Vendor Management Compliance Top 10 Things Regulators Expect

Transcription

1 Vendor Management Compliance Top 10 Things Regulators Expect Peter Davey, AAP VP & Director, Enterprise Payments, CapitalOne Pamela T. Rodriguez, AAP, CIA, CISA EVP, Risk Management & Education, EastPay

2 Teamwork Respect Passion Integrity Trust EASTPAY Not-for-profit Regional Payments Association Educational Programs Member benefits Voice & Representation in National Rule Making and Regulatory Process Toll free operational assistance and Discounts on seminars, publications, conferences Online purchasing and registration 9 ACH Accredited Professionals (AAP) on staff

3 Disclaimer This presentation and applicable materials are intended for general education purposes and nothing in this presentation should be considered to be legal, accounting or tax advice. You should contact your own attorney, accountant or tax professional with any specific questions you might have related to this presentation that are of a legal, accounting or tax nature. Image source: Thinkstock

4 Agenda Key Components of FFIEC IT Examination Handbook on Outsourcing Technology Services Regulator Expectations Common Gaps in Vendor Management Programs 4

5 OCC Bulletin First, the Third-Party Guidance s title itself (replacing the word Principles with Guidance ), closely aligns with the phrase compliance with all applicable Legal Requirements and OCC supervisory guidance - language frequently used in Cease and Desist Orders. Second, the final section of the Third-Party Guidance, entitled Supervisory Reviews of Third-Party Relationships plainly states: A bank s failure to have an effective third-party risk management process that is commensurate with the level of risk, complexity of third-party relationships, and organizational structure of the bank may be an unsafe and unsound banking practice. Third, the Third Party Guidance makes it clear that the OCC has the power to examine third party-vendors, and to charge the financial institution with a special examination or investigation fee for the OCC s examination of a third party for the bank. And finally, for community banks, the Third-Party Guidance makes it clear that regulatory expectations have increased. While OCC Bulletin stated: community banks may be able to adopt this guidance in a less formal and systematic manner, that is not the case with

6 FFIEC IT EXAMINATION HANDBOOK ON OUTSOURCING TECHNOLOGY SERVICES 6

7 FFIEC IT Examination Handbook on Outsourcing Technology Services Examples of IT operations frequently outsourced: Origination Processing Settlement of Payments and Financial Transactions Information Processing Related to Customer Account Creation and Maintenance Information and Transaction Processing Activities that Support Critical Banking Functions Loan Processing Deposit Processing 7

8 FFIEC IT Examination Handbook on Outsourcing Technology Services Decision to outsource should fit into overall strategic plan and corporate objectives Degree of oversight and review of outsourced activities will depend on criticality of service Outsourced relationships are subject to same risk management, security, privacy, and other policies that would be expected if FI were conducting activities in-house 8

9 Board and Management Responsibilities Oversee outsourced relationships Identify, measure, monitor, and control the risks associated with outsourcing Establish servicing requirements and strategies Select a provider Negotiate the contract Monitoring, changing, and discontinuing outsourced relationships 9

10 Key Factors of Effective Risk Management Senior Management and Board Awareness of risks associated with outsourcing agreements Ensure outsourcing arrangement is prudent from a risk perspective and consistent with business objectives Systematically assessing needs while establishing risk-based requirements 10

11 Key Factors of Effective Risk Management Implementing effective controls to address identified risks Performing ongoing monitoring to identify and evaluate changes in risk from initial assessment Documenting procedures, roles/responsibilities, and reporting mechanisms 11

12 Risk Management Process Incorporates Risk Assessment and requirements definition Due diligence in selecting a service provider Contract negotiation and implementation Ongoing Monitoring 12

13 Risk Assessment and Requirements Assess the risk from outsourcing Involve stakeholders in creating risk-based written requirements to control an outsourcing action Use written requirements to guide and manage the remainder of the outsourcing process 13

14 FFIEC IT Examination Handbook on Outsourcing Technology Services Consider the following factors in evaluating the quantity of risk at inception of outsourcing: Sensitivity of data accessed, protected, or controlled by the service provider Volume of transactions Criticality of FI s business 14

15 Risks Pertaining to the Service Provider Strength of financial condition Turnover of management and employees Ability to maintain business continuity Ability to provider accurate, relevant, and timely Management Information Systems Experience with the function outsourced Reliance on subcontractors Redundancy and reliability of communication lines 15

16 Sound Business Practices for Development of Requirements Stakeholder involvement Integration Documentation 16

17 Ongoing Monitoring Key Service Level Agreements (SLAs) and contract provisions Financial condition of service provider General control environment of service provider through receipt and review of audit reports Potential changes due to external environment 17

18 Financial Condition of Service Provider On-going monitoring Financial viability on an annual basis, review financial statements Report results to Board of Directors Information provided by public media (trade magazines, newspapers, television, etc.) 18

19 General Control Environment of Service Provider Conduct regular, comprehensive audit of service provider relationship Review internal and external audit reports Auditor s level of training and experience Service Providers external auditors training Internal IT audit techniques of service provider 19

20 TOP 10 REGULATOR EXPECTATIONS 20

21 1. Due Diligence Prior to Vendor Selection Review of all available information about a potential third party, focusing on the entity's financial condition, its specific relevant experience, its knowledge of applicable laws and regulations, its reputation, and the scope and effectiveness of its operations and controls 21

22 1. Due Diligence Prior to Vendor Selection(cont d) Evaluation of a third party may include the following items: Audited financial statements, annual reports, SEC filings, and other available financial indicators Significance of the proposed contract on the third party's financial condition Experience and ability in implementing and monitoring proposed activity Business reputation 22

23 1. Due Diligence Prior to Vendor Selection (cont d) Qualifications and experience of the company's principals Strategies and goals, including service philosophies, quality initiatives, efficiency improvements, and employment policies Existence of any significant complaints or litigation, or regulatory actions against the company Ability to perform the proposed functions using current systems or the need to make additional investment 23

24 1. Due Diligence Prior to Vendor Selection (cont d) Use of other parties or subcontractors by the third party Scope of internal controls, systems and data security, privacy protections, and audit coverage Business resumption strategy and contingency plans Knowledge of relevant consumer protection and civil rights laws and regulations Adequacy of management information systems Insurance coverage 24

25 2. Vendor Selection Audit Requirements Identify regulation requirements of FI Resources and Technology Support System Policies, procedures, and service organization control reports Disaster recovery plan Reputation 25

26 3. Contract Negotiation Audit rights, self assessments, monthly compliance reviews, obtain vendor s annual SOC report on its control compliance Service level agreements and financial penalties 26

27 4. Contract Scope Timeframe covered by the contract Frequency, format, and specifications of the service or product to be provided Other services to be provided by the third party, such as software support and maintenance, training of employees, and customer service 27

28 4. Contract Scope (cont d) Requirement that the third party comply with all applicable laws, regulations, and regulatory guidance Authorization for the institution and the appropriate federal and state regulatory agency to have access to records of the third party as are necessary or appropriate to evaluate compliance with laws, rules, and regulations 28

29 4. Contract Scope (cont d) Identification of which party will be responsible for delivering any required customer disclosures Insurance coverage to be maintained by the third party Terms relating to any use of bank premises, equipment, or employees 29

30 4. Contract Scope (cont d) Permissibility/prohibition of the third party to subcontract or use another party to meet its obligations with respect to the contract, and any notice/approval requirements Authorization for the institution to monitor and periodically review the third party for compliance with its agreement Indemnification 30

31 5. Implementation Access management Review system access reports at least monthly to ensure users of outsourced service are authorized Transaction monitoring Change management FI should approve any changes made by vendor System backup 31

32 6. Monitoring Audits Service Organization Control (SOC) Reports Vendor s compliance with their own policies IT Controls Statement on Standards for Attestation Engagements No. 16 (SSAE 16), formerly known as Statement on Auditing Standards No. 70 (SAS 70) 32

33 7. Ensure Proposed Relationship is consistent with FI s Strategic Plan and Overall Strategy Step one in Risk Assessment Process Management should analyze benefits, costs, legal aspects, and potential risks associated with Third-Party Expanded analysis should be conducted if product or service is new for FI FI personnel conducting analysis should have appropriate knowledge and skills to conduct 33

34 8. Ensure vendor management program risk-ranks vendors based on: Access to other confidential (i.e. proprietary) information? Criticality of the product/service they provide? Complexity of the product/service? 34

35 9. Adherence to Service Level Agreements and Contract Provisions Formal Policy that defines SLA program SLA monitoring process Recourse process for non-performance Escalation process Dispute resolution process Termination process 35

36 10. File Bank Service Company Act when Required Section 7 of Bank Service Company Act (12 U.S.C. 1867) requires insured financial institutions to notify their appropriate federal banking agency in writing of contracts or relationships with third parties that provide certain services to the institution 36

37 10. File Bank Service Company Act when Required (cont d) Section 7(c)(2) of the Bank Service Company Act states that any FDIC-supervised institution that has services performed by a third party "shall notify such agency of the existence of the service relationship within 30 days after the making of such service contract or the performance of the service, whichever occurs first." 37

38 10. File Bank Service Company Act when Required (cont d) As defined in Section 3 of the Act, these services include "check and deposit sorting and posting, computation and posting of interest and other credits and charges, preparation and mailing of checks, statements, notices, and similar items, or any other clerical, bookkeeping, accounting, statistical, or similar functions performed for a depository institution." 38

39 COMMON GAPS IN VENDOR MANAGEMENT PROGRAM 39

40 Common Gaps in Vendor Management Program Lack of Board Approved Policy Limited Board of Directors involvement Lack of Risk Rating Vendors Inadequate Monitoring of SLAs SLAs have not been defined Limited ongoing monitoring Business continuity 40

41 Useful Vendor Management Forms Vendor Risk Assessment & Rating Matrix New Vendor Due Diligence Report Exit Strategy Questionnaire Early Contract Termination Questionnaire Vendor Monitor Report Reference Check Form 41

42 Useful Vendor Management Forms Financial Review Report SAS-70/SSAE-16 Review Report Information Security Review Report Contract and Legal Review Checklist Ongoing Due Diligence: Annual/High Risk 42

43 Useful Vendor Management Publications CFPB Bulletin any person who provides a material service CFPB Bulletin credit card add-on products FIL Revised guidance for payment processor relationships revising FIL FDIC Guidance for Managing Third-Party Risk (FIL ) OCC Risk Management Principles FFIEC Vendor and Third-Party Management FFIEC Handbook on Retail Payment Systems FFIEC Handbook on Outsourcing Technology Services FFIEC Bank Secrecy Act/Anti-Money Laundering (BSA/AML) 43

44 Steps to Follow Follow these steps to establish a safe and sound vendor management program. Step 1 - Ensure that proper internal risk analysis is performed, proper approval is obtained. Strategic Plan Step 2 - Perform due diligence prior to contracting with a vendor. Step 3 - Ensure contracts are appropriate. Step 4 - Monitor performance of the vendor and vendor s compliance with contractual and regulatory requirements. Perform ongoing due-diligence and appropriate intervals. 44

45 Vendor Management Remember Technology related vendors may not be familiar with regulations applicable to financial institutions Business resumption plans Are they adequate? Retain due diligence documentation in anticipation of examinations 45

46 Contracting with Vendors Remember Any material or significant contract with a third party should prohibit assignment, transfer or subcontracting by the third party of its obligations to another entity, unless and until the financial institution determines that such assignment, transfer, or subcontract would be consistent with the due diligence standards for selection of third parties. All contracts should state that the vendor is subject to regulatory review and allow for the financial institution to monitor the vendor. Periodic reviews and audits Expectations and performance standards help to determine if the vendor is adequately performing services. Termination of contract Who is responsible for what? Appropriate legal counsel should review higher risk contracts prior to execution. 46

47 Questions? 47

48 Contact The Presenter Peter Davey, AAP VP & Director, Enterprise Payments Pam Rodriguez, AAP, CIA, CISA EVP, Risk Management & Education , ext EastPay. All Rights Reserved