Upon completion of this session you should: Become more familiar with the history/purpose of CRA;
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- Felicity Hodges
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1 CRA Basics
2 Objectives Upon completion of this session you should: Become more familiar with the history/purpose of CRA; Become more familiar with terms and definitions under the CRA regulation; Introduce technical requirements of the regulation; and Understand how CRA can be useful for your organization. 2
3 CRA History:1960 s and 1970 s 1960 s: Civil rights movement and related efforts to eliminate housing discrimination; Early 1970 s: Community activists began to protest redlining practices; 1975: Home Mortgage Disclosure Act (HMDA) passed by Congress gave communities a tool to flight disinvestment in their communities; 1977: Congress passed the Community Reinvestment Act; and Federal banking regulators issued Regulation BB to implement the new law (CRA).
4 CRA History 1980 s Banking regulators became more active in enforcement of CRA and provided new guidance to banks on their CRA responsibilities; and 1989: Passage of the Federal Institutions Reform, Recovery and Enforcement ACT (FIRREA) required public CRA disclosure of banks CRA ratings. HMDA was expanded to include a mortgage applicants race, gender and income levels (not just loan originations).
5 CRA History CRA passage did two things: It eliminated the illegal practice of redlining; and Encourages regulated financial institutions to meet the credit needs of all the communities it serves in particular historically underserved communities;
6 Purpose of CRA Encourage banks and thrifts to meet the credit needs of their communities: Including borrowers of different income levels and businesses/farms of different sizes; Including low- and moderate-income geographies, certain non-metropolitan middle income geographies or designated disaster areas; and be CRA activities MUST be consistent with safe, sound and prudent business operations. 6
7 Definitions Geography Median Area Income Low- and Moderate-Income (LMI) Assessment Area (AA) Delineation Community Development Primary Purpose 7
8 Community Development Affordable housing for low- or moderate-income (LMI) individuals Community services for LMI individuals Activities that promote economic development by providing financing for small businesses or small farms Activities that revitalize or stabilize LMI geographies, distressed or underserved non-metro middle-income areas, or designated disaster areas. Activities that support, enable or facilitate projects or activities that meet eligible uses criteria described in Section 2301(c) of the Housing and Economic Recovery Act of 2008 (HERA) and are conducted in designated target areas identified in plans approved by HUD in accordance with the Neighborhood Stabilization Program (NSP) 8
9 Primary Purpose In order to receive Community Development consideration under CRA - loans, investments, and/or services primary purpose must be consistent with the definition of community development. 9
10 Defining Community Development Examples of CD Loans Affordable housing rehabilitation and construction Loans to nonprofit organizations Loans in support of community facilities Loans to CDFIs or CDCs or minority and women-owned financial institutions Loans to governmental entities Loans to finance environmental cleanup or redevelopment of industrial site 10
11 Defining Community Development Examples of Qualified Investments: Investment, grants, deposits, or shares in or to: Financial intermediaries Minority- or women-owned banks Organizations engaged in affordable housing Organizations promoting economic development by financing small businesses Low-Income Housing Tax Credits New Markets Tax Credits 11
12 Defining Community Development CD Service Examples: Technical assistance to organizations serving LMI housing needs Loaned executive program Credit counseling Providing financial education for LMI individuals Financial planning to promote CD School savings programs 12
13 The Exam Process 13
14 Objectives Upon completion of the CRA exam overview, you should: Be familiar with the different CRA exam types; Be familiar with the CRA ratings; Understand steps examiners and CRA Officers take to prepare for a CRA evaluation; and Understand how CRA can be useful to your organization. 14
15 Exam Types Small bank; Intermediate small bank (ISB); Large bank; Wholesale and Limited Purpose; and Strategic Plan 15
16 Technical Requirements CRA Public Notice Public File Delineation of Assessment Area 16
17 Public File Full file At the main office; At one office in each state. Limited file at branch locations Provide all information relative to the branch s assessment area within five days of request. 17
18 Public file for all institutions All written CRA related comments for the current year and two previous years; The most recent public evaluation ; List of all branches - addresses and geographies; List of services ; Map of Assessment Area(s); and Last two years HMDA Disclosure Statements. 18
19 Overall Ratings Outstanding Satisfactory Needs to Improve Substantial Noncompliance Ratings roll-up 19
20 Public Evaluation Prepared by the agencies; Exit discussion with bank management; Exam completed and final ratings assigned and discussed with management; Published on regulators & FFIEC web sites; and Made available to the public on request. 20
21 Why are CRA Ratings Important? Regulators must take into account a bank s record of helping to meet the community credit needs when considering any corporate or licensing action. Examples include: Opening new branch offices or deposit-taking ATMs, mergers, acquisitions or consolidations 21
22 CRA Performance Context
23 Performance Context What is Performance Context? A broad range of economic, demographic, and institution- and community-specific information that an examiner reviews to understand the context within which an institution s CRA record of performance should be evaluated. Performance context factors that affect a bank s CRA performance are explained in the Bank s Performance Evaluation (PE). 23
24 Performance Context Description of Institution Background General Business Strategy Ability and Capacity Financial Data Lending Focus Holding Company / Affiliates / Subsidiary 24
25 Performance Context Description of Assessment Area(s) Specific Description & Demographic Data Economic Data Community Contacts 25
26 Performance Context Community Contacts Provides Insights: Into Area s Economic Condition Into Changes in Area s Description Into Area s Credit Needs Into Institutions Response 26
27 Other Performance Context Considerations CRA-Related Complaints Discriminatory or Illegal Credit Practices 27
28 CRA Strategy Development Approaching the Bank 28
29 Objectives Participants should learn how to research which banks to approach Participants will learn how to develop a CRA strategy for their organization Participants will learn how to approach bankers with organizational concerns 29
30 Steps in Developing a CRA Strategy Step 1. Understand CRA Performance Evaluation Criteria (i.e. Small Bank vs. ISB vs. Large Bank criteria) Step 2. Assess bank performance context Step 3. Assess community credit needs Step 4. Match bank products, services with community credit needs 30
31 Developing a CRA Strategy Know your community Research community needs Research community demographics Learn about public plans and initiatives Know about other local community based organizations When possible, form coalitions Eliminate duplications 31
32 Matching Bank Products and Services with Community Credit Needs Compare the bank s lending focus, its economic and performance context, and its products and services to community credit needs. Use government loan programs as resources to enhance lending opportunities and to manage and mitigate lending risk. 32
33 A Successful CRA Strategy Should communicate the role and function of CD activities CD products generate revenue. CD initiatives may expand a bank s market. CD initiatives may complement existing product lines. CD risks may be mitigated and managed Considers costs! 33
34 CRA Strategy Conclusion, a strong CRA Strategy: Is by plan and not by chance Is founded on facts and research Should be able to be integrated into a bank s business plan 34
35 CRA Strategy Development Questions??? 35
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