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Federal Register Publications

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Home > Regulation & Examinations > Laws & Regulations > FDIC Federal Register Citations




FDIC Federal Register Citations

[Federal Register: January 20, 1999 (Volume 64, Number 12)]

[Notices]

[Page 3109-3116]

From the Federal Register Online via GPO Access [wais.access.gpo.gov]

[DOCID:fr20ja99-74]

[[Page 3109]]

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FEDERAL FINANCIAL INSTITUTIONS EXAMINATION COUNCIL

 

Uniform Rating System for Information Technology

AGENCY: Federal Financial Institutions Examination Council.

ACTION: Notice.

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SUMMARY: The Federal Financial Institutions Examination Council (FFIEC)

revised the Uniform Interagency Rating System for Data Processing

Operations, commonly referred to as the Information Systems (IS) rating

system. The revision changed the name of the rating system to the

Uniform Rating System for Information Technology (URSIT) and reflects

changes that have occurred in the data processing services industry and

in supervisory policies and procedures since the rating system was

first adopted in 1978. The revised numerical ratings conform to the

language and tone of the Uniform Financial Institution Rating System

(UFIRS) rating definitions, commonly referred to as the CAMELS rating

system; reformatted and clarified the component rating descriptions;

emphasized the quality of risk management processes in each of the

rating components; added two new component categories, ``Development

and Acquisition'', and ``Support and Delivery'' as replacements for

``Systems Development and Programming'', and ``Operations''; and

explicitly identified the risk types that are considered in assigning

component ratings.

The term ``financial institution'' refers to those FDIC insured

depository institutions whose primary Federal supervisory agency is

represented on the FFIEC, Bank Holding Companies, Branches and Agencies

of Foreign Banking Organizations, and Thrifts. The term ``service

provider'' refers to organizations that provide data processing

services to financial institutions. Uninsured trust companies that are

chartered by the Office of the Comptroller of the Currency (OCC),

members of the Federal Reserve System, or subsidiaries of registered

bank holding companies or insured depository institutions are also

covered by this action.

FOR FURTHER INFORMATION CONTACT:

FRB: Charles Blaine Jones, Supervisory EDP Analyst, Specialized

Activities, (202) 452-3759, Division of Banking Supervision and

Regulation, Board of Governors of the Federal Reserve System, Mail Stop

175, 20th and C Streets, NW, Washington, D.C. 20551.

FDIC: Stephen A. White, Review Examiner (Information Systems),

(202) 898-6923, Division of Supervision, Federal Deposit Insurance

Corporation, Room F-6010, 550 17th Street, NW, Washington, D.C. 20429.

OCC: Robert J. Hemming, National Bank Examiner, (202) 874-4929,

Bank Technology Unit, Office of the Comptroller of the Currency, Mail

Stop 7-8, 250 E Street, SW, Washington, D.C. 20219.

OTS: Jennifer Dickerson, Program Manager, Information System

Examinations, Compliance Policy, (202) 906-5631, Office of Thrift

Supervision, 1700 G Street, NW, Washington, D.C. 20552.

SUPPLEMENTARY INFORMATION:

Background Information

On June 9, 1998, the FFIEC published a notice in the Federal

Register (June Notice), 63 FR 31468-31475, requesting comment on

proposed revisions to the Uniform Interagency Rating System for Data

Processing Operations. This rating system is an internal supervisory

examination rating system used by federal and state regulators to

assess uniformly financial institution and service provider risks

introduced by information technology and for identifying those

institutions and service providers requiring special supervisory

attention. The current rating system was adopted in 1978 by the OCC,

OTS, FDIC and FRB, and is commonly referred to as the IS rating system.

Under the IS rating system, each financial institution or service

provider is assigned a composite rating based on an evaluation and

rating of four essential components of an institution's information

technology activities. These components address the following: the

adequacy of the information technology audit function; the capability

of information technology management; the adequacy of systems

development and programming; and the quality, reliability, availability

and integrity of information technology operations. The composite and

component ratings are assigned on a ``1'' to ``5'' numerical scale. A

rating of ``1'' indicates the strongest performance and management

practices and the least degree of supervisory concern, while a rating

of ``5'' indicates the weakest performance and management practices

and, therefore, the highest degree of supervisory concern.

The IS rating system has proven to be an effective means for the

federal and state supervisory agencies to assist examiners in

determining the condition of an institution's or service provider's

information technology function. A number of changes, however, have

occurred in information technology and in supervisory policies and

procedures since the rating system was first adopted. As a result the

FFIEC is renaming the rating system to the Uniform Rating System for

Information Technology (URSIT) and making certain enhancements to the

rating system, while retaining its basic framework. The URSIT

enhancements:

{time} Realign the URSIT rating definitions to bring them in line

with UFIRS.

{time} Replace the current ``Systems Development and Programming''

and ``Operations'' components with two new component categories,

``Development and Acquisition'' and ``Support and Delivery''.

{time} Reinforce the importance of risk management processes with

language in each of the rating components emphasizing the consideration

of processes to identify, measure, monitor, and control risks.

Comments Received and Changes Made

The FFIEC received eight comments regarding the proposed revisions

to the URSIT. Three of the comments were from banks and credit unions,

two from third party service providers, two from financial institution

trade associations, and one from a technology vendor.

Examiners field-tested the revised rating system during bank and

thrift information system examinations conducted between June and

August 1998. The examiners provided comments regarding the revised

rating system. Examiner responses were generally favorable, and no

significant problems or unanticipated rating differences were

encountered between the former and updated rating system.

The FFIEC carefully considered each comment and examiner response

and made certain changes. The following discussion describes the

comments received (both through public comment and agency field-

testing) and changes made to the URSIT in response to those comments.

The updated URSIT is included at the end of this Notice.

June Notice Specific Questions

In addition to requesting general comments regarding the proposed

system, the FFIEC invited comments on six specific questions:

1. Does the proposal capture the essential risk areas of

information technology?

The majority of the responses to this question were positive, and

no changes were made. One commenter expressed concerns that the

significance of contingency planning in maintaining

[[Page 3110]]

mission-critical applications in the event of a computer system failure

was not adequately addressed. This concern is addressed later in this

Notice under Contingency Planning.

2. Does the proposal adequately address distributed processing

environments, as well as centralized processing environments?

The majority of the responses to this question were positive. Two

commenters expressed concerns that the proposal did not adequately

address distributed processing environments. One commenter recommended

that specific language be used to emphasize network security issues,

electronic commerce, and Internet controls. The FFIEC has added

language to the Support and Delivery component to explicitly include

electronic commerce and the Internet. One commenter expressed concerns

that the proposal does not address the complexities and risks of

contingency planning and data recovery in a distributed processing

environment. This concern is addressed later in this Notice under Data

Processing Service Providers and Contingency Planning.

3. Does the proposal adequately address risks to financial

institutions that process their data in-house as well as to data

processing service providers?

The majority of responses to this question were positive. Three

commenters noted concerns regarding the proposal's adequacy to address

risks to data processing service providers. This concern is addressed

later in this Notice under Data Processing Service Providers.

4. Are the definitions for the individual components and the

composite numerical ratings in the proposal consistent with the

language and tone of the UFIRS definitions?

The majority of responses to this question were positive. Two

commenters recommended revisions in the language of the proposal to

make it more consistent with UFIRS. The FFIEC made additional changes

in the language of the URSIT to make it more consistent with UFIRS.

5. Are there any components which should be added to or deleted

from the proposal?

The majority of the responses to this question were negative. One

commenter recommended that a fifth component entitled ``Contingency

Planning'' be added to the URSIT. This recommendation is addressed

later in this Notice under Contingency Planning.

6. Given the trend toward the integration of safety and soundness

and information technology examination functions by the federal

supervisory agencies, does a separate rating system for information

technology continue to be useful?

The majority of the responses to this question were positive, and

no changes were made. One commenter suggested that the integration of

the examination functions deserve more study. This commenter expressed

a concern that the convergence of information technology applications

to the operation of the payments system is likely to result in

considerable duplication in the examination process and an inconsistent

evaluation of risk management procedures for information technology

activities and payments system risk. The FFIEC is working toward the

integration of the safety and soundness and information technology

examination functions. This concern is addressed later in this notice

under Risk Management.

Data Processing Service Providers

Two commenters expressed concerns that the URSIT provides little

guidance regarding the differentiation of data processing service

providers whose operations vary by size and complexity. The FFIEC

designed the rating system so that examiners could adapt its concepts

to entities of various size and complexity. Examination strategies and

objectives are written based on the guidelines in the FFIEC Information

Systems Examination Handbook 1 (IS Handbook). Specifically

for data processing service providers this guidance is contained in

Chapter 22 of the IS Handbook and generally for all entities in

Chapters 2 through 5. The FFIEC oversees the application of the URSIT

through its Information Systems Subcommittee. Future editions of the

FFIEC IS Handbook will be reviewed and edited to ensure it continues to

provide appropriate guidance for the application of the URSIT to all

data processing service providers.

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\1\ Federal Financial Institutions Examination Council,

Information Systems Examination Handbook, 1996.

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One commenter expressed a concern that the URSIT does not

adequately address what banks, who use data processing service

providers, should do in situations where their control is limited.

Guidance for banks who receive data processing services is available

from Chapter 22 of the FFIEC IS Handbook. This chapter specifically

addresses control and administration issues in contracting with and

monitoring service providers. The FFIEC designed the URSIT so that

examiners could apply the concepts of the rating system to institutions

who perform their data processing in-house as well as to those

institutions who outsource this function to a third-party. The

flexibility of the URSIT allows an examiner to include, within the

scope of examination, the appropriate requirements and exclude those

requirements that do not apply.

Risk Management

The revised rating system reflects an increased emphasis on risk

management processes. One commenter expressed concern about whether the

increased emphasis on risk management in the URSIT will be implemented

and applied in a manner that is consistent with risk management

principles articulated in other bank supervision initiatives,

particularly those dealing with payments system risk. The FFIEC is

working toward the integration of the safety and soundness and

information technology examination functions. The future implementation

of an integrated examination process by the FFIEC will need to address

the consistent application of risk management principles and oversight

of information technology activities and other operational areas.

Accordingly, the FFIEC will review the URSIT periodically to ensure its

compatibility with the evolving examination process. In the interim,

the assessment of information technology risk management is guided by

Chapter 2 of the FFIEC IS Handbook and other policy statements deemed

appropriate.

Contingency Planning

One commenter suggested that the URSIT should formally address

contingency planning guidelines under a separate rating to assess an

institution's ability to quickly recover from a major disruption

without risking a loss of its data. The commenter suggested the URSIT

should include ratings that reflect a more comprehensive assessment of

an institution's contingency plan and that they should define the time

needed for an institution to resume core applications.

The FFIEC agrees that contingency planning and business resumption

is important to the viability of any financial institution. To

supervise and assess these activities, the FFIEC's revised interagency

policy on Corporate Business Resumption and Contingency Planning (SP-5)

provides general policies for financial institutions. This policy

establishes goals and accountability for contingency planning and

defines a financial institution's responsibilities regarding

contingency

[[Page 3111]]

planning if they have outsourced information processing. The FFIEC IS

Handbook, which provides general control and verification procedures

for examiners, supplements this policy. The IS Handbook also provides

reference information that supports the contingency planning

procedures. The IS Handbook guidance is considered sufficient to assess

the adequacy of the financial institution's contingency planning

efforts.

The rating system includes contingency planning as part of the

assessment of the support and delivery component. The FFIEC considered

stratification of the rating system components based on functional

controls, e.g., contingency planning or security, and chose to use the

model created by the Information Systems Audit and Control Foundation,

COBIT.2 The FFIEC concluded that further breakdown was not

necessary or beneficial to the examiners or financial institutions.

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\2\ Information Systems Audit and Control Foundation, COBIT--

Governance, Control and Audit for Information and Related

Technology, Second Edition.

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Implementation Date

The FFIEC recommends that the Federal supervisory agencies

implement the updated URSIT no later than April 1, 1999.

Uniform Rating System for Information Technology

Introduction

The quality, reliability, and integrity of a financial institution

or service provider's information technology (IT) affects all aspects

of its performance. An assessment of the technology risk management

framework is necessary whether or not the institution or a third-party

service provider manages these operations. The Uniform Rating System

for Information Technology (URSIT) is an internal rating system used by

federal and state regulators to uniformly assess financial institution

and service provider risks introduced by IT. It also allows the

regulators to identify those insured institutions and service providers

whose information technology risk exposure or performance requires

special supervisory attention. The rating system includes component and

composite rating descriptions and the explicit identification of risks

and assessment factors that examiners consider in assigning component

ratings. Additionally, information technology can affect the risks

associated with financial institutions. The effect on credit,

operational, market, reputation, strategic, liquidity, interest rate,

and compliance risks should be considered for each IT rating component.

The primary purpose of the rating system is to identify those

entities whose condition or performance of information technology

functions requires special supervisory attention. This rating system

assists examiners in making an assessment of risk and compiling

examination findings. However, the rating system does not drive the

scope of an examination. Examiners should use the rating system to help

evaluate the entity's overall risk exposure and risk management

performance, and determine the degree of supervisory attention believed

necessary to ensure that weaknesses are addressed and that risk is

properly managed.

Overview

The URSIT is based on a risk evaluation of four critical

components: Audit, Management, Development and Acquisition, and Support

and Delivery (AMDS). These components are used to assess the overall

performance of IT within an organization. Examiners evaluate the

functions identified within each component to assess the institution's

ability to identify, measure, monitor and control information

technology risks. Each organization examined for IT is assigned a

summary or composite rating based on the overall results of the

evaluation. The IT composite rating and each component rating are based

on a scale of ``1'' through ``5'' in ascending order of supervisory

concern; ``1'' representing the highest rating and least degree of

concern, and ``5'' representing the lowest rating and highest degree of

concern.

The first step in developing an IT composite rating for an

organization is the assignment of a performance rating to the

individual AMDS components. The evaluation of each of these components,

their interrelationships, and relative importance is the basis for the

composite rating. The composite rating is derived by making a

qualitative summarization of all of the AMDS components. A direct

relationship exists between the composite rating and the individual

AMDS component performance ratings. However, the composite rating is

not an arithmetic average of the individual components. An arithmetic

approach does not reflect the actual condition of IT when using a risk-

focused approach. A poor rating in one component may heavily influence

the overall composite rating for an institution. For example, if the

audit function is viewed as inadequate, the overall integrity of the IT

systems is not readily verifiable. Thus, a composite rating of less

than satisfactory (``3''-``5'') would normally be appropriate.

A principal purpose of the composite rating is to identify those

financial institutions and service providers that pose an inordinate

amount of information technology risk and merit special supervisory

attention. Thus, individual risk exposures that more explicitly affect

the viability of the organization and/or its customers should be given

more weight in the composite rating.

The FFIEC recognizes that management practices, particularly as

they relate to risk management, vary considerably among financial

institutions and service bureaus depending on their size and

sophistication, the nature and complexity of their business activities

and their risk profile. Accordingly, the FFIEC also recognizes that for

less complex information systems environments, detailed or highly

formalized systems and controls are not required to receive the higher

composite and component ratings.

The following two sections contain the URSIT composite rating

definitions, the assessment factors, and definitions for the four

component ratings. These assessment factors and definitions outline

various IT functions and controls that may be evaluated as part of the

examination.

Composite Ratings 3

Composite 1

Financial institutions and service providers rated composite ``1''

exhibit strong performance in every respect and generally have

components rated 1 or 2. Weaknesses in IT are minor in nature and are

easily corrected during the normal course of business. Risk management

processes provide a comprehensive program to identify and monitor risk

relative to the size, complexity and risk profile of the entity.

Strategic plans are well defined and fully integrated throughout the

organization. This allows management to quickly adapt to changing

market, business and technology needs of the entity. Management

identifies weaknesses promptly and takes appropriate corrective action

to resolve audit and regulatory concerns. The

[[Page 3112]]

financial condition of the service provider is strong and overall

performance shows no cause for supervisory concern.

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\3\ The descriptive examples in the numeric composite rating

definitions are intended to provide guidance to examiners as they

evaluate the overall condition of Information Technology. Examiners

must use professional judgement when making this assessment and

assigning the numeric rating.

---------------------------------------------------------------------------

Composite 2

Financial institutions and service providers rated composite ``2''

exhibit safe and sound performance but may demonstrate modest

weaknesses in operating performance, monitoring, management processes

or system development. Generally, senior management corrects weaknesses

in the normal course of business. Risk management processes adequately

identify and monitor risk relative to the size, complexity and risk

profile of the entity. Strategic plans are defined but may require

clarification, better coordination or improved communication throughout

the organization. As a result, management anticipates, but responds

less quickly to changes in market, business, and technological needs of

the entity. Management normally identifies weaknesses and takes

appropriate corrective action. However, greater reliance is placed on

audit and regulatory intervention to identify and resolve concerns. The

financial condition of the service provider is acceptable and while

internal control weaknesses may exist, there are no significant

supervisory concerns. As a result, supervisory action is informal and

limited.

Composite 3

Financial institutions and service providers rated composite ``3''

exhibit some degree of supervisory concern due to a combination of

weaknesses that may range from moderate to severe. If weaknesses

persist, further deterioration in the condition and performance of the

institution or service provider is likely. Risk management processes

may not effectively identify risks and may not be appropriate for the

size, complexity, or risk profile of the entity. Strategic plans are

vaguely defined and may not provide adequate direction for IT

initiatives. As a result, management often has difficulty responding to

changes in business, market, and technological needs of the entity.

Self-assessment practices are weak and are generally reactive to audit

and regulatory exceptions. Repeat concerns may exist, indicating that

management may lack the ability or willingness to resolve concerns. The

financial condition of the service provider may be weak and/or negative

trends may be evident. While financial or operational failure is

unlikely, increased supervision is necessary. Formal or informal

supervisory action may be necessary to secure corrective action.

Composite 4

Financial institutions and service providers rated composite ``4''

operate in an unsafe and unsound environment that may impair the future

viability of the entity. Operating weaknesses are indicative of serious

managerial deficiencies. Risk management processes inadequately

identify and monitor risk, and practices are not appropriate given the

size, complexity, and risk profile of the entity. Strategic plans are

poorly defined and not coordinated or communicated throughout the

organization. As a result, management and the board are not committed

to, or may be incapable of ensuring that technological needs are met.

Management does not perform self-assessments and demonstrates an

inability or unwillingness to correct audit and regulatory concerns.

The financial condition of the service provider is severely impaired

and/or deteriorating. Failure of the financial institution or service

provider may be likely unless IT problems are remedied. Close

supervisory attention is necessary and, in most cases, formal

enforcement action is warranted.

Composite 5

Financial institutions and service providers rated composite ``5''

exhibit critically deficient operating performance and are in need of

immediate remedial action. Operational problems and serious weaknesses

may exist throughout the organization. Risk management processes are

severely deficient and provide management little or no perception of

risk relative to the size, complexity, and risk profile of the entity.

Strategic plans do not exist or are ineffective, and management and the

board provide little or no direction for IT initiatives. As a result,

management is unaware of, or inattentive to technological needs of the

entity. Management is unwilling or incapable of correcting audit and

regulatory concerns. The financial condition of the service provider is

poor and failure is highly probable due to poor operating performance

or financial instability. Ongoing supervisory attention is necessary.

Component Ratings 4

Audit

Financial institutions and service providers are expected to

provide independent assessments of their exposure to risks and the

quality of internal controls associated with the acquisition,

implementation and use of information technology.5 Audit

practices should address the IT risk exposures throughout the

institution and its service provider(s) in the areas of user and data

center operations, client/server architecture, local and wide area

networks, telecommunications, information security, electronic data

interchange, systems development, and contingency planning. This rating

should reflect the adequacy of the organization's overall IT audit

program, including the internal and external auditor's abilities to

detect and report significant risks to management and the board of

directors on a timely basis. It should also reflect the internal and

external auditor's capability to promote a safe, sound, and effective

operation.

---------------------------------------------------------------------------

\4\ The descriptive examples in the numeric component rating

definitions are intended to provide guidance to examiners as they

evaluate the individual components. Examiners must use professional

judgement when assessing a component area and assigning a numeric

rating value as it is likely that examiners will encounter

conditions that correspond to descriptive examples in two or more

numeric rating value definitions.

\5\ Financial institutions that outsource their data processing

operations should obtain copies of internal audit reports, SAS 70

reviews, and/or regulatory examination reports of their service

providers.

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The performance of audit is rated based upon an assessment of

factors such as:

{time} The level of independence maintained by audit and the

quality of the oversight and support provided by the board of directors

and management.

{time} The adequacy of audit's risk analysis methodology used to

prioritize the allocation of audit resources and to formulate the audit

schedule.

{time} The scope, frequency, accuracy, and timeliness of internal

and external audit reports.

{time} The extent of audit participation in application

development, acquisition, and testing, to ensure the effectiveness of

internal controls and audit trails.

{time} The adequacy of the overall audit plan in providing

appropriate coverage of IT risks.

{time} The auditor's adherence to codes of ethics and professional

audit standards.

{time} The qualifications of the auditor, staff succession, and

continued development through training.

{time} The existence of timely and formal follow-up and reporting

on management's resolution of identified problems or weaknesses.

{time} The quality and effectiveness of internal and external

audit activity as it relates to IT controls.

[[Page 3113]]

Ratings

1. A rating of ``1'' indicates strong audit performance. Audit

independently identifies and reports weaknesses and risks to the board

of directors or its audit committee in a thorough and timely manner.

Outstanding audit issues are monitored until resolved. Risk analysis

ensures that audit plans address all significant IT operations,

procurement, and development activities with appropriate scope and

frequency. Audit work is performed in accordance with professional

auditing standards and report content is timely, constructive,

accurate, and complete. Because audit is strong, examiners may place

substantial reliance on audit results.

2. A rating of ``2'' indicates satisfactory audit performance.

Audit independently identifies and reports weaknesses and risks to the

board of directors or audit committee, but reports may be less timely.

Significant outstanding audit issues are monitored until resolved. Risk

analysis ensures that audit plans address all significant IT

operations, procurement, and development activities; however, minor

concerns may be noted with the scope or frequency. Audit work is

performed in accordance with professional auditing standards; however,

minor or infrequent problems may arise with the timeliness,

completeness and accuracy of reports. Because audit is satisfactory,

examiners may rely on audit results but because minor concerns exist,

examiners may need to expand verification procedures in certain

situations.

3. A rating of ``3'' indicates less than satisfactory audit

performance. Audit identifies and reports weaknesses and risks;

however, independence may be compromised and reports presented to the

board or audit committee may be less than satisfactory in content and

timeliness. Outstanding audit issues may not be adequately monitored.

Risk analysis is less than satisfactory. As a result, the audit plan

may not provide sufficient audit scope or frequency for IT operations,

procurement, and development activities. Audit work is generally

performed in accordance with professional auditing standards; however,

occasional problems may be noted with the timeliness, completeness and/

or accuracy of reports. Because audit is less than satisfactory,

examiners must use caution if they rely on the audit results.

4. A rating of ``4'' indicates deficient audit performance. Audit

may identify weaknesses and risks but it may not independently report

to the board or audit committee and report content may be inadequate.

Outstanding audit issues may not be adequately monitored and resolved.

Risk analysis is deficient. As a result, the audit plan does not

provide adequate audit scope or frequency for IT operations,

procurement, and development activities. Audit work is often

inconsistent with professional auditing standards and the timeliness,

accuracy, and completeness of reports is unacceptable. Because audit is

deficient, examiners cannot rely on audit results.

5. A rating of ``5'' indicates critically deficient audit

performance. If an audit function exists, it lacks sufficient

independence and, as a result, does not identify and report weaknesses

or risks to the board or audit committee. Outstanding audit issues are

not tracked and no follow-up is performed to monitor their resolution.

Risk analysis is critically deficient. As a result, the audit plan is

ineffective and provides inappropriate audit scope and frequency for IT

operations, procurement and development activities. Audit work is not

performed in accordance with professional auditing standards and major

deficiencies are noted regarding the timeliness, accuracy, and

completeness of audit reports. Because audit is critically deficient

examiners cannot rely on audit results.

Management

This rating reflects the abilities of the board and management as

they apply to all aspects of IT acquisition, development, and

operations. Management practices may need to address some or all of the

following IT-related risks: strategic planning, quality assurance,

project management, risk assessment, infrastructure and architecture,

end-user computing, contract administration of third party service

providers, organization and human resources, regulatory and legal

compliance. Generally, directors need not be actively involved in day-

to-day operations; however, they must provide clear guidance regarding

acceptable risk exposure levels and ensure that appropriate policies,

procedures, and practices have been established. Sound management

practices are demonstrated through active oversight by the board of

directors and management, competent personnel, sound IT plans, adequate

policies and standards, an effective control environment, and risk

monitoring. This rating should reflect the board's and management's

ability as it applies to all aspects of IT operations.

The performance of management and the quality of risk management

are rated based upon an assessment of factors such as:

{time} The level and quality of oversight and support of the IT

activities by the board of directors and management.

{time} The ability of management to plan for and initiate new

activities or products in response to information needs and to address

risks that may arise from changing business conditions.

{time} The ability of management to provide information reports

necessary for informed planning and decision making in an effective and

efficient manner.

{time} The adequacy of, and conformance with, internal policies

and controls addressing the IT operations and risks of significant

business activities.

{time} The effectiveness of risk monitoring systems.

{time} The timeliness of corrective action for reported and known

problems.

{time} The level of awareness of and compliance with laws and

regulations.

{time} The level of planning for management succession.

{time} The ability of management to monitor the services delivered

and to measure the organization's progress toward identified goals in

an effective and efficient manner.

{time} The adequacy of contracts and management's ability to

monitor relationships with third-party servicers.

{time} The adequacy of strategic planning and risk management

practices to identify, measure, monitor, and control risks, including

management's ability to perform self-assessments.

{time} The ability of management to identify, measure, monitor,

and control risks and to address emerging information technology needs

and solutions.

In addition to the above, factors such as the following are

included in the assessment of management at service providers:

{time} The financial condition and ongoing viability of the

entity.

{time} The impact of external and internal trends and other

factors on the ability of the entity to support continued servicing of

client financial institutions.

{time} The propriety of contractual terms and plans.

Ratings

1. A rating of ``1'' indicates strong performance by management and

the board. Effective risk management practices are in place to guide IT

activities, and risks are consistently and effectively identified,

measured, controlled, and monitored. Management immediately resolves

audit and regulatory concerns to ensure sound operations. Written

technology plans, policies and procedures, and standards

[[Page 3114]]

are thorough and properly reflect the complexity of the IT environment.

They have been formally adopted, communicated, and enforced throughout

the organization. IT systems provide accurate, timely reports to

management. These reports serve as the basis of major decisions and as

an effective performance-monitoring tool. Outsourcing arrangements are

based on comprehensive planning; routine management supervision

sustains an appropriate level of control over vendor contracts,

performance, and services provided. Management and the board have

demonstrated the ability to promptly and successfully address existing

IT problems and potential risks.

2. A rating of ``2'' indicates satisfactory performance by

management and the board. Adequate risk management practices are in

place and guide IT activities. Significant IT risks are identified,

measured, monitored, and controlled; however, risk management processes

may be less structured or inconsistently applied and modest weaknesses

exist. Management routinely resolves audit and regulatory concerns to

ensure effective and sound operations, however, corrective actions may

not always be implemented in a timely manner. Technology plans,

policies and procedures, and standards are adequate and are formally

adopted. However, minor weaknesses may exist in management's ability to

communicate and enforce them throughout the organization. IT systems

provide quality reports to management which serve as a basis for major

decisions and a tool for performance planning and monitoring. Isolated

or temporary problems with timeliness, accuracy or consistency of

reports may exist. Outsourcing arrangements are adequately planned and

controlled by management, and provide for a general understanding of

vendor contracts, performance standards and services provided.

Management and the board have demonstrated the ability to address

existing IT problems and risks successfully.

3. A rating of ``3'' indicates less than satisfactory performance

by management and the board. Risk management practices may be weak and

offer limited guidance for IT activities. Most IT risks are generally

identified; however, processes to measure and monitor risk may be

flawed. As a result, management's ability to control risk is less than

satisfactory. Regulatory and audit concerns may be addressed, but time

frames are often excessive and the corrective action taken may be

inappropriate. Management may be unwilling or incapable of addressing

deficiencies. Technology plans, policies and procedures, and standards

exist, but may be incomplete. They may not be formally adopted,

effectively communicated, or enforced throughout the organization. IT

systems provide requested reports to management, but periodic problems

with accuracy, consistency and timeliness lessen the reliability and

usefulness of reports and may adversely affect decision making and

performance monitoring. Outsourcing arrangements may be entered into

without thorough planning. Management may provide only cursory

supervision that limits their understanding of vendor contracts,

performance standards, and services provided. Management and the board

may not be capable of addressing existing IT problems and risks,

evidenced by untimely corrective actions for outstanding IT problems.

4. A rating of ``4'' indicates deficient performance by management

and the board. Risk management practices are inadequate and do not

provide sufficient guidance for IT activities. Critical IT risk are not

properly identified, and processes to measure and monitor risks are

deficient. As a result, management may not be aware of and is unable to

control risks. Management may be unwilling and/or incapable of

addressing audit and regulatory deficiencies in an effective and timely

manner. Technology plans, policies and procedures, and standards are

inadequate, have not been formally adopted, or effectively communicated

throughout the organization, and management does not effectively

enforce them. IT systems do not routinely provide management with

accurate, consistent, and reliable reports, thus contributing to

ineffective performance monitoring and/or flawed decision making.

Outstanding arrangements may be entered into without planning or

analysis, and management may provide little or no supervision of vendor

contracts, performance standards, or services provided. Management and

the board are unable to address existing IT problems and risks, as

evidenced by ineffective actions and longstanding IT weaknesses.

Strengthening of management and its processes is necessary. The

financial condition of the service provider may threaten its viability.

5. A rating of ``5'' indicates critically deficient performance by

management and the board. Risk management practices are severely flawed

and provide inadequate guidance for IT activities. Critical IT risks

are not identified, and processes to measure and monitor risks do not

exist, or are not effective. Management's inability to control risk may

threaten the continued viability of the institution or service

provider. Management is unable and/or unwilling to correct audit and

regulatory identified deficiencies and immediate action by the board is

required to preserve the viability of the institution or service

provider. If they exist, technology plans, policies and procedures, and

standards are critically deficient. Because of systemic problems, IT

systems do not produce management reports which are accurate, timely,

or relevant. Outsourcing arrangements may have been entered into

without management planning or analysis, resulting in significant

losses to the financial institution or ineffective vendor services. The

financial condition of the service provider presents an imminent threat

to its viability.

Development and Acquisition

This rating reflects an organization's ability to identify,

acquire, install, and maintain appropriate information technology

solutions. Management practices may need to address all or parts of the

business process for implementing any kind of change to the hardware or

software used. These business processes include an institution's or

service provider's purchase of hardware or software, development and

programming performed by the institution or service provider, purchase

of services from independent vendors or affiliated data centers, or a

combination of these activities. The business process is defined as all

phases taken to implement a change including researching alternatives

available, choosing an appropriate option for the organization as a

whole, and converting to the new system, or integrating the new system

with existing systems. This rating reflects the adequacy of the

institution's systems development methodology and related risk

management practices for acquisition and deployment of information

technology. This rating also reflects the boards and management's

ability to enhance and replace information technology prudently in a

controlled environment,

The performance of systems development and acquisition and related

risk management practice is rated based upon an assessment of factors

such as:

{time} The level and quality of oversight and support of systems

development and acquisition activities by senior management and the

board of directors.

[[Page 3115]]

{time} The adequacy of the organizational and management

structures to establish accountability and responsibility for IT

systems and technology initiatives.

{time} The volume, nature, and extent of risk exposure to the

financial institution in the area of systems development and

acquisition.

{time} The adequacy of the institution's Systems Development Life

Cycle (SDLC) and programming standards.

{time} The quality of project management programs and practices

which are followed by developers, operators, executive management/

owners, independent vendors or affiliated servicers, and end-users.

{time} The independence of the quality assurance function and the

adequacy of controls over program changes.

{time} The quality and thoroughness of system documentation.

{time} The integrity and security of the network, system, and

application software.

{time} The development of information technology solutions that

meet the needs of end users.

{time} The extent of end user involvement in the system

development process.

In addition to the above, factors such as the following are

included in the assessment of development and acquisition at service

providers:

{time} The quality of software releases and documentation.

{time} The adequacy of training provided to clients.

Ratings

1. A rating of ``1'' indicates strong systems development,

acquisition, implementation, and change management performance.

Management and the board routinely demonstrate successfully the ability

to identify and implement appropriate IT solutions while effectively

managing risk. Project management techniques and the SDLC are fully

effective and supported by written policies, procedures and project

controls that consistently result in timely and efficient project

completion. An independent quality assurance function provides strong

controls over testing and program change management. Technology

solutions consistently meet end user needs. No significant weaknesses

or problems exist.

2. A rating of ``2'' indicates satisfactory systems development,

acquisition, implementation, and change management performance.

Management and the board frequently demonstrate the ability to identify

and implement appropriate IT solutions while managing risk. Project

management and the SDLC are generally effective; however, weaknesses

may exist that result in minor project delays or cost overruns. An

independent quality assurance function provides adequate supervision of

testing and program change management, but minor weaknesses may exist.

Technology solutions meet end user needs. However, minor enhancements

may be necessary to meet original user expectations. Weaknesses may

exist; however, they are not significant and they are easily corrected

in the normal course of business.

3. A rating of ``3'' indicates less than satisfactory systems

development, acquisition, implementation, and change management

performance. Management and the board may often be unsuccessful in

identifying and implementing appropriate IT solutions; therefore,

unwarranted risk exposure may exist. Project management techniques and

the SDLC are weak and may result in frequent project delays, backlogs

or significant cost overruns. The quality assurance function may not be

independent of the programming function which may adversely impact the

integrity of testing and program change management. Technology

solutions generally meet end user needs, but often require an

inordinate level of change after implementation. Because of weaknesses,

significant problems may arise that could result in disruption to

operations or significant losses.

4. A rating of ``4'' indicates deficient systems development,

acquisition, implementation and change management performance.

Management and the board may be unable to identify and implement

appropriate IT solutions and do not effectively mange risk. Project

management techniques and the SDLC are ineffective and may result in

severe project delays and cost overruns. The quality assurance function

is not fully effective and may not provide independent or comprehensive

review of testing controls or program change management. Technology

solutions may not meet the critical needs of the organization. Problems

and significant risks exist that require immediate action by the board

and management to preserve the soundness of the institution.

5. A rating of ``5'' indicates critically deficient systems

development, acquisition, impelementation, and change management

performance. Management and the board appear to be incapable of

identifying, and implementing appropriate information technology

solutions. If they exist, project management techniques and the SDLC

are critically deficient and provide little or no direction for

development of systems or technology projects. The quality assurance

function is severely deficient or not present and unidentified problems

in testing and program change management have caused significant IT

risks. Technology solutions do not meet the needs of the organization.

Serious problems and significant risks exist which raise concern for

the financial institution's or service providers's ongoing viability.

Support and Delivery

This rating reflects an organization's ability to provide

technology services in a secure environment. It reflects not only the

condition of IT operations but also factors such as reliability,

security, and integrity, which may affect the quality of the

information delivery system. The factors include customer support and

training, and the ability to manage problems and incidents, operations,

system performance, capacity planning, and facility and data

management. Risk management practices should promote effective, safe

and sound IT operations that ensure the continuity of operations and

the reliability and availability of data. The scope of this component

rating includes operational risks throughout the organization and

service providers.

The rating of IT support and delivery is based on a review and

assessment of requirements such as:

{time} The ability to provide a level of service that meets the

requirements of the business.

{time} The adequacy of security policies, procedures, and

practices in all units and at all levels of the financial institution

and service providers.

{time} The adequacy of data controls over preparation, input,

processing, and output.

{time} The adequacy of corporate contingency planning and business

resumption for data centers, networks, service providers and business

units.

{time} The quality of processes or programs that monitor capacity

and performance.

{time} The adequacy of controls and the ability to monitor

controls at service providers.

{time} The quality of assistance provided to users, including the

ability to handle problems.

{time} The adequacy of operating policies, procedures, and

manuals.

{time} The quality of physical and logical security, including the

privacy of data.

{time} The adequacy of firewall architectures and the security of

connections with public networks.

In addition to the above, factors such as the following are

included in the

[[Page 3116]]

assessment of support and delivery at service providers:

{time} The adequacy of customer service provided to clients.

{time} The ability of the entity to provide and maintain service

level performance that meets the requirements of the client.

1. A rating of ``1'' indicates strong IT support and delivery

performance. The organization provides technology services that are

reliable and consistent. Service levels adhere to well-defined service

level agreements and routinely meet or exceed business requirements. A

comprehensive corporate contingency and business resumption plan is in

place. Annual contingency plan testing and updating is performed; and,

critical systems and applications are recovered within acceptable time

frames. A formal written data security policy and awareness program is

communicated and enforced throughout the organization. The logical and

physical security for all IT platforms is closely monitored and

security incidents and weaknesses are identified and quickly corrected.

Relationships with third-party service providers are closely monitored.

IT operations are highly reliable, and risk exposure is successfully

identified and controlled.

2. A rating of ``2'' indicates satisfactory IT support and delivery

performance. The organization provides technology services that are

generally reliable and consistent, however, minor discrepancies in

service levels may occur. Service performance adheres to service

agreements and meets business requirements. A corporate contingency and

business resumption plan is in place, but minor enhancements may be

necessary. Annual plan testing and updating is performed and minor

problems may occur when recovering systems or applications. A written

data security policy is in place but may require improvement to ensure

its adequacy. The policy is generally enforced and communicated

throughout the organization, e.g. via a security awareness program. The

logical and physical security for critical IT platforms is

satisfactory. Systems are monitored, and security incidents and

weaknesses are identified and resolved within reasonable time frames.

Relationships with third-party service providers are monitored.

Critical IT operations are reliable and risk exposure is reasonably

identified and controlled.

3. A rating of ``3'' indicates that the performance of IT support

and delivery is less than satisfactory and needs improvement. The

organization provides technology services that may not be reliable or

consistent. As a result, service levels periodically do not adhere to

service level agreements or meet business requirements. A corporate

contingency and business resumption plan is in place but may not be

considered comprehensive. The plan is periodically tested; however, the

recovery of critical systems and applications is frequently

unsuccessful. A data security policy exists; however, it may not be

strictly enforced or communicated throughout the organization. The

logical and physical security for critical IT platforms is less than

satisfactory. Systems are monitored; however, security incidents and

weaknesses may not be resolved in a timely manner. Relationships with

third-party service providers may not be adequately monitored. IT

operations are not acceptable and unwarranted risk exposures exist. If

not corrected, weaknesses could cause performance degradation or

disruption to operations.

4. A rating of ``4'' indicates deficient IT support and delivery

performance. The organization provides technology services that are

unreliable and inconsistent. Service level agreements are poorly

defined and service performance usually fails to meet business

requirements. A corporate contingency and business resumption plan may

exist, but its content is critically deficient. If contingency testing

is performed, management is typically unable to recover critical

systems and applications. A data security policy may not exist. As a

result, serious supervisory concerns over security and the integrity of

data exist. The logical and physical security for critical IT platforms

is deficient. Systems may be monitored, but security incidents and

weaknesses are not successfully identified or resolved. Relationships

with third-party service providers are not monitored. IT operations are

not reliable and significant risk exposure exists. Degradation in

performance is evident and frequent disruption in operations has

occurred.

5. A rating of ``5'' indicates critically deficient IT support and

delivery performance. The organization provides technology services

that are not reliable or consistent. Service level agreements do not

exist and service performance does not meet business requirements. A

corporate contingency and business resumption plan does not exist.

Contingency testing is not performed and management has not

demonstrated the ability to recover critical systems and applications.

A data security policy does not exist, and a serious threat to the

organization's security and data integrity exists. The logical and

physical security for critical IT platforms is inadequate, and

management does not monitor systems for security incidents and

weaknesses. Relationships with third-party service providers are not

monitored, and the viability of a service provider may be in jeopardy.

IT operations are severely deficient, and the seriousness of weaknesses

could cause failure of the financial institution or service provider if

not addressed.

Dated: January 13, 1999.

Keith J. Todd,

Executive Secretary, Federal Financial Institutions Examination

Council.

[FR Doc. 99-1175 Filed 1-19-99; 8:45 am]

BILLING CODE 6210-01-P, 6720-01-P, 6714-01-P and 4810-33-P

Last Updated 01/20/1999 regs@fdic.gov

Last Updated: August 4, 2024