How does FTP Work?

Funds Transfer Pricing (FTP) is one of the more mysterious concepts for individuals without a background in interest rate risk management for Financial Engineering to understand. For that reason, there is commonly a lot of resistance to FTP from non-financial people. The most common objection is "I don't understand it" and "How does that possibly apply to me." The biggest mistake FTP practitioners make is they immediately launch into some technical explanation which only they have the background to really understand. This paper takes the opposite approach to communicating this subject. We'll discuss FTP in general lending terms by comparing the mechanics of FTP risks to common loan losses.

So, surprisingly to many, both loan loss analysis for loan underwriting and FTP interest rate risk (IRR) analysis are conceptually the same process with different mathematics. When done well, the accounting for the two processes is nearly identical. Here's why.

When a loan is originated, it is assigned an expected loan loss percent called a provision. That provision percent is then multiplied times the loan balance and the resulting amount is put into a loan loss reserve in case there are future losses. If there are actual loses, those amounts are then debited from the reserve to cover actual loses. Over time, the objective is that provision will equal the losses, and everyone is happy. Funny thing, that's how a well-designed FTP system works.  

When an FTP rate is assigned to loans and deposits, embedded in that FTP rate is the equivalent of a loan loss provision (LLP). We'll call it the IRR loss provision (ILP). That ILP is then added to an IRR Loss Reserve to help pay for any future interest rate risk losses. When IRR losses do occur, the IRR reserve is debited to offset any IRR losses. The process is just like loan losses. 

Now, we avoided discussing a lot of technical aspects for clarity purposes. The bottom line is, as lenders and deposit gatherers put products onto the balance sheet, they naturally create interest rate risk. So being that lending people do not usually manage deposit gathering and vice versa, someone needs to manage the interplay between loans and deposits and that is the job of the Asset Liability Management team and Senior Management in general. 

What Insight Does FTP Provide?

The FTP method provides much more usable value in value/profitability analysis than using one's internal cost funds alone. Using internal costs of funds to create a P&L for loans assumes (by default) that loans generate all the revenue of the company and deposits are just costs. This approach is really counter to most organizations perception that deposits are valuable and they're right, but lack a way to measure that value.

Now, with FTP you can create a P&L for deposits to measure the value contribution of those deposits and compare that to the value contribution of your loans. Again, most organizations intuitively know their deposits are very valuable, but have no way to measure it. FTP is the key to doing just that. 

The FTP method provides even more usable insight. FTP can segment the earnings (or losses) due to IRR from the core earnings of your loans and deposits. Most organizations understand that if you lend money for longer term assets such as 30-year mortgages and gather shorter term deposits that some amount of the resulting rate spread is due to the mismatch in terms and FTP measures this mismatch.

This means a certain portion of an organization's profitability is IRR driven. As stated before, IRR profitability is not attributable to individual loans or deposits, but agiain, the specific strategic mix of loans and deposits encouraged by management. As such, interest rate risk is non-product specific and thus, the earnings from IRR cannot be attributed to specific loans or deposits. Doing so artificially inflates or deflates their value.

How to Use FTP Analysis

The understanding of which loan and deposit products create value (or destroy it) versus just assuming the loans generate profit can have major implications on numerous strategic decisions. It influences how you price your products, your strategic mix of products (i.e., IRR profile/exposure), which products (loans or deposits) you should be marketing, what type of customers you are trying to reach, how you align your operational personnel to serve those targets, the software systems you choose, etc. Understanding what elements of your organization create or destroy value should be the powerful input of your strategic planning process as well as day-to-day decision making.

An Interesting Side Note

FTP is not simply the ravings of consultants. As of March 16, 2016, FTP is a regulatory requirement for US banks larger than $100 Billion. These are the "to big to fail" banks and the regulators want a comfort level that the mega banks are not participating in low-margin business lines as those can present grater risks to the FDIC. Forcing these banks to use FTP provides regulators comfort that they are not chasing unprofitable business just for growth purposes. By the way, have you noticed that large banks are minor players in auto lending? If you look at major bank posted auto rates and current auto market rates, the difference correlates strongly to the difference between FTP and one's internal cost of funds. 

Conclusion

I hope this provides the non-interest professional a conceptual understanding of the purpose of FTP in their own language. It should indicate why it's important and, like loan, losses, and the combination of products creating risk must pay for that risk. In the case of interest rate risk, the cost of split between loans and deposits as it takes both to create it. In the end, both credit risk and interest rate risk are just risks and should be treated the same.

About the Author

Steve Wofford is the CEO of Kohl Analytics Group of Scottsdale, AZ. Mr. Wofford is a leading expert on Funds Transfer Pricing, Activity Based Costing, and overall profitability analytics. He has lectured worldwide on these subjects in performance with his duties with major corporations such as IBM, SAP, and Oracle. Positions at these companies included Director of Financial Services Analytics at Oracle, Director of the Center of Excellence (COE) for Activity Based Costing at SAP, Director of the Business Intelligence and Enterprise Performance Management COE for IBM. His education includes a master's degree from Washburn University with emphasis in Financial Engineering.