Asset Liability Management (Alm)

Chapter 13
ASSET LIABILITY MANAGEMENT (ALM)

TABLE OF CONTENTS
PART 1 ASSET LIABILITY MANAGEMENT (ALM) ..............................................
Examination Objectives .......................................................................................
Associated Risks ..................................................................................................
Overview..............................................................................................................
Reference ............................................................................................................
PART 2 ALM - INTEREST RATE RISK ......................................................................
Overview.............................................................................................................
IRR Examination Procedures...............................................................................
Complex Investments...............................................................................
Policies and Procedures .......................................................................................
Planning and IRR Management ...........................................................................
Oversight, Monitoring, and ALCO ......................................................................
IRR Measurement ................................................................................................
IRR Measurement Staff Review ..............................................................
Review of IRR Measurement System ......................................................
IRR Measurement Techniques and Level of Risk ...................................
IRR.Measures...........................................................................................
Gap Analysis ............................................................................................
Income Simulation ...................................................................................
Asset Valuation and NEV ........................................................................
Red Flags .............................................................................................................
Interest Rate Risk and CAMEL ...........................................................................
Workpapers and References.............................................................................................
PART 3 ALM .LIQUIDITY RISK ................................................................................
Overview..............................................................................................................
Managing Liquidity Risk .....................................................................................
Examination Guidance .........................................................................................
Liquidity Policies .................................................................................................
Ratios .......................................................................................................
Setting Limits...........................................................................................
Other Measures ........................................................................................
Monitoring and Oversight ........................................................................
Reporting.................................................................................................
Sources of Liquidity .............................................................................................
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Backup Sources of Liquidity
Activities Affecting Liquidity .............................................................................. 13/3-14
Borrowed Funds ....................................................................................... 13/3.14
Repurchase Agreements........................................................................... 13/3-15
Non-member Deposits .............................................................................
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Real Estate and Other Loan Sales ............................................................ 13/3-16
Loan Participations .................................................................................. 13/3- 17
Workpapers and References................................................................................
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APPENDIX 13A .INTEREST RATE RISK MEASUREMENT TOOLS .................... . 1 A.
31
APPENDIX 13B .DISCOUNTING CASH FLOWS......................................................
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APPENDIX 13C .GLOSSARY OF TERMS ................................................................. 13C-1
Chapter 13 - Part 1

Examination
Objectives
Determine safety and soundness of the credit unions Asset

Liability Management (ALM) process
Determine whether the credit union effectively manages its
balance sheet
Alert the officials to existing or potential weaknesses resulting
from the ALM process
Associated
Risks
Interest rate risk (IRR) - the risk that changes in market rates
will adversely affect a credit unions capital and earnings;
Liquidity risk - the current and prospective risk to earnings or
capital arising from a credit unions inability to meet its
obligations when they come due;
Strategic risk - the current and prospective risk to earnings or
capital arising from adverse business decisions, improper
implementation of decisions, or lack of responsiveness to
industry changes; and
Reputation risk - the risk that the credit union cannot meet
member loan and share funding requests, causing concerns about
the credit unions solvency.
Overview
ALM is the process of evaluating balance sheet risk (interest rate and
liquidity risk) and making prudent decisions, which enables a credit
union to remain financially viable as economic conditions change. A
sound ALM process integrates strategic, profitability, and net worth
planning with risk management. This process often includes an Asset
Liability Committee (ALCO), which has the central purpose of
attaining goals established by the short- and long-term strategic plans
without taking on undue risk. While smaller credit unions with
simple balance sheets may not have or need an ALCO, an ALCO
represents a sound business practice for larger institutions with more
product offerings (e.g., real estate loans.)
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EXAMINERS GUIDE
Credit unions with effective ALM programs can better balance the
demands of meeting their members needs with the objectives of
maintaining financial strength and flexibility. Credit unions with
sound ALM processes recognize that ALM involves more than just
an IRR measurement program; they retain a global view of the
purpose of ALM. For example, ALM management includes activities
such as marketing, product pricing, investment analysis, cash
management, internal controls, and data processing, all while
understanding how external factors (e.g., laws, economic conditions,
sponsor support) affect the credit union.
Overall, successful ALM programs encompass the following
practices:
Identifying goals and objectives;
Developing strategies;
Creating polices and procedures;
Managing product offerings and pricing;
Identifying, measuring, monitoring, and controlling exposures to
risk;
Generating adequate income and net worth over varying
economic conditions; and
Maintaining financial flexibility.
Credit union boards have responsibility for overseeing the ALM
process, and usually delegate the day-to-day implementation to
management. Since ALM affects the entire scope of a credit unions
operation (e.g., types of loans, loan rate structure, investments,
sources of funding, share rate structure, profit expectations, level of
risk, etc.), an effective ALM program requires an integrated process
of coordinating, analyzing, and communicating that includes all
operational units.
In larger credit unions, key players or operating units involved in the
ALM process generally include the chief executive officer (CEO)
and the chief financial officer (CFO), as well as management in the
areas of finance (investments), lending (credit) shares, and
marketing. Smaller credit unions may integrate the ALM process
within one or two key persons (e.g., CEO or CFO.)
~~
Page 1311-2
The primary objective of examiners ALM review involves analyzing

the credit unions approach to ALM and assessing the level of
balance sheet risk exposure. Therefore, the examiner should ensure
management performs its due diligence by regularly analyzing the
structure of its assets (loan and investment products, rates, terms,
etc.) and liabilities (share products, rates, terms, etc.) to determine
the credit unions potential risk exposure.
To ensure they maintain adequate net worth over a broad range of
possible economic conditions, credit unions should have in place a
process for (1) identifying, measuring, monitoring, and controlling
balance sheet risk; ( 2 ) monitoring financial performance; and (3)
actively managing (limiting) short- and long-term earnings
fluctuations. The officials should understand the reasons for any
balance sheet risk exposure. They should adjust the plan when
necessary to maintain positive earnings and sufficient net worth. In
this regard, ALM represents a decision-making tool for helping
credit unions realize stable earnings and appropriate net worth levels
over time as economic conditions change.
Sound, flexible ALM processes, which can respond to changing
market conditions, enable credit unions to make more prudent
decisions about their balance sheet growth and product mix. This
also enables the credit union to better serve their members needs
without incurring excessive or unreasonable levels of risk.
While the term ALM can encompass the broad area of balance sheet
risk, this chapter will focus on interest rate and liquidity risks
because they represent the most prominent risks affecting credit
unions. Part 2 of this chapter addresses Interest Rate Risk and Part 3,
Liquidity Risk. Although this chapter separately addresses each of
these risks, in reality, they interrelate with each other. That is,
actions that will affect a credit unions IRR exposure will also likely
influence the liquidity risk exposure to some degree, and vice versa.
Refe renee
IRPS 98-02, dated 1998, Supervisory Policy Statement on

Securities Activities and End- User Derivative Activities
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Chapter 13 - Part 2
ALM - INTEREST RATE RISK

Examination
Objectives
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Associated
Risks
Overview
Determine the credit unions exposure to interest rate risk (IRR)

Evaluate how effectively management manages IRR exposure
Communicate necessary concerns with management
Develop agreements for corrective action, as necessary
Interest rate risk (IRR) - the risk that changes in market rates
will adversely affect a credit unions capital and earnings;
Strategic risk - the current and prospective risk to earnings or
capital arising from adverse business decisions, improper
implementation of decisions, or lack of responsiveness to
industry changes; and
Reputation risk - the risks that the credit union cannot meet
IRR is the potential decline in earnings and net worth arising from
changes in interest rates. This risk generally occurs because a credit
union may have a disproportionate amount of fixed and variable rate
instruments on either side of the balance sheet. Thus, as interest rates
change, the earnings stream or dividend expense on variable rate
balances will change while fixed rate balances will remain the same.
Accordingly, net income may rise or fall depending on the direction
of rate changes and whether the credit union is asset or liability
sensitive.
Credit unions with sound interest rate risk management processes can
often avoid wide swings in net earnings (see Illustration 13-A.)
Asset sensitive means that the credit union has more assets that will reprice than
shares. Liability sensitive means that a credit union has more liabilities that will
reprice than assets. Repricing can occur due to maturities or resetting variable
instruments interest rates.
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Illustration 13-A shows how the asset yield (interest income) of a
credit union can decline over time in response to falling market
interest rates. The graph depicts how this credit union adjusted its
cost of shares (interest expense) and thereby maintained a relatively
constant net interest income (NII) over time. Finally, the graph
shows net operating expenses as relatively constant and net income
positive over the period, with only a slight variance despite the
falling market interest rates.
Margin Analysis
Jun-99
Dec-99
Jun-00
Dec-00
Jun-01
Dec-01
Illustration 13-A
Small and basic service credit unions may have fairly simple IRR
processes. These may incorporate awareness of the members' share
and loan needs, relatively simple short-term loans and investments,
and flexible pricing policies that permit adjusting dividends and loan
rates to changes in market interest rates, thus maintaining adequate
earnings and net worth. In larger credit unions with more
complicated balance sheets, particularly those with higher
concentrations of long-term assets or more rate-sensitive deposits,
the credit union needs a more sophisticated and comprehensive
approach to IRR management. It also requires a more extensive
review by the examiner.
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ALM
IRR
Examination
Procedures
- INTEREST RATE RISK
The depth of analysis and time needed to review a credit unions IRR
management process varies from examination to examination. The
types of tests and level of examiner scrutiny will depend on the
complexity and size of a credit unions balance sheet, from simple
to complex.
Credit unions having a conservative, short-term structure of shares,
loans, and investments may only need to demonstrate a basic
understanding of IRR. Aside from repricing their share and loan
products, simple credit unions generally pose lower IRR.
For larger credit unions or those with more complicated balance

sheets, the examiner should expect a more comprehensive IRR
management process. This should include a more sophisticated
analysis prepared and provided to the board on a regular basis with
measures of exposure to IRR.
The Interest Rate Risk Questionnaire (IRRQ) in AIRES is a flexible,
yet comprehensive tool to help the examiner determine the scope of
an IRR review. When examiners find little evidence of IRR, they can
narrow and focus the scope on a general review of the risk
management process. When a greater likelihood of IRR exists,
examiners should expand the scope to review and analyze the risk
management program in depth. Regardless of the credit unions
approach to risk management, the examiner may use, as necessary,
Parts A through D of the IRRQ to document the review of certain
basic elements.
Complex
Investments
As a first step, the examiner should determine whether the credit

union has any loans secured by real estate or any complex
investments. According to Part 703 of NCUA Rules and Regulations,
complex investments have the following characteristics:
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Embedded options (e.g., calls, interest rate caps or floors,

prepayments);
Remaining maturities greater than 3 years; or
Coupon formulas related to more than one index, or are inversely
related to, or multiples of, an index.
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In addition to these investments defined as complex by regulation,

other investments may exhibit sufficient risk to require treatment as
complex. Credit unions may have other investments carrying
significant risk that do not fall within the definition of complex;
however, these credit unions may require further examiner scrutiny
of their IRR management process. For credit unions with complex
investments, examiners should review the credit unions procedures
for following the regulatory reporting requirements of $703.70 and
$703.90. If examiners determine a credit union has a simple
structure, they can limit the scope of the examination.
Policies and
Procedures
The IRR examination review is mostly qualitative in nature with the

examiner looking at the various areas of a credit unions IRR
management process. The examiner should review the credit unions
IRR policies and procedures and determine if they adequately
correspond to the size and complexity of the balance sheet. The
credit unions practices should effectively implement the policies and
procedures. Although the regulations do not require an IRR
management or ALM policy, safe and sound business practices do.
However, no requirement exists for a separate IRR or ALM policy
independent of other policies, even for large, complex credit unions.
Credit unions have the option of either creating a separate IRR or
ALM policy or incorporating it into Investment, Cash Management,
or other policies. The form of the policy is not as important as its
scope. Regardless of form, credit unions should clearly document
their IRR management program in writing.
The scope of the policy will vary depending on the complexity of the
credit unions balance sheet. A credit union that offers personal
loans, invests in non-complex or short-term bullet investments (a
debt security that returns 100 percent of principal on the maturity
date), and offers basic share products may not need to create an
elaborate policy. The policy for these credit unions may limit the
loan portfolio maturity, require a minimum amount of short-term
funds, and restrict the types of permissible investments (e.g.,
Treasuries, bullet bonds .)
RegFlex removes the shock test requirement under $703.90 for qualifying credit
unions.
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More complex balance sheets, especially those containing mortgage

loans and complex investments, require a comprehensive IRR
management policy. The policy should establish responsibilities and
procedures for identifying, measuring, monitoring, controlling, and
reporting IRR, and should establish risk limits. Overall, the examiner
should determine the adequacy of credit union policies using the
following guidelines:
Written policies addressing IRR, and containing enough detail for
the appropriate parties (e.g., board, ALCO, ALM program
person, investment officer) to understand the risk limits and their
individual responsibilities. Management should avoid vague
language and boilerplate policies;
0
Reporting requirements providing informative reports to decision

makers in a timely manner. The policies quantify risk limits and
provide for prompt identification of IRR so management can
implement appropriate risk mitigation strategies in a timely
manner;
Risk limits for both short- and long-term cash flow horizons
(e.g., both earnings and economic value perspectives, if
appropriate); and
Frequent policy updates addressing the risks inherent in the
current balance sheet. When developing or updating policies,
management should seek input from across the organization (e.g.,
board, ALCO, and operational departments such as lending and
investments.)
The board should review the policies at least annually, and revise as
the credit union makes changes to its business practices (e.g., types
of loans, types of shares, and types of investments), introduces new
strategies, or when the complexity, asset size, or sophistication of
management changes. For example, when a credit union first offers a
mortgage loan product, or offers a mortgage loan product with
significantly different terms (e.g. new balloon product or home
equity line of credit), the board should review the policies to
determine if they address any additional potential IRR.
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If possible, the policy should require the credit union to spread risk
management duties among several divisions (e.g., senior
management, lending, cash management, investments, and deposit
activities), or assign them to a committee (e.g., ALCO) comprised of
both credit union staff and board members. This integrates risk
management into credit union operations. Small credit unions with
limited staff and resources can vest these responsibilities with the
manager and the board.
Effective IRR management programs require strong internal controls.
Management must develop internal controls that promote accurate
risk measurement and objective reporting. By separating risk-taker
responsibilities (e.g., investment officer or CEO) from those
responsible for measuring (e.g., ALM program person) and
assessing (e.g., ALCO) risk, credit unions decrease the possibility of
optimistic and inaccurate risk measurement results and,
consequently, inappropriate decisions. If segregation of these duties
does not exist, this shortcoming may lead to high IRR exposure. The
examiner should determine if the policy addresses the internal
controls governing the IRR management process.
Small or non-complex credit unions lacking available resources may
have to concentrate risk taking and risk measurement responsibilities
in a single individual. The board and supervisory committee should
take an active role in monitoring the activities of the individuals. The
board should also limit each individual's authority.
The basis of the IRR measurement should correspond with the
complexity of the balance sheet: gap and simplistic (short-term)
income simulations can suffice for simple balance sheets that
primarily consist of short-term bullet type investments (e.g . ,
Treasury bills or notes) and non-mortgage related assets (e.g., no
real estate loans or mortgage-backed securities .) Credit unions with
more complex balance sheets, including those with complex
investments and real estate portfolios, require more sophisticated
earnings simulations and economic valuation models (e.g., shocked
mortgage and investment [asset] valuation or NEV.) As the
complexity of the balance sheet increases, conducting multiple
measures can prove advantageous since each methodology may
measure IRR differently.
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The IRR management or ALM policy should express IRR measures

and limits in terms of gap, earnings (i.e., net income I], net
interest income [NII]), net worth (e.g., mortgage portfolio shock,
investment portfolio shock, change in NEV) or a combination of
these. For all but the smallest or simplest credit unions, management
should establish quantitative IRR measures to alert the credit union
of the existence of unacceptable IRR exposure.
While a credit union may use other rate scenarios, and is encouraged
to do so, at a minimum it should apply a +/- 300 basis point (bp)
instantaneous, permanent, and parallel rate shock. Under this rate
shock, the entire current yield curve (both short- and long-term rates)
is assumed to shift 300 basis points from its current position
immediately and without future movements. NCUA considers this a
reasonable stress test.
For additional scenarios, the credit union may apply a yield curve
twist by shocking only a portion of the yield curve, such as shortterm rates, or apply a ramped rate scenario by adjusting the yield
curve gradually over time, generally 12 months. The credit union
may also analyze basis risk by measuring the impact of changing
relationships between indices (e.g., 90 day Treasury bill versus 3
month LIBOR.) The more scenarios the credit union runs, the better
its understanding of potential sources of risk.
For credit unions with complex balance sheets (e.g., mortgages and
complex investments), management should provide IRR measurement
reports to the board no less frequently than quarterly. In cases where
the balance sheet changes frequently and significantly, management
should consider providing monthly reports. The board may receive
IRR measurement reports less frequently if management provides
such reports to an ALCO (preferably, with at least one board
member on the ALCO) and the ALCO alerts the board to significant
events (e.g -,approaching or broaching a policy limit .) Semiannual
board reports may suffice for less complex credit unions.
IRR policy limits, commensurate with the earnings and net worth
position, mean that highly profitable and well-capitalized credit
unions may establish less restrictive limits than those less profitable
or with lower capital. Management should consider the degree of
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EXAMINER'S GUIDE
precision and accuracy of the risk assessment model when

determining acceptability of a risk limit. A sophisticated model that
properly addresses prepayment and other option risks will likely
experience less measurement error; therefore, a looser limit may
suffice. Conversely, if the risk measurement model and depth of
analysis or precision is low, then the credit union should tighten the
risk limits to compensate for potential inaccuracies. Refer to the IRR
measurement section of this chapter for further discussion.
Sample Credit Union Policy Limits for IRR
Basis of measurement
Gap:
Earnings Simulation:
NII
NI
IRR Limit
beyond +I- 20 percent change in any given
period, or cumulatively over 12 months
after shock change
month period
> 30 percent over any 12
after shock change > 75 percent over any 12

month period
Asset valuation:
after shock change in book value net worth

> 50 percent or
after shock value of net worth < 4 percent
NEV:
after shock change in market value net worth

> 50 percent or
after shock value of net worth of <4 percent
Table 1
IRR limits exceeding the parameters in Table 1 indicate possible red

flags (all limits assume a +/- 300 basis point instantaneous and
permanent interest rate shock.)
A red flag exists if the credit union exceeds the limits of the IRR
policy. This could signal that (1) the risk assessment methods used
did not adequately identify potential risks, (2) the credit union failed
to take prompt action to reduce the risk exposure, or (3)
management's efforts ineffectively reduced the risks. However, the
possibility exists that unforeseen events caused the credit union to
exceed the risk limits and the credit union actually took prompt
corrective action to mitigate future risk. Examiners should expect
management to explain the underlying causes and the resulting credit
union action.
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Planning and
IRR
Management
Examiners should review how the credit union integrates the IRR
management process with strategic and financial planning. They
should determine if strategic planning occurs at ALCO meetings, or
if planning represents a separate function. Strategic planning
meetings should include the ALCO, who should have an opportunity
to comment on proposed plans. Exclusion of the ALCO from
strategic plan development impairs IRR management integration into
the planning process. Overall, the examiner should review the
following to determine if the credit union adequately integrates IRR
management and planning:
The credit union considers the effect of future events on its IRR
exposure;
The credit union adopts strategic plans after considering the
riskheward relationship. The credit union appropriately analyzes
and measures the IRR associated with new products, services, or
investments;
The credit union includes ALCO and other persons with ALM
responsibilities in the strategic planning process;
The credit union updates IRR policies and risk limits as necessary
and in a timely manner to reflect the projected risk profile;
ALCO minutes document that the committee actively assesses
risk and makes recommendations to the board to mitigate risk or
improve the IRR management program; and
The credit union conducts periodic assessments to compare actual
performance with the plan.
Management may establish new risk limits during the strategic
planning process. If so, management should support its rationale for
the change. If the strategic plan shows significant growth in services,
products, or account balances, the examiner should see an explicit
integration with the IRR policy and associated risk limits.
For example, during the strategic (financial) planning process, credit
unions should consider the effect on balance sheet IRR resulting from
changes to the following:
Share and borrowing portfolio structure (e.g., nonmember
shares, high rate money market accounts, long-term advances, or
insufficient early withdrawal penalties on CDs);
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Loan portfolio structure (e.g., longer maturities [ > 5 years],

prepayment risk, or non-conforming real estate loans);
Investment portfolio structure (e.g ., lengthening maturities,
inverse floaters, dual-index floaters, or callable securities); and
Future events forecast by management that may have a material
effect on balance sheet structure and IRR (e.g., merger,
aggressive growth plans, sponsor layoff, or restructure.)
Management should measure the potential effect of projected changes
in balance sheet structure. They should model projected balances or
product (investment) mix changes under different interest rate
scenarios to determine the risk exposure of projected changes.
If credit unions simply adjust product rates in line with market rates,
their IRR management programs should not require significant in
depth analysis. However, balance sheet exposure changes when the
credit union adds products or investments with different:
Maturities (e.g., 20 years versus 5 years);
Cash flow behavior (amortizing/callable cash flow versus a
bullet) ;
Floating rate indices (e.g., Prime versus LIBOR); or
Repricing intervals (e.g., 1-year versus 5-year ARMS.)
If the credit union has implemented a new loan or share program
since the last examination, the examiner should determine whether
the credit union performed due diligence by (1) performing an IRR
analysis that addressed the characteristics of the product, and ( 2 )
documenting its assumptions and analysis. For example,
implementing a mortgage program would require comprehensive
understanding of prepayment risk and proper analysis of IRR.
Similarly, if a credit union currently offers personal loans and
chooses to begin offering home-equity lines of credit (HELOCS), it
must address the effect on the current portfolio of uncertain cash
flows (e.g., draws or prepayments) and other variable rate features.
It must also determine whether the existing data processing system
can properly handle HELOCS.
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Effective management of IRR depends on credit unions evaluating

riskheward relationships and setting appropriate limits on new
programs. If the credit union knows about a planned future event
(e.g., sponsor layoff, credit union merger, etc.), it should analyze
the pro forma effect on its financial standing, especially on IRR
exposure. This also applies to credit unions dependent on an industry
experiencing turmoil. Further, credit union mergers can radically
change the continuing IRR profile, if the merging entities have
different asset/liability mixes. Prudent credit unions will conduct premerger risk analyses.
Finally, the credit union should conduct periodic assessments to
compare the actual performance with those forecasted. Selfassessments of prior projections and plans enable the credit union to
(1) identify inaccurate or unreasonable assumptions or other causes
for discrepancies, and (2) improve the validity of future projections.
Oversight,
Monitoring,
and ALCO
The ALCO typically provides management oversight and guidance

for the ALM program as a whole, including IRR management. The
major responsibllities of ALCO include identifying and monitoring
IRR and developing strategic risk mitigation strategies.
The depth of monitoring necessary for the IRR management program
will depend on the credit unions size and relative complexity.
Smaller, less complex credit unions with simple balance sheets may
not have (or need) an ALCO. They may only need to determine
whether the balance sheet has changed significantly, and monitor
general ratios (e.g., loan to share ratio, long term assets ratio.) A
semiannual evaluation may suffice for these credit unions. More
complex credit unions should have procedures in place requiring
senior officials to consider the effect of strategic decisions on the
IRR exposure, review risk results and ratios, and determine courses
of action. These complex credit unions should monitor IRR at least
quarterly.
Larger or more complex credit unions should have a well-organized
ALCO with clear, relevant, and concise IRR management
documentation. The examiner should review the composition of the
current ALCO and determine whether members have staff or board
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positions. Preferably, at least one board member will sit on ALCO.

This improves communication between the ALCO and the board, and
increases the board members knowledge of IRR. The ALCO should
consist of representatives across the credit unions divisions of
responsibility (e.g . , loan department, investment office, marketing
department, CFO, and CEO) since IRR management decisions affect
the entire credit union operation.
Officials involved with ALCO should have knowledge of the credit
unions risk position and actual performance compared to stated
objectives. While individual qualifications may vary, the ALCO
members should understand IRR. The complexity of the balance
sheet will influence the desired level of experience on the ALCO.
That is, for simple balance sheets, a basic understanding of interest
rate risk should suffice. For complex balance sheets, the committee
should understand (1) specific sources of balance sheet risk, (2) risk
measurement techniques, (3) risk measurement results, and (4)risk
mitigation strategies.
As the degree of balance sheet complexity increases, so should the
amount of training provided to ALCO members. Timely training
enables members to remain versed on contemporary ideas.
Weaknesses in the IRR management process may signal a need for
training. Examiners may review the level of training provided to
ALCO members since the prior examination.
Overall, the examiner should assess the adequacy of the ALCOs
oversight of the ALM program by determining if the ALCO:
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Provides adequate documentation of its discussions and actions,

and demonstrates it meets its prescribed responsibilities;
Understands that IRR risk concepts adequately coincide with the
amount of risk permitted;
Comprehends the risk measurement reports so that it effectively
assesses interest rate risk and makes proper recommendations to
mitigate risk;
Attends training regularly on contemporary IRR management
issues and risk measurement methodologies; and
ALM
Understands the key assumptions driving the model to ascertain

the accuracy of results and precision of risk measurement reports,
and offers recommendations for improvement.
The examiner may review ALCO minutes, noting whether the ALCO
holds meetings as required by policy. Minutes establish a formal
record of ALCO meetings and member attendance. Lack of minutes
may indicate the ALCO is inactive, does not follow a consistent
agenda in which it evaluates risks, or does not make formal
recommendations to the board.
Examiners should note as a finding ALCOs failure to meet as
required. By not meeting as required, ALCO not only violates board
policies, but it also fails to monitor risk on a regular basis.
Examiners may want to consider interviewing ALCO members to
determine the extent to which they understand and meet their ALCO
responsibilities.
Examiners should review the types of decisions and discussions
documented in the minutes. For ALCO meetings, the minutes should
evidence that ALCO:
Reviews IRR exposure and compares the results to ALM policy
1imits ;
Develops alternative plans when risk in the credit union
approaches or exceeds risk thresholds; and
Discusses and determines whether the current risk measurement
system adequately evaluates IRR and liquidity risk exposures.
For credit unions with in-house IRR measurement models, this
could include the engagement of an outside IRR vendor or
consultant to test and validate the IRR modeling process.
As a key user of the models output, the ALCO must understand the
key assumptions driving the results. While the ALCO need not have
a thorough knowledge of the underpinnings of the model (e.g.,
understanding how the model estimates prepayments on amortizing
accounts), it should have a broad understanding of model
assumptions. For example, it should recognize that mortgage
prepayments would vary with changes in market interest rates (e.g.,
due to the refinancing incentive.) As the key user of the risk
Page 13/2-13
EXAMINERS GUIDE
measurement output, ALCO should appropriately determine the

shock scenarios (e.g., applying an instantaneous 300 basis point
shock) and establish the balance sheet forecasts (if the credit union
uses a dynamic balance sheet approach for earnings simulations.)
The minutes should reflect the ALCOs proactive actions to mitigate
risks before they approach or exceed established limits. If the ALCO
does not take action before risks exceed limits, it is not effectively
directing the IRR management program. Furthermore, the credit
union may miss the opportunity to implement corrective action in a
timely manner (e.g., it takes time to sell loans or arrange for
financing), or to contain the costs involved (e.g., if problems arise,
creditors may rate the credit union as a higher risk, resulting in
higher borrowing rates.) Acting proactively requires the ALCO to
develop alternative courses of action, and prioritize them based on
cost/benefit relationships, long-term effectiveness, and timely
implementation.
The ALCO should understand whether the risk measurement models
sophistication is commensurate with the complexity of the balance
sheet. For example, if the balance sheet consists of embedded options
and uncertain cash flows, the ALCO should understand whether the
model could reasonably measure the effect of these characteristics on
the credit unions IRR exposure (e.g., gap and simplistic income
simulations would not suffice.)
The ALCO must understand if it receives sufficiently accurate and
precise information on which to make informed decisions about the
risk profile of the credit union. Therefore, in addition to evaluating
current risk measurement outputs, it should question whether other
available alternatives could reasonably improve the risk measurement
process (e.g., the benefits justify the costs.) The absence of
recommendations does not necessarily indicate an adequate system or
appropriate output reports. It could signal the AECO does not have
the experience and understanding to make recommendations for
improvement.
Examiners should determine whether the ALCO has developed or
recommended changes that the board did not adopt (e.g., using a
different model, restructuring the IRR management responsibilities,
Page 13/2-14
or adding additional internal controls.) If the board does not respond

to recommendations for improvement from the ALCO, it could
indicate the board does not understand IRR management or does not
embrace it as a management tool.
Examiners can conclude that the credit union does not have an
effective ALCO if it has a weak IRR management process and if the
ALCO did not know of the problems identified during the
examination or supervision contact. Likewise, the ALCO does not
meet its responsibilities if it knows of weaknesses but does not
resolve them.
IRR
Measurement
Review
Credit unions should measure IRR no less often than semiannually,

assuming the balance sheet does not incur any significant changes
(e.g., a rapid growth in fixed rate mortgages, a significantly
lengthened investment portfolio maturity, a new CD program
attracting a large number of member shares.) For federal credit
unions, NCUA Rules and Regulations $703.90 requires quarterly
measurement if complex securities exceed net worth (unless the
credit union receives an exemption under RegFlex provisions.) Less
complex credit unions may employ basic gap and other models,
while larger or more complex credit unions should employ more
sophisticated earnings simulation and/or valuation models, which
they run internally or obtain from outside vendors.
IRR
IRR management is a dynamic field that requires frequent updating

of risk measurement methodologies to reflect current risk
measurement techniques Outsourcing the risk measurement process
does not absolve management from understanding the assumptions
driving the results. The complexity of the credit unions balance
sheet and risk measurement model will determine the need for an
experienced IRR measurement or program person. (Appendix 13A
provides a brief description of IRR measurement tools.) The
experience of the program person may reflect the credit unions
interest in implementing a strong IRR management program
Measurement
Staff Review
I_
An effective program person should understand how the model

works, and what key assumptions drive the results. For example, the
Page 13/2-15
EXAMINERS GUIDE
program person should understand which assumptions require

changing in order to tailor the model to the credit union (e.g.,
mortgage prepayments and non maturity share runoff.) A program
person with weak skills will more likely produce inaccurate modeling
results, which will demonstrate the need for further training.
Conversely, a talented program person should consistently develop
reasonable risk reports and make recommendations to improve the
risk measurement process.
Training of the program person will help ensure the credit union uses
the program proficiently, better understands the models capabilities
and limitations, and accurately measures risk. The initial training
should enable the program person to understand the more intricate
functions of the model. The degree of training needed will depend on
the risk inherent in the balance sheet. A balance sheet consisting of
complex securities and mortgage-related assets necessitates more
intricate risk measures (e.g., NEV versus gap) than a simpler
balance sheet primarily composed of bullet instruments and consumer
loans.
The program person should obtain additional training to stay current
with the changing climate. For example, if a credit union purchased
a model before it implemented a mortgage-lending program, it may
not have used the prepayment function of the model originally.
However, further training on the prepayment capabilities may prove
beneficial because of the mortgage program.
Examiners should review the experience and background of the
persons charged with determining the model assumptions and
interpreting the output (e.g., program person.) They should
determine what training on contemporary IRR measurement concepts
the program person has attended.
Examiners may want to discuss the models strengths and
weaknesses with the program person. They should determine the
program persons level of understanding of the credit unions risk
measurement model. For example, does the program person
recognize use of model default values and, if so, can the program
person explain the validity of the default values.
Page 13/2-16
ALM
Credit unions need backup persons to ensure continuity in the risk

measurement process. The backup should also receive full training
on the model. The examiner should determine if the credit union has
a backup program person, and inquire as to what training the backup
has received on the model used.
Overall, the examiner should determine the following to assess the
adequacy of the IRR measurement programs ability to generate
sound and reasonable IRR measurement results:
0
Staffs familiarity with the assumptions driving the model and

experience with the models basis for measurement (e.g.,
earnings simulation or NEV);
Default assumption adjustments (e.g., prepayment rates, nonmaturity deposit runoff rates) that tailor the model to the credit
union. Staff has the institutional knowledge to determine if the
model produces accurate results, and regularly makes
improvements to the model or its assumptions;
Assignment and training of a backup person, who can adequately
use the model without supervision of the program person;
Review of IRR
Measurement
System
Documentation of assumptions to ensure consistent measurement

between periods; and
Validation by a third party for reasonableness of model results
for large or complex credit unions.
The credit unions review of the IRR measurement model should

ensure that data and assumptions accurately represent its balance
sheet and risk profile (e.g. accurate input of balance sheet accounts,
rates, and maturities.) By examining the input data directly or testing
the output against a benchmark, a credit union could test the models
output. For example, a credit union could benchmark its real estate
loan portfolio valuation against the OTS Pricing Tables, or the
Mortgage Pricing Tables in AIRES.
Page 13/2-17
EXAMINER'S GUIDE
Someone other than the person running the model (e.g., supervisory
committee, internal/external auditor, supervisor) should conduct the
review of the IRR measurement model. The reviewer of the
modeling system should understand IRR and the risk measurement
system, including the model's methodologies and assumptions. If the
supervisory committee or other credit union personnel assumes this
task, they should attend periodic training on the model.
Internal controls should require documentation of the key
assumptions (e.g., stressed interest rate environment, cash flow
assumptions of non maturity shares) for review by the examiner,
board, and ALCO. Credit unions should rarely make changes in
assumptions, unless they make refinements to improve the
underlying quality of the assumptions (as is likely for prepayments
because prepayment performance changes over time. )
The model reviewer should look for documentation supporting the
underlying assumptions and input, and compare the assumptions to
market trends or performance through industry-recognized
information providers. For example, the reviewer may benchmark
the credit union's prepayment assumptions against (1) generic
prepayment data provided by FNMA, or (2) comparable mortgagebacked securities as reported by a financial information supplier
(vendor.) Alternatively, the reviewer may benchmark the output
against other available data (e.g., the OTS and NCUA real estate
loan pricing tables to compare valuation results prepared by the
model .) If differences exist, or assumptions appear unreasonable, the
reviewer should ask the model program person to reconcile or
explain the differences.
If the reviewer does not understand the model, this may hamper the
value of the recommendations. Thus, the absence of any
recommendations does not necessarily indicate a problem-free
modeling process. If the reviewer has made recommendations,
examiners should determine whether the credit union acted on them.
If not, they should determine the reasons. Lack of a plausible reason
could signal that the officials have not embraced the value of
accurate risk measurement.
Page 13/2-18
ALM - INrEREST RATE RISK
Examiners should determine whether the credit union has established

internal controls to ensure the risk measurement input accurately
reflects the credit union's financial data. At a minimum, the credit
union should reconcile or test the data input against the financial
statements to make certain all accounts are in the system. Good
internal controls should prevent the program person from also
assuming risk-taking authority (e.g., executing investments, or
establishing rates on shares and loans.) Certain models provide
diagnostic reports to readily identify implausible assumptions or data
input. (Examiners can refer to the ALM Public Folder for more
information on specific IRR measurement program vendors .)
The examiner should determine who evaluated the reasonableness of
the risk measurement system inputs and assumptions and whether it
was someone other than the program person. The examiner should
ascertain what steps the credit union took to determine the
reasonableness of the input and assumptions.
Examiners should determine if the reviewer made any
recommendations, and if the credit union implemented these
recommendations (especially if the recommendations cover a wide
scope of deficiencies.) Examiners should further determine if the
board and ALCO knew of errors that could significantly
misrepresent the results.
Finally, examiners should determine what steps the credit union has
taken to ensure meaningful comparison of results between periods.
Consistent measurement between periods enables understanding of
the changing risk structure of the balance sheet and identification of
the underlying causes. Examiners should take exception if
assumptions change from period to period without reasonable cause.
The results will likely mislead decision makers (e.g., the ALCO and
board) resulting in inappropriate decision-making . The examiner
should ascertain whether the credit union documents its assumptions,
and makes users of the results aware of changes in key assumptions.
Page 13/2-19
EXAMINER'S GUIDE
IRR
Measurement
Techniques and
Of
Risk
Credit unions can purchase IRR models from vendors, contract with
vendors to perform the analysis, or develop their own proprietary
systems. The source of the measurement tool is not important as
long as the credit union can obtain a reasonably accurate
measurement of IRR, and the credit union understands the
methodologies and assumptions driving the results.
Reviewing a model's capabilities and the assumptions driving a
model requires a comprehensive understanding of the risk
measurement system. This can involve understanding a complex
process. If the examiners find that the degree of model or user
sophistication exceeds their ability to determine whether the model
system reasonably measures IRR, they should consult with their
supervisor to seek additional assistance (e.g., request assistance by
the regional capital market specialist [RCMS] or a capital market
subject matter examiner [CM SME].)
Overall, the examiner should determine the adequacy of the degree
of measurement precision and accuracy, based on use of the model,
not simply its capabilities, as follows:
The basis for risk measurement is commensurate with the
complexity of the balance sheet (e.g., the credit union relies on
sophisticated earnings simulation and economic valuation models
to measure IRR in a complex balance sheet);
The measurement horizon captures the short and long-term risk
embedded in the balance sheet (e.g., the model analyzes cash
flows, earnings, and value over the entire maturity range of
accounts);
0
The model accounts for mortgage prepayments or interest rate

caps when the credit union holds significant portfolios of real
estate loans or floating rate assets;
A reasonable degree of accuracy exists because appropriate and
rational assumptions, valid data, and proper cash flow projections
(e.g properly modeling mortgage prepayments) serve as the
basis for the results; and
~
The credit union analyzes its balance sheet performance and

characteristics, and tailors the models assumptions to its balance
sheet.
Table 2 illustrates how the examiner can use the credit unions IRR
measurement tool to determine if IRR exposure is low, moderate, or
high. Examiners should consider the degree of precision and
accuracy of the risk assessment model when determining
acceptability of a risk limit. A sophisticated model that properly
addresses prepayment and option risk will have less measurement
error; therefore, a looser limit may suffice. Conversely, if the risk
measurement report has a low depth of analysis or precision, tighter
risk limits may compensate for potential inaccuracies. All limits
assume a 300 basis point instantaneous and permanent interest rate
shock.
IRR Exposure
Basis of measurement
Gap
% change in any given period
or cumulatively over 12 months
+/-lo%
+/-10-20%
Earnings Simulation
NII: after shock change over any
12-month period
<20%
20-30%
NI: after shock change over any

12-month period
<40%
>
+/- 20%
> 30%
40-75 %
>75%
Asset Valuation:
after shock change in book value
net worth
50%
<25%
25-50%
>
gJ
after shock value of net worth
>6%
NEV:
after shock change in market value
net worth
50%
<25%
25-50 %
or
after shock value of net worth
>6%
< 4%
4-6%
4-6%
>
< 4%
Table 2
Page 13/2-21
EXAMINERS GUIDE
IRR Measures
The examiner should determine what IRR measurement

methodologies the credit union uses to identify, measure, monitor,
report, and control IRR. For short-term IRR measurement, income
simulation provides more reliable results than gap analysis because it
not only captures cash flows, but also it projects earnings. Gap
analysis may not accurately project earnings because it does not
consider interest rate caps or floors, the current rates earned and paid
on accounts, and the indices driving floating rate accounts (e.g.,
Treasury versus Prime.) Credit unions should set earnings limits to
measure IRR over two years, but preferably over a longer period
(e.g., five years) if the credit union offers mortgage loans and does
not perform economic value analysis.
As the complexity of the balance sheet increases (e.g., the credit
union more heavily invests in mortgage loans and complex
investments), the level of analysis should increase. Gap and simple
income simulation models may suffice for simple balance sheets
(e.g., assets concentrated in consumer loans and non-complex
investments, and funded by member shares .) More sophisticated
earnings simulation models and economic value models (e.g., asset
valuation and NEV) would better serve complex institutions (e.g.,
assets include mortgage loans, mortgage-related investments, or
complex investments, and liabilities may include borrowings .)
NEV and asset valuation analyses measure the change in net worth in
a current and stressed interest rate environment (e.g., under a 300
basis point instantaneous and parallel rate shock.) Both are effective
methods (although NEV can provide more precise results because it
values shares and liabilities) for evaluating IRR over a long-term
horizon (i.em9
from the current period to the maturity of the measured
assets and liabilities.) Asset valuation and NEV measure the credit
unions current economic solvency and projected economic solvency
under a stressed interest rate environment. These economic value
measures can identify IRR that short-term measures such as gap and
income simulation may not reveal.
Based on the complexity of the balance sheet, the examiner should
determine whether the credit unions measurement method (IRR
measurement model) appropriately measures short- and long-term
risks. The examiner should review the rate shock scenario used to
Page 13/2-22
measure interest rate risk and determine whether the credit union
sufficiently stratifies assets by type and characteristic. For amortizing
accounts (e.g., real estate and commercial loans, and mortgagerelated investments [CMOS and mortgage pass-throughs]), the credit
union should account for estimated prepayments. Examiners should
determine that prepayment estimates (1) meet reasonableness
expectations, and (2) have supporting documentation. Examiners
should also determine that prepayment assumptions change during
different interest rate cycles.
Examiners should review callable investment cash flows to ascertain
whether they correlate with call dates under falling rate shock
scenarios. By reviewing certificate cash flows, examiners can
ascertain if the model accounts for early withdrawals by members
under rising rate shock scenarios. Examiners should review the cash
flows on borrowings to see if the model accounts for any puts (e.g.,
puttable FHLB advances) by the lender under rising rate scenarios.
Finally, examiners should determine how the credit union treats cash
flows on non-maturity share accounts (e.g., how they assign
maturity.)
Gap Analysis
Gap analysis generally excludes consideration of prepayments, call

options, and interest rate caps and floors. Therefore, gap analysis
inappropriately measures IRR if the balance sheet consists of a large
portfolio of mortgages and complex investments. Examiners should
determine if the gap ratio complies with the credit unions policy
limits. They should review the current one-year gap ratio and
determine whether the credit union calculates gap on a cumulative or
periodic basis.
Income
Simulation
Income simulation models focus on short-term measurement of risk

(typically less than five years), but can vary in sophistication. More
sophisticated models capture the effect of prepayments, different
floating rate indices (e.g., Prime, COFI, Treasury) and interest rate
caps and floors, and can simulate a multitude of interest rate
environments. If the credit union offers long-term (i.e., 15 or 30
year) mortgage loans, and invests in instruments with maturities
exceeding three years, income simulation models may not adequately
Page 13/2-23
EXAMINER'S GUIDE
capture the IRR in the balance sheet, since cash flows may exceed
the model's measurement horizon.
Asset Valuation
and NEV
Asset valuation and NEV measure IRR through estimating the

economic value of financial assets and net worth respectively. These
methods can effectively measure IRR over the entire spectrum of
cash flows, if they also account for the effects of embedded options
within the balance sheet. NEV provides a more complete measure of
risk than asset valuation because it measures changes in liability
values.
Appendices 13A and 13B provide additional discussion and resources
on interest rate risk measurement approaches (i.e., gap, income
simulation, asset valuation, and NEV). Appendix 13C contains a
glossary of ALM terms.
Red Flags
Examiners should remain aware of the following potential warning

signs that may indicate a problem in IRR management. Many credit
unions will have some degree of one or two of these elements. These
may not result in safety and soundness concerns. However, if several
of these signs exist, or if they are material, the examiner should treat
IRR management as an area of concern and develop plans to address
the problems.
High level of long-term assets to total assets. The concern is a
high concentration of assets with maturities longer than three
years will reduce the credit union's ability to react to changing
interest rates and expose it to increased interest-rate risk.
0
Page 13/2-24
High level of net long-term assets to total assets. This concern is

similar to that above; however, even a low net long-term asset
ratio does not automatically eliminate the concern about high
concentrations of long-term assets. Even variable-rate loans have
different terms and conditions for repricing that could potentially
present IRR concerns. The examiner should determine that the
indexes, margins, repricing intervals, caps, and floors all provide
sufficient protection against interest rate exposure.

0
Declining net interest margin. This indicates either asset yields

falling faster than the cost of funds or the cost of funds rising
faster than asset yields. Examiners should address both IRR
concerns and should determine whether the credit union has any
options to improve the net margin (e.g., raising loan rates or
lowering dividends.)
Low level of net worth. A low level of net worth, or a level of
net worth that is not keeping pace with share growth, weakens
the credit union 's ability to absorb losses and react to changes.
Rapid share growth or above market dividends. Share growth
that outpaces the ability to generate sufficient net income reduces
the overall strength of the credit union's net worth. Abovemarket rates tend to attract less stable rate-sensitive shares. If the
credit union then invests these sensitive deposits in longer-term
assets (e.g. real-estate loans), it creates a mismatch of maturities
for assets and liabilities that could further increase exposure to
IRR.
Incremental mismatch of asset and liability maturities. Given the

difficulty of identifying balance sheet interest rate risk at a
specific time, the examiner may benefit from analyzing the
changes in balance sheet structure since the last examination
contact or over the last full year. For example, if a credit union
that did not have a significant long-term asset ratio increased its
share base into more rate-sensitive deposits (certificates of
deposit, money market funds, shares greater than $10,000, etc.)
during the last year, then loaned out these deposits in longer-term
fixed-rate loans, the incremental additions to the balance sheet
may have significant IRR exposure.
The Call Report (NCUA 5300) requests type and maturity
information for loans, investments, and shares. Examiners can
analyze this information to determine if recent product or pricing
decisions create a mismatch. If so, the examiners should discuss
with the officials the potential for emerging IRR concerns before
they become more serious.
Page 13/2-25
EXAMINER'S GUIDE
I tltereSt Rate
Risk and
CAMEL
Lack of I N 3 management or ALM policy. Some credit unions

can operate effectively without a formal policy; however, the
lack of a written policy often indicates that management remains
unaware of the importance of IRR management.
Although examiners should perform a quantitative analysis on every

examination, the more subjective overall analysis of IRR
management in CAMEL depends largely on examiner judgment. The
examiner should keep the size, complexity, and other component
ratings of the credit union in mind when evaluating IRR
management.
Even so, a small "plain vanilla" credit union (shares and loans only)
should have:
0
Strong net worth and stable earnings;

Investments with relatively short-term maturities or an acceptable
mix based on share structure and size; and
Adequate cash management procedures.
A large, complex credit union offering many different services and

having a diverse share, loan, and investment portfolio requires a
more in-depth understanding of IRR, and a formal (preferably
automated) process to measure balance sheet position and
performance.
If the credit union lacks key elements (e.g., no IRR management
policy or inadequate monitoring mechanisms) the examiner should
expand the evaluation of the adequacy of IRR.
Examiners should develop a DOR with management requiring
establishment (or implementation) of IRR management policies and
procedures within a reasonable period of time, if the credit union
experiences the following:
0
Page 13/2-26
An apparently high amount of IRR;

No IRR management policies or procedures; or
Policies and practices having serious inadequacies
ALM
Depending on the degree of apparent risk, the examiner may decide

to plan a supervision contact to ensure compliance within established
time periods. If the credit unions assumptions or conclusions
regarding IRR exposure appear seriously inaccurate, examiners
should consider including a RCMS or CM SME to assist with this
aspect of the review.
Workpapers
and
References
Workpapers
- Interest Rate Risk Questionnaire (IRRQ) - a supervision tool
to assist examiners in evaluating IRR. Part D, Step 5 (IRR
Measurement Review) specifically discusses evaluating
measurement of IRR.
References
- NCUA Letter No. 99-CU-12, dated August 1999, Real Estate
Lending and Balance Sheet Risk
- NCUA Letter No. 00-CU-08, dated November 2000, Camel
Rating System
- NCUA Letter No. 00-CU-10, dated November 2000, AssetLiability Management Examination Procedures
NCUAs Public Folders - Under the ALM Folder (Public
Folders are for Internal Use Only)
Introduction to Interest Rate Risk Modeling - summary
of key components of modeling IRR
Interest Rate Risk Vendor Model Summaries - summaries
of IRR measurement tools (commonly seen in credit
unions) offered by vendors and ALM consultants
Chapter 13 - Part 3
ALM - LIQUIDITY RISK
Examination
Objectives
Associated
Risk
Determine adequacy of credit unions liquidity

Determine demands on liquidity due to current circumstances
Determine whether trends are emerging that may cause future
liquidity demands
Determine whether liquidity management processes sufficiently
allow management to monitor the credit unions liquidity position
on a current and forward basis
Overview
Liquidity risk may occur whenever management cannot satisfy

the cash flow needs and demands for funds;
Strategic risk may occur when the credit union takes on a
significant new strategy that could affect the flow of funds (e.g.,
instituting an above market CD to attract new shares or
implementing a real estate loan program); and
Reputation risk may occur when the credit union cannot meet
Liquidity management is the process of monitoring flows of funds

and the liquidity of assets to meet demands for funds in the form of
share withdrawals, loan demand, and the operating needs of the
credit union. Management must monitor liquidity and anticipate
future needs for funds. Understanding liquidity requires an

appreciation of it as a matter of cash flow.
Managing
Liquidity Risk
Liquidity risk management involves the following:

Identifying the existence of cash flow demands;
Measuring the extent of cash flow demands;
Identifying emerging liquidity demands; and
Taking corrective measures to minimize the liquidity risk and
disruption of member services.
Page 13/3-1
EXAMINER'S GUIDE
In smaller or less complex credit unions, management's approach to

liquidity is sometimes very informal, relying mainly on the
manager's knowledge of member deposit, withdrawal, and loan
trends. This informal approach can suffice if the membership,
management, and services offered will probably not change
materially in the short term.
In a larger or more complex operation, the credit union may require
a more sophisticated liquidity analysis, including a more detailed
projection of cash needs. This projection or cash flow budget can
take a variety of forms, but normally, a formal analysis of historical
sources and uses of funds serves as the basis for the projection.
A credit union's sources and uses of funds includes the following:
Sources
- New share deposits
-
Loan principal payments
- Interest income
- Fee income
- Maturing investments
- Borrowing
-
Uses
- New loans disbursed
- Share withdrawals
- Operating expenses
- New investments
- Liabilities payments
- Purchase of assets
Repurchase agreements
- Sale of assets
(i.e., real estate loans

in the secondary market)
- Loan participations
The safe and sound operation of the credit union requires that
management monitor and maintain adequate liquidity. Smaller, less
complex credit unions need not meet the same standards as larger
credit unions; however, each credit union should follow sound
business practices in liquidity risk management..
Examination
Guidance
Page 1313-2
Examiners review liquidity through quantitative and qualitative

analyses, including discussions with operational management, to
determine if the credit union can meet member share and loan needs
in a variety of circumstances. If examiners reviewed the 5300 Risk
Parameters in the Scope Workbook (see the Risk-Focused Program
ALM-LIQUIDITY RISK
chapter for further discussion), they will have an initial indication of

liquidity risk in the credit union. In reviewing liquidity management,
the examiner should:
Review the credit unions process;
Alert the officials to any noted weaknesses;
Determine that management sufficiently recognizes the overall
significance of liquidity risks; and
Ensure that the credit union maintains a safe and sound process
of monitoring and controlling these risks.
An examiners overall assessment of liquidity risk should include an
overview of a credit unions operations, business plan, management
strategies, and resulting cash flows.
The two main purposes for evaluating liquidity management are:
Risk identification - determine whether any potential causes of
liquidity risk exist; and
Evaluation of managements control - assess whether adequate
monitoring tools and methods exist to alert management to
emerging liquidity demands in a timely manner.
Liquidity
Policies
Credit unions should develop and implement a written liquidity

policy (or plan for managing liquidity) tailored to the size and
complexity of the balance sheet, and their susceptibility to cash flow
volatility. Credit unions may incorporate their liquidity management
policies in their ALM or investment policies.
The written policy should clearly establish the purpose, objectives,
and goals of liquidity management. It should clearly set forth how
the credit union will evaluate its liquidity (e.g., ratios, cash flow
projections, minimum cash on hand.) Management should
periodically review and revise, if necessary, the policies and plans to
reflect the credit unions current tolerance for risk, balance sheet
composition, liquidity strategy, and organizational structure.
Policies should clearly convey to management the boards tolerance
for liquidity risk. A vague policy that omits risk limits, or provides
Page 1313-3
EXAMINERS GUIDE
limits that would fail to alert management to liquidity demands is

ineffective and indicates the boards failure to manage liquidity.
In smaller or less complex credit unions, officials should formalize

the policies to ensure adequate management of liquidity risk. The
clarity of these objectives will reflect the credit unions recognition
and understanding of liquidity risk, and facilitate understanding and
acceptance within the credit union. Credit unions with simple balance
sheets may only need to:
0
0
0
Set forth required minimum balances of short-term and overnight

funds (e.g., corporate daily share accounts);
Identify alternative sources of liquidity (e.g., lines of credit); and
Establish limits in terms of simple ratios (e.g., loan to asset
ratio .)
Larger, more complex credit unions should:

0
0
0
Set limits in terms of ratios and projected net cash flows (cash
inflows less cash outflows);
Prioritize and periodically test alternative sources of funds;
Assign responsibilities for monitoring liquidity; and
Establish reporting requirements.
Policies should clearly define responsibilities to ensure

accountability. For example, the board should establish prudent
policies and limits, and senior management or the ALCO should
implement the policies. The assignment of responsibilities should
cover the detailed operational implementation of liquidity risk
management, including monitoring liquidity, reporting results, and
forecasting future needs
Exceptions to risk limits may constitute a serious violation and
should trigger more frequent reporting and measurement
requirements. Credit union policy should outline the parameters and
time frames for alerting senior management and the board, and
implementing contingency plans.
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ALM-LIQUIDITY RISK
Ratios
For purposes of quantitative analysis, several ratios can assist in

assessing the level of liquidity risk at a credit union. The 5300 Risk
Parameters (in the Scope Workbook) uses two ratios to indicate the
initial level of potential liquidity risk: (1) LoandAssets, and (2)
(Regular Shares and Share Drafts)/(Total Shares and Borrowings.)
Credit unions quarterly call reports provide the data for quarterly
updates to the 5300 Risk Parameters. The 5300 Risk Parameters
represents one tool that examiners may use in offsite monitoring and
for initial risk assessment.
If the initial risk assessment, examination planning, and scope
development processes indicate a need for further evaluation,
examiners may use the AIRES Liquidity Review Questionnaire
(LRQ) while onsite to help assess liquidity risk and arrive at a final
risk rating. The LRQ contains more extensive liquidity ratios that
will assist examiners in their assessment of liquidity risk. The main
ratios found in the LRQ follow:
Loans/Assets. A credit union should strive to maintain a loan to
asset ratio sufficient to meet member loan demand and still meet
other liquidity needs. A high loan to asset ratio (e.g., in excess of
80 percent) may stress liquidity, especially if (1) the credit union
has limited other funding sources, (2) existing funding depends
on volatile sources (e.g., non-member shares), or (3) the credit
union has minimal short-term investments.
(Borrowings and Non-member Deposits)/(Total Shares and

Liabilities .) Borrowings and non-member shares may indicate the
credit union cannot meet its cash needs through member shares.
Because these funds generally incur a higher cost and more
volatility than member shares (Le., lenders may not renew their
funding if yields do not remain competitive or the credit unions
financial condition deteriorates), they generally require a higher
level of oversight to manage effectively.
(Cash and Short-term Investments)/Total Assets. This ratio
provides an indicator of how much available cash the credit union
has to meet share withdrawals or additional loan demand. A low
or rapidly declining ratio may indicate the credit union will be
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EXAMINER'S GUIDE
unable to meet its current obligations. Credit unions should

consider the trend in this ratio and determine whether the current
level of cash and short-term investments represent what
management has historically maintained, or whether management
should increase the levels.
(Regular Shares and Share Drafts)/(Total Shares and
Borrowings.) This ratio reflects the level of stable deposits a
credit union has on its balance sheet (as opposed to the level of
volatile funding, which the Borrowings and Non-member
Deposits ratio indicates.) A credit union can reasonably depend
on the availability of these stable funds to meet liquidity
demands.
Other ratios that may indicate liquidity concerns include the
following (the AIRES LRQ contains definitions for these ratios):
Loans/Shares;
Contingent Liabilities/(Cash and Investments);
Net Liquid Assets/(Liabilities and Shares);
Volatile Liabilities/(Cash and Short-Term Investments);
Growth in Volatile Liabilities/Assets;
Investment Loss Ratio; and
Estimated Loan Maturity.
Setting Limits
A key step in managing liquidity involves setting acceptable limits.

Limits assist the board and management in determining the adequacy
of the current level of liquidity and alert them to conditions where
liquidity demands may disrupt normal business.
The board should set limits on potentially volatile sources of funds,
such as borrowings, non-member deposits, and concentrations from a
particular source. Prudent policies may esaablish concentration limits
by asset category or cash flow structure, taking into account
maturities and the certainty or uncertainty of cash flows (e.g., due to
prepayments, extensions, or calls.)
Policies will usually express limits as a ratio, or required amount of
funds on hand (i.e., the credit union will transfer funds greater than
Page 1313-6
ALM-LIQUIDITY RISK
$X or X percent of assets to the corporate credit union overnight

account.) Ratio analysis may suffice for credit unions with abundant
short-term assets and stable funding sources. Conversely, credit
unions operating under tight liquidity constraints or uncertain cash
flows may require a detailed cash flow analysis.
Alternatively, management may use liquidity gap analysis to project
inflows and outflows of funds for the coming year. In this case, the
policies set liquidity gap targets, which establish ranges or multiple
limits to convey an increasing concern over liquidity demands. For
example, a credit union may set a loan to asset ratio at 75 percent to
trigger formal reporting to the board on a monthly basis, and 80
percent to trigger implementation of an action plan.
Other Measures
In addition to quantitative measures, qualitative elements may signal

immediate liquidity concerns. Examples include :
The loan, investment, or share structures have changed
significantly, or significant changes will likely occur in the near
future;
The investment portfolio consists of a significant amount of assets
or liabilities with principal cash flows subject to prepayment or
extension risk;
The credit union has attracted shares or non-member deposits by
paying above market rates; or
0
Monitoring and
Oversight
The credit union has experienced turnover in key management

positions that relate to liquidity risk management.
Credit unions must monitor liquidity and document their analysis.

Small credit unions with basic share and loan products may perform
an elementary analysis (e.g., reviewing the loan to share ratio or
amount of cash and short-term investments on hand.) Larger, more
complex credit unions should analyze projected sources and uses of
funds, evaluate liquidity alternatives, and determine expected
liquidity under adverse economic conditions.
Page 1313-7
EXAMINER'S GUIDE
A credit union should (1) monitor its liquidity over a timeframe

commensurate with the composition of its balance sheet, and (2)
provide its rationale as to the adequacy of its particular timeframe. A
one-year proforma cash flow would not suffice, for example, if
significant investment or share certificate maturities exceed one year.
Credit unions should also monitor contingent liabilities, which they
may have to fund but have not recognized on their balance sheets.
Most commonly, these commitments consist of unused lines of credit
and credit card balances. Should members begin accessing these
commitments under conditions of limited funding, the credit union
could experience liquidity concerns. Failing to meet commitments
can result in reputation risk and a loss of members.
The board should assign responsibilities for monitoring liquidity to
persons capable of measuring risk, interpreting results, and
presenting plausible and timely recommendations for action (e.g., the
ALCO, or in the absence of an ALCO, a committee of the board, or
senior management.) The background and experience of these
persons should coincide with the size and complexity of credit union
operations and the amount of liquidity risk present. This background
and experience will enable the ALCO to forecast future liquidity
demands, and take preventative action in a timely manner.
Larger, more complex credit unions (generally those greater than
$100 million) should separate the risk measurement and risk taking
duties. This provides a better independent assessment of liquidity and
helps ensure prior decisions do not influence the risk assessment
function. Those charged with risk measurement should report to the
designated senior management official.
Persons responsible for liquidity decisions should meet regularly.
They may have to meet more frequently if crisis conditions emerge
or if the credit union takes on a new strategy that could affect the
flow of funds (e.g., instituting an above market CD to attract new
shares.) Examples of meeting agenda items include but are not
limited to (1) reviewing cash flow projections and the current
liquidity position, (2) evaluating liquidity alternatives, (3)
determining potential future liquidity threats, (4)discussing the
Page 1313-8
ALM-LIOUIDITY RISK
impact of future economic events, and (5) recommending changes to

policies and procedures.
Reporting
Ultimate responsibility for liquidity risk management rests with the

board. Therefore, management must report existing or anticipated
liquidity concerns in an accurate and timely manner. Early notice of
emerging pressures enables the board to evaluate the cost/benefit
relationship of the various alternatives and initiate action with
minimal disruption in the credit union operations.
Credit unions with complex cash flows or a tight liquidity position
should have detailed reports, possibly consisting of cash flow
projections, ratio results, policy limit comparisons, and expectations
of future liquidity. Smaller, simpler credit unions may only report
the amount of cash and liquid investments maintained and the credit
union's loan to share ratio. The size and complexity of the credit
union should determine the frequency of these reports.
If the credit union has delegated liquidity oversight to a committee

(e.g.? ALCO), board reports may only consist of summary level
data, such as compliance with policy limits. If the board has not
delegated oversight, then the board should receive more detailed
reports from which to make decisions.
Board reports should reflect the credit union's business direction, the
composition of the balance sheet, and the volatility of its cash flows.
The reports should also provide substantive information on which to
make liquidity decisions. For example, reports may indicate liquidity
trends, compliance with board-established limits, and changes in the
credit union's cash flow structure.
Sources of
Liquidity
Liability liquidity refers to the credit union's management of its

liability and equity funding sources (e.g., borrowings, shares, and
non-member deposits.) When credit unions need to acquire funds
they should obtain funds at reasonable costs and structure the
maturities or cash flows of liabilities to reasonably match against the
uses of funds. The credit union should remain aware of the
Page 1313-9
EXAMINERS GUIDE
composition, concentrations, costs, and characteristics of its funding

sources.
Interest rates and creditworthiness influence the credit unions ability
to access funding sources (e.g., borrowings.) Therefore, the
availability of certain sources of funds, or availability at reasonable
costs might not exist under all economic conditions. Thus, a credit
union may find borrowings cost prohibitive at a time when its
financial position weakens or the economy experiences rapid
inflation.
Volatility is derived primarily from interest rate competitiveness and
the credit unions creditworthiness. Credit unions should categorize
funding sources based on their volatility or stability and should have
the ability to defend their decisions. In particular, they should
evaluate the volatility of non-maturity shares (e.g., regular shares,
share drafts, money market accounts), which typically depend on
managerial assumptions rather than empirical data.
Transaction accounts (e.g., share draft accounts) generally do not
experience high rate sensitivity, because members retain these
balances as a means of paying expenses. Conversely, money market
shares and short-term certificates can represent highly volatile
shares. Other volatile sources of liquidity include short-term external
sources (e.g., borrowings and non-member deposits), which are
more sensitive to interest rate risk and the perceived credit risk of the
credit union.
Obtaining a significant concentration of funds from a single source,
especially highly volatile sources such as short-term or callable
borrowings, large dollar deposits, and business deposits, may subject
the credit union to an unsafe level of liquidity risk exposure. Even if
the credit union carefully maintains a competitive rate and sound
credit posture, external factors ( e g legal restrictions, business
decisions) may adversely affect future funding.
Asset liquidity refers to the credit unions management of its asset
funding sources. Evaluation of asset liquidity depends on the credit
unions ability to convert assets to cash without loss. For example, it
can convert the most liquid, overnight shares and deposits, to cash
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ALM-LIOUIDITY RISK
immediately and without loss of principal. Cash flows also occur as

investments mature or are called, and through amortization of loans
and mortgage-backed securities. Other means of converting assets to
cash include sales, securitized borrowings, and participation
agreements.
While loan amortizations will provide a steady stream of funds, the
credit union will usually use these funds to support future loans.
Should the credit union not fulfill the member loan demand, it may
disrupt normal operations, affect profitability, and lead to member
concern about the credit union's solvency (i.e. reputation risk.)
Therefore, unless principal pay downs result in excess investable
funds, amortizations may not provide liquidity.
The credit union should manage its investment portfolio to
reasonably match investment maturities or principal pay downs to
potential outflows. Concentrations in maturities provide the same
risk to liquidity as concentrations of cash flow sources. Thus, a
credit union may benefit from staggering its maturities over time.
Investment maturities concentrated in long-term horizons may
especially signal liquidity problems. The classification of an
investment as held-to-maturity (HTM), available-for-sale (AFS), or
trading does not impair its marketability. However, many credit
unions are reluctant to sell HTM securities for fear that the sale will
necessitate reclassification of the entire investment portfolio as AFS
or trading. Thus, if a credit union carries a significant amount of
HTM securities that have an unrecognized loss (e.g., market value
less than book value), it may not willingly sell any security in the
HTM portfolio. This may limit a credit union's liquidity options.
Loans written to secondary market standards have greater
marketability than non-conforming loans. These loans can provide a
significant backup source of funds to a credit union that has a large
real estate portfolio.
Credit unions may also originate loans with the intent to sell them to
increase cash flow. Asset securitization permits credit unions to sell
their consumer loans (e.g . , credit card receivables auto loans, home
equity lines of credit) as a source of liquidity. Besides the underlying
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EXAMINERS GUIDE
interest rate, the credit quality, as reflected in their delinquency and

charge-off history, will determine the marketability of these assets.
Higher credit quality will result in better prices. Therefore, credit
unions that issue lower quality loans, without compensation in the
form of higher interest rates, may experience significant losses when
selling them.
Cash flow projections may provide greater benefit to larger credit
unions, and those that operate with minimal asset liquidity or rely on
volatile funding sources. Proper projection of cash flows requires
expertise in understanding liquidity, a comprehensive understanding
of the balance sheet structure, and time to construct the analysis.
Credit unions can accomplish this by preparing a spreadsheet, or by
using a maturity gap report (common in most vendor interest rate
risk models.) Examiners should use judgment as to the necessity of
recommending these tools.
The credit union should demonstrate that it made sufficient efforts to
accurately capture cash flows. However, external causes determine
many cash flows, not contracted agreements. For example,
prepayments on amortizing instruments, embedded call options, and
early withdrawals of certificates can affect liquidity. Further, recent
share growth trends may include temporary, cyclical, or other trends
unlikely to continue due to other forces (e.g., flight from equity
investments in a recession.) The credit union should consider the
potential effect of external events.
Though members can withdraw their shares at any time, their actual
behavior may differ considerably. On average, most members retain
a certain balance in their share accounts. Therefore, the credit union
need not maintain cash equal to its regular shares. The effort
required to open an account at another institution may result in
maturities for transaction accounts (e.g. , share draft accounts) of
several years. Share draft accounts do not generally fluctuate
significantly with changes in interest rates.
Conversely, money market shares and short-term certificates will
likely experience high volatility, therefore shorter maturities are
appropriate. Short-term external sources of liquidity (e. g ., short-term
borrowings and non-member deposits) also fall within the volatile
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ALM-LIQaDITY RISK
category, because of their sensitivity to interest rate risk and the

perceived credit risk of the credit union. While longer-term shares
and external funds can provide stable sources of funds, the credit
union must consider early redemption options when making this
evaluation.
Credit unions should not assume that business will always continue
as it has in the past. Stress conditions could arise from rising
unemployment, increases in equity investments, or member
dissatisfaction with the credit union's services. These could manifest
themselves in credit deterioration, unusually high interest rate
volatility, reputation risk, and systemic events (e.g., anti-inflationary
monetary policies .) Resulting liquidity demands may extend beyond
what the credit union has available to it through "normal" liquidity
sources (e.g., lines of credit). Therefore, the credit union may need
to explore emergency sources of funds such as loan sales or a
liquidation of other assets.
A third source of liquidity is operating liquidity. A credit union will
experience cash flows from its normal daily operations, as well as
from ongoing business activities. Operating income and expenses
will affect the credit union's liquidity position. Excessive operating
expenses can affect a credit union's liquidity on an ongoing basis.
Marginal profitability results in a reduction of a credit union's cash
flow from income.
The oversight of liquidity should include consideration of the sources
of, and causes of demands on liquidity, from all its points of origin.
There is no substitute for thorough analysis of each contributing
factor in liquidity because, in most cases, liquidity pressures arise
due to multiple causes occurring simultaneously.
Backup Sources
of Liquidity
Credit unions should educate themselves regarding alternative

backup sources of funding to those that occur within the normal
course of operations. All credit unions should establish at least one
means for generating cash or funding liquidity needs outside of
normal operations. Typically, a credit union will establish a line of
credit with its corporate credit union or another lender (e.g., FHLB.)
Whatever the source, quick accessibility and reasonable cost are
Page 13/3-13
EXAMINERS GUIDE
important. The credit union should have demonstrated its ability to

access the source. For example, if a credit union has not sold loans
in the past, it should not anticipate using loan sales as a primary
source of liquidity.
The credit union should remain aware of recent trends, future events,
or management decisions that may have a material effect on the
balance sheets liquidity structure. Examples would include (1) new
loan, share, or investment strategies; (2) merger; (3) aggressive
growth strategies; or (4) declining trends in asset quality.
Activities
Affecting
Liquidity
The examiner should understand that the maintenance of adequate

liquidity and the management process to monitor liquidity are vital to
the safe and sound operation of a credit union. Smaller credit unions
need not meet the same standards as larger credit unions; however,
each credit union should follow sound business practices in liquidity
risk management.
The following activities of a credit unions operation are important in
the assessment of liquidity:
Borrowed funds;
Repurchase agreements;
Non-member deposits;
Real estate and other loan sales; and
Loan participations.
Borrowed Funds
Credit unions should plan borrowings for a specific purpose that

management can reasonably explain. When the credit union borrows
funds, they should document a plan for repayment of the funds.
Management should understand all terms of the borrowings,
including call features, prepayment penalties, and debt covenants.
Generally, examiners should accept preplanned borrowing for a
specific purpose or strategy. For example, a credit union may
borrow on a long-term basis to fund real estate loans. Properly
structured, this reduces the liquidity risk resulting from funding
long-term assets with short-term liabilities However, frequent,
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ALM-LIQUIDITY RISK
chronic, and unplanned borrowing may evidence liquidity problems.

Prepayment penalties, embedded call options, and other indentures
may preclude borrowing as an effective liquidity management tool.
(Appendix 11A contains definitions of embedded options and
indentures .) Borrowing subjects the credit union to potential
volatility because interest rates and the creditworthiness of the
borrower can influence lenders.
Examiners should consider short-term borrowings highly volatile
sources of funds. Concentrations of these funds could subject the
credit union to liquidity demands in uncertain economic times, or if
the credit unions credit standing deteriorates. Longer-term
borrowings generally provide a stable source of funding, although
the credit union may incur a premium cost. Embedded call options
can reduce the stability. Further, the credit union may be precluded
from prepaying borrowings at opportune times (e.g., to refinance at
a lower rate, return the funds due to excess asset liquidity.)
Repurchase
Agreements
Borrowing repurchase agreements (repos) provide an alternative

source of funds that may cost less than lines-of-credit. However,
sales or early redemptions of repurchased investments may have
significant limitations that prevent collateral sales from serving as a
liquidity source. The credit union must execute a master repurchase
agreement before it can participate in repurchase activities. Legal
counsel should review the agreement before the officials agree to its
terms; therefore, the credit union should execute the master
agreement before potential liquidity needs arise. If the credit union
has not executed the agreement, borrowing repurchase agreements
may not provide immediate sources of liquidity.
The credit union must have available high-grade investments
(typically, short-term Treasuries and agencies) to engage in
repurchase activities. Otherwise, a broker/dealer will not accept the
collateral or will charge a higher haircut (excess collateralizationtypically the collateral to book value is set at 102 to 103 percent for
Treasury and agency securities, and possibly higher for other
instruments.)
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EXAMINER'S GUIDE
~~
Non-member
Deposits
Non-member shares can provide the credit union with a liquidity

source that it can tap quickly. However, these funds may require a
higher dividend rate than member shares to entice institutional
investors (e .g ., other credit unions .) Further, these shares generally
have high rate sensitivity and a strong likelihood of their withdrawal
exists should alternatives offer better returns. Thus, these shares may
not provide a low-cost, long-term funding source. Accordingly, the
credit union should develop a plan to address the increased funding
costs and high volatility associated with these shares. Failing to do so
may result in depressed earnings and future liquidity shortfalls.
Examiners should consider short-term non-member deposits highly
volatile sources of funds. Concentrations of these funds could subject
the credit union to liquidity demands in uncertain economic times or
if the credit union's credit standing deteriorates (especially if the
deposit exceeds the insurable amount).
Real Estate and

If the credit union has not engaged in a loan sale, it may not
Other Loan Sales recognize the administrative and procedural requirements to
complete the sale (i.e., meeting secondary market standards.)
Arranging mortgage sales generally involves the buyer, thus
precluding sales from being an immediate liquidity source. In
addition, prices will vary based on the underwriting quality (e.g.,
meeting secondary market standards), transfer of servicing rights,
current market rates, and selling loans with and without recourse (the
ability of the buyer to return the asset to the seller.) Thus, experience
in selling loans could increase the credit union's awareness that
liquidity may come at a significant cost.
If the credit union has not engaged in prior sales, it may not
recognize the potential for losses on loan sales. Accordingly, loan
sales may not serve as a realistic source of liquidity, especially if the
loan portfolio consists of low coupon mortgages, or the loans were
not written to secondary market standards. Credit unions that
regularly engage in mortgage lending may have established a
mortgage pipeline with the secondary market (e.g., FNMA,
FHLMC) to facilitate loan sales. Typically, credit unions that sell
loans, sell them on a monthly basis (FNMA and FWLMC set
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ALM-LIQUIDITY RISK
minimum sales requirements.) If the pipeline is well managed, loan

sales can provide a reliable and cost effective source of liquidity.
Recourse refers to the right of the loan purchaser to recover against
the credit union, typically from default by the borrower. If the credit
union sells a loan with recourse, the purchaser can choose to recover
the losses from the credit union rather than from the borrower.
Loans sold with recourse can adversely affect a credit union's
liquidity because the participating organization may seek a refund of
its entire investment. Accordingly, the credit union should closely
monitor the performance of loans sold with recourse to project future
cash flows.
Loan
Participations
Loan participation represents another potential source of liquidity for

credit unions. This can and often does include non-real estate loans,
such as signature or vehicle loans. Typically, participation involves
an agreement between two or more credit unions or other types of
financial institutions, and includes a pool of loans. A written
agreement should document the transaction and its details, including
the identification of the loans involved. Credit unions should have
the agreement reviewed by legal counsel, prior to implementation.
In this type of liquidity source, the selling credit union would retain
a percentage of the loans, usually 10 percent or more. They would
also retain servicing. Thus, the transaction remains transparent to the
member. The agreement should include details about (1) whether the
sale is with or without recourse, (2) whether buy-back provisions
(rider) exist and the timeframes for such provisions, (3) whether the
seller can repurchase the balance of the loans at a later date should
their level of liquidity increase, and (4)what if any compensation the
seller would receive for servicing the loans. As consumer loans have
a shorter life and require less servicing, the liquidity afforded
through the participation may overshadow the compensation in
importance.
Many, but not all, loan participations occur after origination of the
loans. Larger credit unions might participate on a large loan to a
commercial member to share the risk. A smaller credit union might
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EXAMINER'S GUIDE
use a participation in order to grant real estate loans or loans over

their limit to their members.
Workpapers
and
References
Page 13/3-18
Workpapers
- Liquidity Review Questionnaire (LRQ)
References
- NCUA Letters to Credit Unions
NO. 02-CU-05
NO. 00-CU-13
INTEREST RATE RISK MEASUREMENT TOOLS APPENDIX 13A

GAP
A traditional GAP analysis alone does not adequately permit

evaluating mortgage-related risks. A repricing GAP represents a
measure of the mismatch between the amount of assets and liabilities
repricing within a defined time period. It is a simplistic
determination of the relative interest rate sensitivity of a balance
sheet. GAP analysis can adequately pinpoint large mismatches in
assets and liabilities, but lacks as a tool for measuring the complex
variables associated with mortgages. GAP does not consider changes
in the shape of the yield curve, changes in the spread relationship
between different market rates, or option risk (e.g., prepayments). In
addition, it does not address the effect of an adverse increase in
interest rates on net worth.
Income
Simulation
An income simulation model is one means available to simulate the

effect on net interest income resulting from (positive and negative)
changes in interest rates of 100, 200, and 300 basis points. Typical
models use rate shocks to measure the effect on earnings. Income
simulation represents an accounting-based earnings approach and can
provide useful information for projecting the risk to near-term future
earnings and for strategic planning purposes.
Income simulation offers the following improvements over GAP:
0
a
0
Plots all estimated cash flows;

Captures actual timing of cash flows; and
Can accommodate repricing assumptions, amortization
assumptions, and yield curve assumptions.
If a credit union limits its ALM analysis to an income simulation

model, it should extend the analysis to five years. This provides one
way to estimate the effect of embedded options in outlying years. For
example, the credit union may own a security that is callable in the
second year. If the issuer calls the security, the credit union may
have to invest the proceeds at a lower rate; and thus, could cause the
Page 13A-1
EXAMINERS GUIDE
credit unions income to diminish in the second year. The income

projection should capture such outlying effects.
However, income simulation makes it difficult to accurately measure
the full exposure of prepayment or option risk. In addition, it does
not fully address the effect on net worth (value). Income simulation
depends highly on assumptions. The longer the time frame, the more
these assumptions influence the results. Users must specify what will
happen to all the cash flows they receive in future periods. They
must incorporate their reinvestment decisions. In short, user bias can
increasingly affect the results.
In addition to measuring the short-term effect of interest rate changes
on income, it is equally important to measure the long-term effect on
capital. Just as changes in interest rates will cause stock and bond
prices to fluctuate, changes in interest rates will also affect the fair
value of the credit unions balance sheet. As noted earlier, an
increase in interest rates will typically cause a credit unions existing
loans (and investments) to decline in value. The present value of the
balance sheet represents an estimate of the fair value of your credit
unions future earnings over the life of the holdings (long-term
measure). Credit unions should understand this relationship. NCUA
expects credit unions with greater risk to have more sophisticated
techniques for quantifying this relationship on their balance sheets.
Managing value in relation to risk will increasingly become more
important and significant as NCUA implements the system of
prompt corrective action (PCA), as promulgated by the Credit
Union Membership Access Act.
Asset
Val uation
Page 13A-2
For credit unions lacking advanced ALM models, there are

additional methods for measuring interest-rate risk in mortgage
loans. Using mortgage-backed securities as a proxy, credit unions
can obtain estimates of risk exposure on their mortgages. One public
source of this information is The Asset & Liability Price Tables on
the Office of Thrift Supervision Website at
http://www .ots.treas.gov/quarter.html.These tables provide
mortgage pool security prices at 100, 200, 300 basis point shock
scenarios. Industry recognized information providers also provide
estimated price sensitivity of individual securities.
IRR MEASUREMENT TOOLS - APPENDIX 13A
Net Economic Net Economic Value (NEV) measures the effect of interest rate risk
on capital. NEV represents a solvency measure, but it also estimates
Value
the balance sheets future earnings capacity. It measures the balance
sheets value at a fixed point in time. Proper NEV models capture
principal and interest cash flows and provide an analysis of option
risk. Managing NEV reduces the volatility of earnings and net
worth.
In short, NEV equals the fair value of assets minus the fair value of
liabilities. NEV calculations must also include the value of embedded
options. Models that calculate NEV compute the value of capital
under current interest rates (no rate change) and then under a
shocked interest rate scenario. The variance between these two
NEV calculations represents the potential impact on capital if rates
were to change. The components of NEV are as follows:
Net Economic Value:
A
I-R I
The value today (present value) of future amounts the credit union will
receive such as loan principal and interest payments, and investment
principal and interest.
Minus: The value today (present value) of future principal and interest
amounts the credit union will pay for its funds.
I = c I Equals: Net Economic Value.

To compute the present value one must move backward in time from
the future cash flow amounts, using a process called discounting.
The concept of discounted cash flows represents a basic financial tool
that comprehends the relationship between interest rates and fair
value. The discounted cash flow computation serves as the basis for
many cash flow comparisons and ALM analyses. Please see
Appendix 13B for a basic example of discounting future cash flows.
Both credit unions and examiners should understand that variablerate assets are not free of interest rate risk. Variable-rate loans or
securities may contain lifetime and periodic caps that limit their
ability to increase (reprice) loan rates. In addition, some interest rate
coupon formulas on variable rate loans or securities are contractually
For a more extensive discussion of net economic value and the risk of mortgagerelated assets, see the NCUA Corporate Examiners Guide under Reference
information at NCUAs Website at http://www.ncua.gov.
Page 13A-3
EXAMINER'S GUIDE
tied to a reference rate that may experience infrequent or

unpredictable changes. The modeling of such instruments requires
more complex and robust analytical techniques. In all cases, credit
unions must employ an ALM methodology commensurate with the
risk types and levels assumed.
Page 13A-4
DISCOUNTING CASH FLOWS -APPENDIX 13B

Discounting
Cash Flows
Example
The following example demonstrates how a change in interest rates

can affect the fair value of a security or loan. Present value is the
amount of money an individual must invest today to realize a future
amount.' In other words, it is today's value of the dollar amounts the
recipient will receive in the future. Discounting refers to the process
of computing a present value. Accordingly, present value represents
the discounted value and the interest rate used is often called the
discount rate. The price of any financial instrument (e.g., mortgages
or investment securities) is the present value of its future cash flows.
Understanding the process of discounting cash flows can aid a credit
union in valuing its balance sheet and in interpreting the results of its
ALM model.
Present value of a future value (cashflow amount) N years from

now:
Present Value =
Future Value (Cash Flow Amount)
= annual interest or discount rate
1
(l+i)N
N = number of years
(See below for formula to accommodate periodic compounding of interest.)*
This example applies the formula to a fixed-rate security. It first

discounts the cash flows at the coupon rate (7.5%)and then again
three hundred basis points higher (10.5 %).
This discussion follows, for example, a chapter on Present Value in Fixed Income
Mathematics; Third Edition by Frank J Fabozzi; (Irwin Professional Publishing;
1993); pp. 19-33.
Present value of a future value n periods from now assuming periodic
compounding:
Present Value = Future Value X
1
(1 + i/m)""
m = Frequency of compounding (e.g.? monthly = 12, semiannually = 2);
i -= Periodic interest or discount rate [annual interest rate (in decimal form);
n = Number of periods [number of years].
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EXAMINER'S GUIDE
Amount: $1 000 000 Life: 3 Years
Note that the present value of the 7.5 % coupon bond equates to its
face amount of $1,000,000 when the cash flows are discounted at the
7.5% coupon rate. This would equate to a no rate change or base
case scenario when computing NEV. However, the present value
decreases by about $74,000 when the cash flows are discounted at
10.5% . This would approximate a potential 300 basis point rate
shock when computing NEV. The decline in value underscores how
an increase in market interest rates can reduce the fair market value
of a security or a loan. This diminution also represents potential
changes to capital under a NEV rate shock scenario.
While this discounted cash flow example is very basic, it is the
fundamental concept behind what an ALM program does to compute
NEV. NEV models become more detailed when the user adjusts
discount factors for credit, option and liquidity risks.
Page 13B-2
GLOSSARY OF ALM TERMS - APPENDIX 13C

ALM Definitions
This section defines some terms commonly used in ALM. Standard

dictionaries do not contain the definitions of many words and phrases
used when discussing ALM; therefore, this glossary may assist the
examiner in understanding specialized industry-specific words.
(Appendix 12A contains investment terms .)
Basis Risk: the risk to earnings and economic value when a change in one interest
rate differs from that of another interest rate for a similar maturity or term. For
example, the rate on a money market share account typically changes less than that
of an overnight investment account (earning a Federal funds rate .)
Core Share Deposits: in gap analysis, the estimated portion of deposits that are not
rate sensitive. Cores share deposits reflect managements judgment of the portion
of shares not expected to be withdrawn and reinvested in a higher rate instrument,
in response to an increase in market interest rates. Credit unions may consider
many regular share accounts with relatively small balances, as well as the portion
of share draft accounts reflecting transactional balances, to be core share deposits.
Generally, money market share accounts and share certificates are less likely to be
considered core share deposits.
Discount Rate: an interest rate used in a model to calculate an estimate of fair
value of a financial instrument. A discount rate is used to compute a present value
of a cash flow.
Duration of Equity: a simple estimate of the percentage change in fair value net
worth for a one percent change in interest rates. See the Investment Chapter for a
definition of duration.
Gap Analysis: a simple interest rate risk measurement technique that reports the
mismatch between rate sensitive assets (RSAs) and rate sensitive liabilities (RSLs)
over a given time period. Common time periods (or gap buckets) are 3 months, 6
months, and 12 months. A gap report typically shows differences between RSAs
and RSLs for various gap buckets (i.e., the periodic gaps), and the aggregate
difference between RSAs and RSLs up to a specified time period, such as 12
months (i.e., the cumulative gap).
Static gap analysis shows repricing mismatches based on the current balance sheet
position. In contrast, dynamic gap analysis shows repricing mismatches based on a
forecasted balance sheet. Since many credit unions use gap analysis, examiners
need to understand its uses and weaknesses. Refer to Appendix 13A for further
discussion of gap analysis.
Income Simulation: an interest rate risk measurement technique used to estimate
earnings exposure to changes in interest rates. Credit unions use income simulation
to forecast Net Interest Income (MI), Net Income (NI), and accounting net worth
Page 13C-1
EXAMINERS GUIDE
under different interest rate scenarios. Refer to Appendix 13A for further
discussion of income simulation.
Index: the market interest rate (to which a margin may be added) that is used to
reset the interest rate on a variable-rate loan.
Interest Rate Risk (IRR):the risk to a CUs financial condition resulting from
adverse changes in interest rates. IRR is a type of market risk. Exposure to IRR
can be measured by assessing the effect of changing rates and prices on either the
earnings or economic value of an individual instrument, a portfolio, or the entire
institution.
Net Economic Value (NEV):an interest rate risk measurement technique used to
measure the economic exposure of net worth to changes in interest rates. NEV
equals the present value of assets less the present value of liabilities. Refer to
Appendix 13A for further discussion of NEV.
NEV Volatility: measures the change (either in dollar or percentage terms) in NEV
from a base case resulting from a change in interest rates. A high level of NEV
volatility reflects a high level of interest rate risk.
Prepayment: the early repayment of principal, in advance of scheduled

amortization or maturity.
Pricing: a credit union management action to set interest rates and terms on loan
and deposit products offered to members.
Rate Ramp: is a gradual increase in interest rates over a specified time period,
usually 12 months. Rate ramps are used for management forecasts of future
earnings in income simulations.
Rate Sensitivity, Rate Sensitive Assets (RSAs), and Rate Sensitive Liabilities
(RSLs): in gap analysis, the degree to which a financial instrument is expected to
reprice within a given time frame.
For example, given a 12-month time frame for a gap report, a 5-year-remainingmaturity Treasury note is not rate sensitive since it will not mature within 12
months. A credit union can estimate prepayments on consumer loans (e.g., 30-year
mortgages) to schedule the rate sensitivity of its cash flows. Rate sensitivity
assumptions for administered rate liabilities (e.g., regular shares and money market
shares) can be very influential on reported gap results.
Rate Shock: is an immediate change in the level of interest rates. Parallel rate
shocks of 1 to 3 percent are often used to assess interest rate risk.
Repricing: the change in interest rate resulting from either an interest rate resef on
a variable-rate or administered-rate instrument, or a reinvestment of cash flow from
a maturity, scheduled amortization, prepayment, or early withdrawal of an asset or
liability.
A variable rate loan reprices on its interest rate change date and on its maturity
date, when the principal can be reinvested at a current market interest rate.
Repricing also occurs when a credit union administers a rate change on an account
such as a money market share account. A fixed rate loan reprices as scheduled
Page 13C-2
GLOSSARY OF ALM TERMS-APPENDIX 13C

payments occur, upon prepayment of principal, and on its contractual maturity date
when any outstanding principal balance is repaid.
Shocked Value: is a fair value for a financial instrument given a rate shock. The
difference between the current value and the shocked value informs management of
the price sensitivity of a financial instrument to a change in interest rates.
Volatility: can refer to how much change there is in measures of interest rate risk,
such as forecasted net income or NEV, across different interest rate scenarios.
Volatility also can refer to how much market participants expect interest rates or
prices to change in the future.
Page 13C-3

Asset Liability Management (Alm)

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Asset Liability Management (Alm)

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Chapter 13

ASSET LIABILITY MANAGEMENT (ALM)

ASSET LIABILITY MANAGEMENT (ALM)

ASSET LIABILITY MANAGEMENT (ALM)

Determine safety and soundness of the credit unions Asset

ASSET LIABILITY MANAGEMENT (ALM)

The primary objective of examiners ALM review involves analyzing

IRPS 98-02, dated 1998, Supervisory Policy Statement on

ALM - INTEREST RATE RISK

Determine the credit unions exposure to interest rate risk (IRR)

- INTEREST RATE RISK

For larger credit unions or those with more complicated balance

As a first step, the examiner should determine whether the credit

Embedded options (e.g., calls, interest rate caps or floors,

In addition to these investments defined as complex by regulation,

The IRR examination review is mostly qualitative in nature with the

ALM - INTEREST RATE RISK

More complex balance sheets, especially those containing mortgage

Reporting requirements providing informative reports to decision

ALM - INTEREST RATE RISK

The IRR management or ALM policy should express IRR measures

precision and accuracy of the risk assessment model when

> 30 percent over any 12

after shock change > 75 percent over any 12

after shock change in book value net worth

after shock change in market value net worth

IRR limits exceeding the parameters in Table 1 indicate possible red

ALM - INTEREST RATE RISK

Loan portfolio structure (e.g., longer maturities [ > 5 years],

ALM - INTEREST RATE RISK

Effective management of IRR depends on credit unions evaluating

The ALCO typically provides management oversight and guidance

positions. Preferably, at least one board member will sit on ALCO.

Provides adequate documentation of its discussions and actions,

- INTEREST RATE RISK

Understands the key assumptions driving the model to ascertain

measurement output, ALCO should appropriately determine the

ALM - INTEREST RATE RISK

or adding additional internal controls.) If the board does not respond

Credit unions should measure IRR no less often than semiannually,

IRR management is a dynamic field that requires frequent updating

An effective program person should understand how the model

program person should understand which assumptions require

- INTEREST RATE RISK

Credit unions need backup persons to ensure continuity in the risk

Staffs familiarity with the assumptions driving the model and

Documentation of assumptions to ensure consistent measurement

The credit unions review of the IRR measurement model should

ALM - INrEREST RATE RISK

Examiners should determine whether the credit union has established

The model accounts for mortgage prepayments or interest rate

ALM - INTEREST RATE RISK

The credit union analyzes its balance sheet performance and

NI: after shock change over any

after shock value of net worth

The examiner should determine what IRR measurement

ALM - INTEREST RATE RISK

Gap analysis generally excludes consideration of prepayments, call

Income simulation models focus on short-term measurement of risk

Asset valuation and NEV measure IRR through estimating the

Examiners should remain aware of the following potential warning

High level of net long-term assets to total assets. This concern is

ALM - INTEREST RATE RISK

Declining net interest margin. This indicates either asset yields

Incremental mismatch of asset and liability maturities. Given the

Lack of I N 3 management or ALM policy. Some credit unions

Although examiners should perform a quantitative analysis on every

Strong net worth and stable earnings;

A large, complex credit union offering many different services and

An apparently high amount of IRR;

- INTEREST RATE RISK

Depending on the degree of apparent risk, the examiner may decide

Determine adequacy of credit unions liquidity

Liquidity risk may occur whenever management cannot satisfy

Liquidity management is the process of monitoring flows of funds

future needs for funds. Understanding liquidity requires an