SBA Lender and Loan Oversight - Revision history

Carlin at 22:00, 2 September 2016

2016-09-02T22:00:37Z

ArielSun: Created page with "Largely because the SBA relies on lenders to make the loans it guarantees, the agency needs a loan and lender monitoring capability to analyze its overall portfolio of loans,..."

2016-06-01T21:29:12Z

Created page with "Largely because the SBA relies on lenders to make the loans it guarantees, the agency needs a loan and lender monitoring capability to analyze its overall portfolio of loans,..."

imported>Carlin at 20:26, 15 January 2016

2016-01-15T20:26:23Z

imported>Carlin at 20:21, 15 January 2016

2016-01-15T20:21:59Z

imported>Carlin at 20:21, 15 January 2016

2016-01-15T20:21:27Z

imported>Carlin at 20:19, 15 January 2016

2016-01-15T20:19:43Z

imported>Carlin at 20:00, 15 January 2016

2016-01-15T20:00:12Z

imported>Carlin at 19:58, 15 January 2016

2016-01-15T19:58:53Z

imported>Carlin at 19:58, 15 January 2016

2016-01-15T19:58:28Z

imported>Carlin: New page: Largely because the SBA relies on lenders to make the loans it guarantees, the agency needs a loan and lender monitoring capability to analyze its overall portfolio of loans, its individua...

2016-01-15T19:57:04Z

New page: Largely because the SBA relies on lenders to make the loans it guarantees, the agency needs a loan and lender monitoring capability to analyze its overall portfolio of loans, its individua...

New page

Largely because the SBA relies on lenders to make the loans it guarantees, the agency needs a loan and lender monitoring capability to analyze its overall portfolio of loans, its individual lenders, and their portfolio of loans. In 1998, the White House and Congress suggested the SBA adopt more rigorous risk-management techniques as well as improve their lender and loan reviewing processes. Thus, in FY 1999, the SBA established an Office of Lender Oversight— later renamed the Office of Credit Risk Management— to coordinate and centralize portfolio risk management and lender review within the agency. Although they worked continuously to improve their oversight capabilities, after three years, the SBA was forced to abandon this in-house project.

In 2003, SBA's office of Credit Risk Management hired Dun & Bradstreet, a company that provides commercial data to businesses on credit history, business to business sales, risk exposure, and a variety of other services. Dun & Bradstreet helped SBA start several programs, including credit risk management, insight into individual loans and lenders, early warning predictive scores, and other features that allow agency leaders to better measure and manage the risk in their small business loan programs. A June 2004 GAO Report found that "although the SBA obtained a useful service, it does not have comprehensive policies needed to implement best practices and address its needs as an agency with a public mission, especially regarding its need to use enforcement actions to address noncompliance. Additionally, the SBA did not have a contingency plan in the event that the Dun & Bradstreet service was discontinued." The 2004 report suggested the SBA:
#Consider the applicability of best practices in developing policies for using the loan monitoring service;
#develop enforcement policies to address noncompliance among lenders;
#ensure adequate resources are devoted to developing policies;
#explore using the service elsewhere in the agency;
#develop contingency plans in the event that the Dun & Bradstreet contract is discontinued.

← Older revision		Revision as of 22:00, 2 September 2016
Line 9:		Line 9:
	#Develop contingency plans in the event that the Dun & Bradstreet contract is discontinued.		#Develop contingency plans in the event that the Dun & Bradstreet contract is discontinued.
	[http://www.dnb.com/content/dam/english/dnb-solutions/risk-management/fundamentals_of_government_lending_oversight.pdf] [https://books.google.com/books?id=RYzbIVP39RoC&pg=PA15&lpg=PA15&dq=comprehensive+sba+loan+data+504&source=bl&ots=_MmL5oLWQY&sig=-0geLuDHvCRTLXwRQDSSIFnnY0E&hl=en&sa=X&ved=0ahUKEwjw_ffdjsPJAhWPrIMKHThGBBcQ6AEINzAD#v=onepage&q&f=true]		[http://www.dnb.com/content/dam/english/dnb-solutions/risk-management/fundamentals_of_government_lending_oversight.pdf] [https://books.google.com/books?id=RYzbIVP39RoC&pg=PA15&lpg=PA15&dq=comprehensive+sba+loan+data+504&source=bl&ots=_MmL5oLWQY&sig=-0geLuDHvCRTLXwRQDSSIFnnY0E&hl=en&sa=X&ved=0ahUKEwjw_ffdjsPJAhWPrIMKHThGBBcQ6AEINzAD#v=onepage&q&f=true]
		+	[[Category: Internal]]
		+	[[Internal Classification: Legacy\| ]]

← Older revision		Revision as of 21:29, 1 June 2016
Line 9:		Line 9:
	#Develop contingency plans in the event that the Dun & Bradstreet contract is discontinued.		#Develop contingency plans in the event that the Dun & Bradstreet contract is discontinued.
	[http://www.dnb.com/content/dam/english/dnb-solutions/risk-management/fundamentals_of_government_lending_oversight.pdf] [https://books.google.com/books?id=RYzbIVP39RoC&pg=PA15&lpg=PA15&dq=comprehensive+sba+loan+data+504&source=bl&ots=_MmL5oLWQY&sig=-0geLuDHvCRTLXwRQDSSIFnnY0E&hl=en&sa=X&ved=0ahUKEwjw_ffdjsPJAhWPrIMKHThGBBcQ6AEINzAD#v=onepage&q&f=true]		[http://www.dnb.com/content/dam/english/dnb-solutions/risk-management/fundamentals_of_government_lending_oversight.pdf] [https://books.google.com/books?id=RYzbIVP39RoC&pg=PA15&lpg=PA15&dq=comprehensive+sba+loan+data+504&source=bl&ots=_MmL5oLWQY&sig=-0geLuDHvCRTLXwRQDSSIFnnY0E&hl=en&sa=X&ved=0ahUKEwjw_ffdjsPJAhWPrIMKHThGBBcQ6AEINzAD#v=onepage&q&f=true]
−
−
−	While their efforts since the 1999 and the 2004 GAO report are to be commended, the SBA still has incomplete and inaccurate loan agent discourse data. A September 2015 OIG report found these inaccuracies are likely to hinder oversight efforts. The SBA claims that their progress in implementing a robust loan agent registration and monitoring system has been limited by their lack a statutory authority to collect personal information from loan agents that would uniquely identify them. The SBA only began recording and tracking loan agent information in a searchable format in 2010. Many of the suggestions in the 2015 OIG report mirror or at a minimum are related to those from the 2004 GAO report, demonstrating a lack of progress on the part of the SBA in implementing adequate lender and loan oversight practices. [https://www.sba.gov/sites/default/file/oig/Report_15-16_SBA_Needs_to_Improve_Its_Oversight_of_Loan_Agents.pdf].

← Older revision		Revision as of 20:26, 15 January 2016
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−	While their efforts since the 1999 and the 2004 GAO report are to be commended, the SBA still has incomplete and inaccurate loan agent discourse data. A September 2015 OIG report found these inaccuracies are likely to hinder oversight efforts. The SBA claims that their progress in implementing a robust loan agent registration and monitoring system has been limited by their lack a statutory authority to collect personal information from loan agents that would uniquely identify them. The SBA only began recording and tracking loan agent information in a searchable format in 2010. [https://www.sba.gov/sites/default/file/oig/Report_15-16_SBA_Needs_to_Improve_Its_Oversight_of_Loan_Agents.pdf].	+	While their efforts since the 1999 and the 2004 GAO report are to be commended, the SBA still has incomplete and inaccurate loan agent discourse data. A September 2015 OIG report found these inaccuracies are likely to hinder oversight efforts. The SBA claims that their progress in implementing a robust loan agent registration and monitoring system has been limited by their lack a statutory authority to collect personal information from loan agents that would uniquely identify them. The SBA only began recording and tracking loan agent information in a searchable format in 2010. Many of the suggestions in the 2015 OIG report mirror or at a minimum are related to those from the 2004 GAO report, demonstrating a lack of progress on the part of the SBA in implementing adequate lender and loan oversight practices. [https://www.sba.gov/sites/default/file/oig/Report_15-16_SBA_Needs_to_Improve_Its_Oversight_of_Loan_Agents.pdf].

@@ Line 2: / Line 2: @@
-In need of this type of service, SBA's office of Credit Risk Management hired Dun & Bradstreet in 2003. Dun & Bradstreet helped SBA start several programs, including credit risk management, insight into individual loans and lenders, early warning predictive scores, and other features that allow agency leaders to better measure and manage the risk in their small business loan programs. A June 2004 GAO Report found that "although the SBA obtained a useful service, it does not have comprehensive policies needed to implement best practices and address its needs as an agency with a public mission, especially regarding its need to use enforcement actions to address noncompliance. Additionally, the SBA did not have a contingency plan in the event that the Dun & Bradstreet service was discontinued." The 2004 report suggested the SBA:
+In need of this type of service, SBA's office of Credit Risk Management hired Dun & Bradstreet in 2003. Dun & Bradstreet helped SBA start several programs, including credit risk management, insight into individual loans and lenders, early warning predictive scores, and other features that allow agency leaders to better measure and manage the risk in their small business loan programs. A June 2004 GAO Report found "although the SBA obtained a useful service, it does not have comprehensive policies needed to implement best practices and address its needs as an agency with a public mission, especially regarding its need to use enforcement actions to address noncompliance. Additionally, the SBA did not have a contingency plan in the event that the Dun & Bradstreet service was discontinued." The 2004 report suggested the SBA:
 #Consider the applicability of best practices in developing policies for using the loan monitoring service;
 #Develop enforcement policies to address noncompliance among lenders;

@@ Line 1: / Line 1: @@
-Largely because the SBA relies on lenders to make the loans it guarantees, the agency needs a loan and lender monitoring capability to analyze its overall portfolio of loans, its individual lenders, and their portfolio of loans. In 1998, the White House and Congress suggested the SBA adopt more rigorous risk-management techniques as well as improve their lender and loan reviewing processes. Thus, in FY 1999, the SBA established an Office of Lender Oversight— later renamed the Office of Credit Risk Management— to coordinate and centralize portfolio risk management and lender review within the agency. Although they worked continuously to improve their oversight capabilities, after three years, the SBA was forced to abandon this in-house project. [https://books.google.com/books?id=RYzbIVP39RoC&pg=PA15&lpg=PA15&dq=comprehensive+sba+loan+data+504&source=bl&ots=_MmL5oLWQY&sig=-0geLuDHvCRTLXwRQDSSIFnnY0E&hl=en&sa=X&ved=0ahUKEwjw_ffdjsPJAhWPrIMKHThGBBcQ6AEINzAD#v=onepage&q&f=true] [http://www.dnb.com/content/dam/english/dnb-solutions/risk-management/fundamentals_of_government_lending_oversight.pdf]
+Largely because the SBA relies on lenders to make the loans it guarantees, the agency needs a loan and lender monitoring capability to analyze its overall portfolio of loans, its individual lenders, and their portfolio of loans. In 1998, the White House and Congress suggested the SBA adopt more rigorous risk-management techniques as well as improve their lender and loan reviewing processes. Thus, in FY 1999, the SBA established an Office of Lender Oversight— later renamed the Office of Credit Risk Management— to coordinate and centralize portfolio risk management and lender review within the agency. Although they worked continuously to improve their oversight capabilities, after three years, the SBA was forced to abandon this project. [https://books.google.com/books?id=RYzbIVP39RoC&pg=PA15&lpg=PA15&dq=comprehensive+sba+loan+data+504&source=bl&ots=_MmL5oLWQY&sig=-0geLuDHvCRTLXwRQDSSIFnnY0E&hl=en&sa=X&ved=0ahUKEwjw_ffdjsPJAhWPrIMKHThGBBcQ6AEINzAD#v=onepage&q&f=true] [http://www.dnb.com/content/dam/english/dnb-solutions/risk-management/fundamentals_of_government_lending_oversight.pdf]
-In 2003, SBA's office of Credit Risk Management hired Dun & Bradstreet, a company that provides commercial data to businesses on credit history, business to business sales, risk exposure, and a variety of other services. Dun & Bradstreet helped SBA start several programs, including credit risk management, insight into individual loans and lenders, early warning predictive scores, and other features that allow agency leaders to better measure and manage the risk in their small business loan programs. A June 2004 GAO Report found that "although the SBA obtained a useful service, it does not have comprehensive policies needed to implement best practices and address its needs as an agency with a public mission, especially regarding its need to use enforcement actions to address noncompliance. Additionally, the SBA did not have a contingency plan in the event that the Dun & Bradstreet service was discontinued." The 2004 report suggested the SBA:
+In need of this type of service, SBA's office of Credit Risk Management hired Dun & Bradstreet in 2003. Dun & Bradstreet helped SBA start several programs, including credit risk management, insight into individual loans and lenders, early warning predictive scores, and other features that allow agency leaders to better measure and manage the risk in their small business loan programs. A June 2004 GAO Report found that "although the SBA obtained a useful service, it does not have comprehensive policies needed to implement best practices and address its needs as an agency with a public mission, especially regarding its need to use enforcement actions to address noncompliance. Additionally, the SBA did not have a contingency plan in the event that the Dun & Bradstreet service was discontinued." The 2004 report suggested the SBA:
 #Consider the applicability of best practices in developing policies for using the loan monitoring service;
 #Develop enforcement policies to address noncompliance among lenders;

← Older revision		Revision as of 20:19, 15 January 2016
Line 9:		Line 9:
	#Develop contingency plans in the event that the Dun & Bradstreet contract is discontinued.		#Develop contingency plans in the event that the Dun & Bradstreet contract is discontinued.
	[http://www.dnb.com/content/dam/english/dnb-solutions/risk-management/fundamentals_of_government_lending_oversight.pdf] [https://books.google.com/books?id=RYzbIVP39RoC&pg=PA15&lpg=PA15&dq=comprehensive+sba+loan+data+504&source=bl&ots=_MmL5oLWQY&sig=-0geLuDHvCRTLXwRQDSSIFnnY0E&hl=en&sa=X&ved=0ahUKEwjw_ffdjsPJAhWPrIMKHThGBBcQ6AEINzAD#v=onepage&q&f=true]		[http://www.dnb.com/content/dam/english/dnb-solutions/risk-management/fundamentals_of_government_lending_oversight.pdf] [https://books.google.com/books?id=RYzbIVP39RoC&pg=PA15&lpg=PA15&dq=comprehensive+sba+loan+data+504&source=bl&ots=_MmL5oLWQY&sig=-0geLuDHvCRTLXwRQDSSIFnnY0E&hl=en&sa=X&ved=0ahUKEwjw_ffdjsPJAhWPrIMKHThGBBcQ6AEINzAD#v=onepage&q&f=true]
		+
		+
		+	While their efforts since the 1999 and the 2004 GAO report are to be commended, the SBA still has incomplete and inaccurate loan agent discourse data. A September 2015 OIG report found these inaccuracies are likely to hinder oversight efforts. The SBA claims that their progress in implementing a robust loan agent registration and monitoring system has been limited by their lack a statutory authority to collect personal information from loan agents that would uniquely identify them. The SBA only began recording and tracking loan agent information in a searchable format in 2010. [https://www.sba.gov/sites/default/file/oig/Report_15-16_SBA_Needs_to_Improve_Its_Oversight_of_Loan_Agents.pdf].

@@ Line 4: / Line 4: @@
 In 2003, SBA's office of Credit Risk Management hired Dun & Bradstreet, a company that provides commercial data to businesses on credit history, business to business sales, risk exposure, and a variety of other services. Dun & Bradstreet helped SBA start several programs, including credit risk management, insight into individual loans and lenders, early warning predictive scores, and other features that allow agency leaders to better measure and manage the risk in their small business loan programs. A June 2004 GAO Report found that "although the SBA obtained a useful service, it does not have comprehensive policies needed to implement best practices and address its needs as an agency with a public mission, especially regarding its need to use enforcement actions to address noncompliance. Additionally, the SBA did not have a contingency plan in the event that the Dun & Bradstreet service was discontinued." The 2004 report suggested the SBA:
 #Consider the applicability of best practices in developing policies for using the loan monitoring service;
-#develop enforcement policies to address noncompliance among lenders;
+#Develop enforcement policies to address noncompliance among lenders;
-#ensure adequate resources are devoted to developing policies;
+#Ensure adequate resources are devoted to developing policies;
-#explore using the service elsewhere in the agency;
+#Explore using the service elsewhere in the agency;
-#develop contingency plans in the event that the Dun & Bradstreet contract is discontinued.
+#Develop contingency plans in the event that the Dun & Bradstreet contract is discontinued.
 [http://www.dnb.com/content/dam/english/dnb-solutions/risk-management/fundamentals_of_government_lending_oversight.pdf] [https://books.google.com/books?id=RYzbIVP39RoC&pg=PA15&lpg=PA15&dq=comprehensive+sba+loan+data+504&source=bl&ots=_MmL5oLWQY&sig=-0geLuDHvCRTLXwRQDSSIFnnY0E&hl=en&sa=X&ved=0ahUKEwjw_ffdjsPJAhWPrIMKHThGBBcQ6AEINzAD#v=onepage&q&f=true]

← Older revision		Revision as of 19:58, 15 January 2016
Line 1:		Line 1:
	Largely because the SBA relies on lenders to make the loans it guarantees, the agency needs a loan and lender monitoring capability to analyze its overall portfolio of loans, its individual lenders, and their portfolio of loans. In 1998, the White House and Congress suggested the SBA adopt more rigorous risk-management techniques as well as improve their lender and loan reviewing processes. Thus, in FY 1999, the SBA established an Office of Lender Oversight— later renamed the Office of Credit Risk Management— to coordinate and centralize portfolio risk management and lender review within the agency. Although they worked continuously to improve their oversight capabilities, after three years, the SBA was forced to abandon this in-house project. [https://books.google.com/books?id=RYzbIVP39RoC&pg=PA15&lpg=PA15&dq=comprehensive+sba+loan+data+504&source=bl&ots=_MmL5oLWQY&sig=-0geLuDHvCRTLXwRQDSSIFnnY0E&hl=en&sa=X&ved=0ahUKEwjw_ffdjsPJAhWPrIMKHThGBBcQ6AEINzAD#v=onepage&q&f=true] [http://www.dnb.com/content/dam/english/dnb-solutions/risk-management/fundamentals_of_government_lending_oversight.pdf]		Largely because the SBA relies on lenders to make the loans it guarantees, the agency needs a loan and lender monitoring capability to analyze its overall portfolio of loans, its individual lenders, and their portfolio of loans. In 1998, the White House and Congress suggested the SBA adopt more rigorous risk-management techniques as well as improve their lender and loan reviewing processes. Thus, in FY 1999, the SBA established an Office of Lender Oversight— later renamed the Office of Credit Risk Management— to coordinate and centralize portfolio risk management and lender review within the agency. Although they worked continuously to improve their oversight capabilities, after three years, the SBA was forced to abandon this in-house project. [https://books.google.com/books?id=RYzbIVP39RoC&pg=PA15&lpg=PA15&dq=comprehensive+sba+loan+data+504&source=bl&ots=_MmL5oLWQY&sig=-0geLuDHvCRTLXwRQDSSIFnnY0E&hl=en&sa=X&ved=0ahUKEwjw_ffdjsPJAhWPrIMKHThGBBcQ6AEINzAD#v=onepage&q&f=true] [http://www.dnb.com/content/dam/english/dnb-solutions/risk-management/fundamentals_of_government_lending_oversight.pdf]
		+

	In 2003, SBA's office of Credit Risk Management hired Dun & Bradstreet, a company that provides commercial data to businesses on credit history, business to business sales, risk exposure, and a variety of other services. Dun & Bradstreet helped SBA start several programs, including credit risk management, insight into individual loans and lenders, early warning predictive scores, and other features that allow agency leaders to better measure and manage the risk in their small business loan programs. A June 2004 GAO Report found that "although the SBA obtained a useful service, it does not have comprehensive policies needed to implement best practices and address its needs as an agency with a public mission, especially regarding its need to use enforcement actions to address noncompliance. Additionally, the SBA did not have a contingency plan in the event that the Dun & Bradstreet service was discontinued." The 2004 report suggested the SBA:		In 2003, SBA's office of Credit Risk Management hired Dun & Bradstreet, a company that provides commercial data to businesses on credit history, business to business sales, risk exposure, and a variety of other services. Dun & Bradstreet helped SBA start several programs, including credit risk management, insight into individual loans and lenders, early warning predictive scores, and other features that allow agency leaders to better measure and manage the risk in their small business loan programs. A June 2004 GAO Report found that "although the SBA obtained a useful service, it does not have comprehensive policies needed to implement best practices and address its needs as an agency with a public mission, especially regarding its need to use enforcement actions to address noncompliance. Additionally, the SBA did not have a contingency plan in the event that the Dun & Bradstreet service was discontinued." The 2004 report suggested the SBA: