risks are generally controlled in a manner that does not require more than normal supervisory attention. 29

  30. Relative Strength of Risk Management Processes Weak Risk Management indicates risk management systems are lacking in important ways and therefore, are a cause for more than normal supervisory attention. The internal control system may be lacking in important aspects, particularly as indicated by continued control exceptions or by the failure to adhere to written policies and procedures. The deficiencies associated in these systems could have adverse effects on the safety and soundness of institution or could lead to a material misstatement of its financial statements if corrective actions are not taken. 30

  31. Board and Senior Management Oversight Expectations The board of directors and senior management have identified and have a clear understanding and working knowledge of the types of risks inherent in the institution’s activities and have made appropriate efforts to remain informed about these risks as financial markets, risk management practices, and the institution’s activities evolve. 31

  32. Board and Senior Management Oversight Expectations The board has reviewed and approved appropriate policies to limit risks inherent in the institution’s lending, investing, trading, trust, fiduciary and other significant activities or products. 32

  33. Board and Senior Management Oversight Expectations The board and management are sufficiently familiar with and are using adequate record keeping and reporting systems to measure and monitor the major sources of risk to the organization. 33

  34. Board and Senior Management Oversight Expectations The board periodically reviews and approves risk exposure limits to conform with any changes in the institution’s strategies, addresses new products, and reacts to changes in market conditions. 34

  35. Board and Senior Management Oversight Expectations Management ensures that its lines of business are managed and staffed by personnel with knowledge, experience, and expertise consistent with the nature and scope of the banking organization’s activities. 35

  36. Board and Senior Management Oversight Expectations Management ensures that the depth of staff resources is sufficient to operate and manage soundly the institution’s activities and that its employees have the integrity, ethical values, and competence that are consistent with a prudent management philosophy and operating style. 36

  37. Board and Senior Management Oversight Expectations Management at all levels provides adequate supervision of the daily activities of officers and employees, including management of senior officers or heads of business lines. 37

  38. Board and Senior Management Oversight Expectations Management is able to respond to risks that may arise from changes in the competitive environment or from innovations in markets in which the organization is active. 38

  39. Board and Senior Management Oversight Expectations Before embarking on new activities or introducing products new to the institution, management identifies and reviews all risks associated with the activity or product and ensures that the infrastructure and internal controls necessary to manage the related risks are in place. 39

  40. Adequate Policies, Procedures, and Limits

  41. Adequate Policies, Procedures, and Limits The institution’s policies, procedures, and limits provide for adequate identification, measurement, monitoring, and control of the risks posed by its activities. 41

  42. Adequate Policies, Procedures, and Limits The policies, procedures, and limits are consistent with management’s experience level, the institution’s stated goals and objectives, and the overall financial strength of the organization. 42

  43. Adequate Policies, Procedures, and Limits Policies clearly delineate accountability and lines of authority across the institution’s activities. Policies provide for the review of activities new to the financial institution to ensure that the infrastructures necessary to identify, monitor, and control risks associated with an activity are in place before the activity is initiated. 43

  44. Adequate Risk Monitoring and Management Information Systems

  45. Adequate Risk Monitoring and Management Information Systems The bank’s risk monitoring practices and reports address all of its material risks. Key assumptions, data sources and procedures used in measuring risk are appropriate, documented, and tested for reliability. 45

  46. Adequate Risk Monitoring and Management Information Systems Reports and other forms of communication are consistent with the banking organization’s activities, are structure to monitor exposures and compliance with established limits, goals, or objectives, and as appropriate, compare actual versus expected performance. 46

  47. Adequate Risk Monitoring and Management Information Systems Reports to management or to the institution’s directors are accurate and timely and contain sufficient information for decision-makers to identify an adverse trends and to evaluate adequately the level of risk faced by the institution. 47

  48. Adequate Internal Controls

  49. Adequate Internal Controls The system of internal controls is appropriate to the type and level of risks posed by the nature and scope of the organization’s activities. The institution’s organizational structure establishes clear lines of authority and responsibility for monitoring adherence to policies, procedures and limits. 49

  50. Adequate Internal Controls Reporting lines provide sufficient independence of the control areas from the business lines and adequate separation of duties throughout the organization’s activities. Official organization structures reflect actual operating practices. 50