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Banking by the Numbers. Or how to measure what happens between the front line and the bottom line Presented by Gene Fulcher SolutionServices, Inc. Fact. Most banks do not efficiently track their costs or efficiency except on a “Broad” basis Ratios & Industry Information hard to come by

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Banking by the Numbers

Or how to measure what happens between the front line and the bottom line

Presented by Gene Fulcher

SolutionServices, Inc.

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  • Most banks do not efficiently track their costs or efficiency except on a “Broad” basis

  • Ratios & Industry Information hard to come by

  • Information not specifically geared to the institution (we’re unique because syndrome)

  • Information, when it is available, is hard to understand

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Generally measure against past performance

  • Measurements may not be applicable due to change in technology, environment, customer mix or other factors

  • Past performance may not be indicative of capabilities of the bank

  • Such measurements only deliver questions… not solutions

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  • To find performance indicators that are:

    • Internally generated

    • Easy to track

    • Easy to understand

    • Emphasis on improvement over current performance(be all that you can be)

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Getting Started

  • Concentrate on controllable costs and activities

  • Focus on measurable activities that your employees can control

  • Identify major line items and/or product lines

  • Create realistic progress goals

  • Deliver the message and spread the benefit

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  • Salaries and employment expenses are the single biggest controllable cost to an institution

    • While interest expense may be larger, rates are determined by the market place

  • Employees have little control over overhead such as buildings, utilities, etc.

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  • Reduce cost per transaction or activity

    • Employee cost per teller transaction

    • Servicing cost per Million $ in loans

    • Bookkeeping cost per account

    • Customer service cost for new accounts

    • Etc.

  • Reward all bank employees for new, more profitable business

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Turn Disincentives into Incentives

  • Current – staff reluctant to do more than their share

    • Pay stays the same

    • Recognition not there for high performers

    • More customers = more work

  • Reward employees by adding staff and reducing their work load back to “normal” levels

    • Hint - Check your employment cost/assets for the past 3 years

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Determine Base Cost

  • Base cost is the cost that the bank is willing to pay for each activity

    • In other words, the base cost is the amount that the bank is currently paying for that function

  • Use internal data that is readily available

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Internal vs. External Data

  • Easier to get to and understand

  • Available on a “real-time” basis

  • Eliminates the “we’re unique because” syndrome

  • Immediate goals are clearly defined and easy to track

  • Employee “buy in” since the data is under their control

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Example #1

  • Tellers

    • Group measurement

    • Current performance

      • Quantity measurement - # of teller transactions per day/total teller costs

      • Quality measurement - accuracy

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Example #1 – Calculate Base

  • 12,000 teller transactions per month

  • Salaries and benefits for tellers of $12,000

    • Cost per transaction = $12,000/12,000 or $1 per transaction base cost

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Example #1 – Improve Base

  • Reduce cost – i.e. reduce staff, eliminate overtime, utilize part-time

  • Improve efficiency – i.e. work faster, improve efficiency, utilize technology, streamline

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Example #1 - Incentives

  • Share cost savings with group

    • 1/3,1/3,1/3

  • Add benefits

    • Time off, preferred parking

  • Recognition

    • Awards, dinner with the board, etc.

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Example #1 – Sample Results

  • 13,000 teller transactions per $12,000 = $0.92 per transaction

  • Savings = $.08 X 13,000 or $1,000 less than the cost that the bank would normally incur

  • Employee incentive using 1/3 method would be $333 resulting in a net savings of $667

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Applies to All Departments

  • New Accounts

    • New vs. cost

  • Loan operations

    • Cost per loan serviced

  • Lending

    • Cost per Million $

      • Less past due

  • Accounting

    • Cost vs. asset size

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Common Goal for Everybody

  • Every employee at every level has a stake in the performance of the bank

    • More customers = increased volume = lower cost = greater incentives = $ to the bottom line