Our internal auditor was asking how we monitor loan activity. We are not sure if the BSA person is responsible or if the loan department is responsible. Can anyone give me guidelines?
Can the bank rely on sample reviews of the resolutions provided by the business units on the BSA alerts generated by monitoring tools on their customers, or is it necessary to review 100% of their responses?
What is the difference under Reg U between a purpose loan and a non-purpose loan when adhering to margin requirements as a non-bank lender?
How are banks impacted by the FACT Act?
With all the change going on inside our bank during this economy, much attention has been focused on expense reduction and process improvement. How do we focus on revenue growth during all the turmoil?
Our institution monitors transactions for Reg D purposes only at the end of the month. We are looking into changing it to monitor daily, but what if the customer has excessive transactions three days in a row and the account is converted before the customer receives the change notice? We'd like to know if there's a better way to do this. Is there a sample that will show us how to create a daily monitoring system?
What sort of controls and consequences can a Bank implement to set policy for employees who default on loans made through the employer?
Among credit risk, market risk and operational risk, developing a good operational risk management program seems to be the most challenging. Can't our existing compliance processes (e.g., AML, Red Flags, GLBA, etc.) contribute to operational risk management?
How should a bank identity its key risk indicators?
What individual risk assessments is a bank expected to perform? How do the individual risk assessments fit together with an "enterprise risk assessment"?