Chapter 18: Learning Objectives
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Transcript of Chapter 18: Learning Objectives
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Chapter 18:Learning Objectives
Banking Thought Over Time A Brief History of Commercial Banking Bank Acts:
Basic Features Major Milestones
Performance of Chartered Banks
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Evolution of Commercial Banking Thought
The concept of a bank charter: a means to protect depositors/investors
“Free banking”: a largely unregulated banking system. Is this possible?
Legal restrictions: government involvement in the financial system and its consequences
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The Development of Commercial Banking in Canada
The evolution of government note issue from Confederation: a growing monopoly
Legal restrictions on banking and the first commercial banks in Canada: limiting loans to commercial concerns but open branch banking
The key piece of banking legislation: the BANK ACT TABLE 18.1 contains a chronology
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Milestones in Canadian Banking
The First Bank ACT of 1871 Revision every 10 years Establishes “narrow” federal jusrisdiction
over the financial sector The crisis of 1907
Recession originating in agriculture reveals the need for a lender of last resort (Finance Act 1914)
Measures to facilitate loans introduced
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Milestones in Canadian Banking
The 20th Century Creation of a permanent lender of last
resort: The Bank of Canada Banks permitted to offer residential
mortgages since the 1950s Deposit Insurance since 1967
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Milestones in Canadian Banking
The Modern Era and the Bank Act of 1981 Comprehensive Banking Law Chartered Banks can acquire Trusts, securities
dealers Reserve requirements phased out beginning in
1994 What’s in Store? Merger denials 1998,
pressure from foreign competition
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An Important Bank Act Milestone:The BANK ACT of 1991-First Financial Sector Legislation
Abolishes the restriction of term “banking” to chartered banks alone
Still requires a revision every 10 years but mid-term reviews built-in
Brings about largest de-regulation in history Required reserves abolished Still requires chartered banks to be widely-held Still places limitations of chartered banks
financial activities
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Continuing Issues in Canadian Banking
Financial Innovations (from ATMs to Internet banking)
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ATMs in Canada
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Principal Activities of Financial Institutions
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Continuing Issues in Canadian Banking
Financial Innovations (from ATMs to Internet banking)
Market concentration and competition: Merger Mania
Regional concerns Lending to big and small businesses
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The Bank Act of 2001
More flexibility to enter new lines of of business
Reduce the regulatory burden Creation of a new consumer “watchdog”
agency Promotion of lending to small & medium-sized
businesses BUT… restrictions on mergers, insurance,
ownership, non-finance activities remain. Foreign banks remain “second class citizens”
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Evaluating Chartered Banks’ Performance: The Dimensions
Asset - Liability Composition: Tables 18.4 & 18.5 Residential mortgages, foreign denominated
become dominant, commercial loans stable Foreign liabilities become dominant while savings
deposits considerably less important over the years
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Assets of Chartered Banks
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Liabilities of Chartered Banks
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Evaluating Chartered Banks’ Performance: The Dimensions
Asset - Liability Composition: Tables 18.4 & 18.5 Residential mortgages, foreign denominated
become dominant, commercial loans stable Foreign liabilities become dominant while savings
deposits considerably less important over the years Asset - Liability Management: Table 18.5
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Balance Sheet of Chartered Banks: NOV 2004
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GAP: RBC October 2003
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Evaluating Chartered Banks’ Performance: The Dimensions
Asset - Liability Composition: Tables 18.4 & 18.5 Residential mortgages, foreign denominated become
dominant, commercial loans stable Foreign liabilities become dominant while savings
deposits considerably less important over the years Asset - Liability Management: Table 18.5 Size: Table 18.6
Top 5 all Schedule I banks Bank Profits and Interest rates: not what you
think
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Cahrtered Banks’ Size: Top 6
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Evaluating Chartered Banks’ Performance: The Dimensions
Asset - Liability Composition: Tables 18.4 & 18.5 Residential mortgages, foreign denominated become
dominant, commercial loans stable Foreign liabilities become dominant while savings
deposits considerably less important over the years Asset - Liability Management: Table 18.5 Size: Table 18.7
Top 5 all Schedule I banks Bank Profits and Interest rates: not what you
think
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How We Got from the 1990s
to the 21st Century in theFinancial Services Sector
in Canada?
Key AspectsReview
Continuing Controversiesand Problems
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The Financial Sector Today & Tomorrow
Despite all the new developments in the financial marketplace it is important to remember the the functions of banks have not changed. They still are: institutions to clear and settle payments and facilitate
transactions institution to provide a mechanism for pooling resources provide a means to transfer resources through time,
industries and borders assist in the management of risk provide information to facilitate decision-making assist in mitigating the asymmetric information problem
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What Has Changed?
The Manner in which services are provided, the instruments offered, and the types of entities providing financial services
This has led to: dis-intermediation and securitization of assets divestiture and consolidation convergence of business lines facilitated by
deregulation increased complexity of financial services increased pressure on bank financial performance
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Key Factors Affecting the Financial Sector Today
Technology backroom efficiencies (EDP) new instruments (derivatives, securitization, e-money…) delivery mechanisms (ABMs, PCs, virtual banks) software and non-financial entities acting as FSPs
Deregulation and Globalization Demographic Factors and the Aging Population
away from credit provision toward wealth management increased role of investment advice
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A Refresher on the Evolution of Banking in Canada
The FOUR PILLARS story
1970s BANKS Sec. Dealers trusts insurance
1990s Banks sec. Dealers trusts insuranceasset mgmt
Future? Universal banking?
INS
Brokerage
WealthMgmt
Trust
Mtge
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What are the Future Challenges?
Does Size Matter?
YES•Technology is expensive/economies of scale•Globalization may also be a function of size•Providing all services requires a certain size
NO
•Services can be provided by different entities•Agency costs become larger•There is no correlation between size & efficiency•Dangers of monopoly power
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Challenges (Cont’d)
Economies of scale can be quickly exhausted
not everyone wants to “shop” from the same “store”
size can also mean diseconomies of scale if focus is lost (leads to divestiture) and conflict of interest
what matters to shareholders is profitability not size
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Fees and the Concentration Ratio
0
5
10
15
20
0 20 40 60 80 100
CONCRATIO
FE
E
FEE vs. CONCRATIO
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Challenges (cont’d)
Does Regulation Matter? Institutional Regulation
regulatory solvency implies a moral hazard problem market discipline must be tempered by disclosure
rules Functional Regulation:
Regulate lines of business? But solvency is an institutional not a functional problem
Different regulators for different regulatory functions? Potential for overlap are functions sufficiently distinct? Coordination problems among regulators
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Challenges (Cont’d)
International Considerations harmonizing international laws (EU, BIS, WTO) the problem of cross-border transactions
Traditional vs non-traditional Financial Service Providers (FSPs) some regulated, some not making supervision
difficult the Holding Co. model: can regulators erect the
right “firewalls” between the regulated and non-regulated parts?
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The Current State of Regulatory Functions in Canada
Competition Bureau: looks at local level competition
OSFI: conducts a prudential review
Ministry of Finance: conducts the final policy review and makes
decision
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What Does OSFI do?
Supervise and ensures that financial institutions comply with law and are financial sound
Advise management and require remedial action if unsound
Promote policies to manage and control risk Monitor events that can negatively impact financial
conditions Overlaps with CDIC whose mandate is: “…
instrumental in the promotion of sound business and financial practices for member institutions.”
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Costs and Benefits of Regulation
COSTS 1. Compliance 2. Operating
costs of multiple regulatory regimes
BENEFITS 1. “Seal” of
approval 2. Lower costs
as a result of 1. May lead to lower “prices”
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Factors Motivating the 1991 Amendments to the Bank Act
Need to modernize legislation Desire to break-down barriers between the “pillars” Need to define range of business appropriate to a FSP Need to deal with increased potential for conflict of
interest arising out of financial consolidation Need to address issues surrounding deposit insurance
and supervision Provincial legislation and the need to harmonize
legislation across the country recognition of globalization phenomenon
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The Task Force on the Future of the Canadian Financial Services Sector
The ISSUES: role of the financial sector in economic activity the state of competition in the financial sector the state of international competitiveness of
Canadian banks the role of technology and its impact on the
financial sector the quality of financial services provided to
consumers
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Recommendations of the Report (Sept 1998) leading to 2001 Bank Act Reforms
1. Allow life insurance Cos., Mutual Funds and Investment Dealers to access payments system
2. Making ABMs more functional (e.g., accept all deposits) 3. Coop banks should be allowed to form banks 4. Demutualize major insurance Cos. 5. Change deposit insurance to allow other FSPs to compete
or stop giving banks an edge in this area 6. Relax closely-held vs. widely-held rules 7. Banks should be allowed to offer insurance and auto
leasing services 8. Encourage new domestic entrants into the financial
industry
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Summary
The history of Canadian commercial banking is a fascinating one reflecting changes in views over time about the role of commercial banks in the financial system and the role of government as a regulator
The centerpiece of financial legislation is the BANK ACT
Understanding chartered banks’ performance is complex and must be accomplished along several dimensions, including size, profitability, asset-liability composition and management