Chapter 11

Rose−Hudgins: Bank IV. Managing the 11.
Liquidity and Reserve © The McGraw−Hill

Management and Financial Investment Portfolios and Management: Strategies Companies, 2008
Services, Seventh Edition Liquidity Positions of and Policies
Banks and Their Principal
Competitors
C H A P T E R E L E V E N
Liquidity and Reserve

Management: Strategies
and Policies
Key Topics in This Chapter
• Sources of Demand for and Supply of Liquidity
• Why Financial Firms Have Liquidity Problems
• Liquidity Management Strategies
• Estimating Liquidity Needs
• The Impact of Market Discipline
• Legal Reserves and Money Management
11–1 Introduction
Not long ago, as noted in a recent article from the Federal Reserve Bank of St. Louis [8], a
savings bank headquartered in the northeastern United States experienced a real liquidity
crisis. Acting on rumors of a possible embezzlement of funds, some worried depositors
launched an old-fashioned “run” on the bank. Flooding into the institution’s Philadelphia
and New York City branches, some frightened customers yanked out close to 13 percent of
the savings bank’s deposits in less than a week, sending management scrambling to find
enough cash to meet the demands of concerned depositors. While the bank appeared to
weather the storm in time, the event reminds us of at least two things: (1) how much
financial institutions depend upon public confidence to survive and prosper, and (2) how
quickly the essential item called “liquidity” can be eroded when the public, even tem-
porarily, loses its confidence in one or more financial institutions.
One of the most important tasks the management of any financial institution faces is
ensuring adequate liquidity at all times, no matter what emergencies may appear. A finan-
cial firm is considered to be “liquid” if it has ready access to immediately spendable funds
at reasonable cost at precisely the time those funds are needed. This suggests that a liquid
financial firm either has the right amount of immediately spendable funds on hand when
they are required or can raise liquid funds in timely fashion by borrowing or selling assets.
Indeed, lack of adequate liquidity can be one of the first signs that a financial institu-
tion is in trouble. For example, a troubled bank that is losing deposits will likely be forced
to dispose of some of its safer, more liquid assets. Other lending institutions may become
347
Rose−Hudgins: Bank IV. Managing the 11. Liquidity and Reserve © The McGraw−Hill
Competitors
348 Part Four Managing the Investment Portfolios and Liquidity Positions of Banks and Their Principal Competitors
increasingly reluctant to lend the troubled firm any new funds without additional security
or the promise of a higher rate of interest, which may reduce the earnings of the belea-
guered institution and threaten it with failure.
The cash shortages that some financial-service providers experience make clear that
liquidity needs cannot be ignored. A financial firm can be closed if it cannot raise suffi-
cient liquidity even though, technically, it may still be solvent. For example, during the
1990s, the Federal Reserve forced the closure of the $10 billion Southeast Bank of
Miami because it couldn’t come up with enough liquidity to repay the loans it had
received from the Fed. Moreover, the competence of liquidity managers is an important
barometer of management’s overall effectiveness in achieving any institution’s goals. So,
let’s begin our journey and see how important quality liquidity management is to the
success of a financial firm.
11–2 The Demand for and Supply of Liquidity

A financial institution’s need for liquidity—immediately spendable funds—can be viewed
within a demand–supply framework. What activities give rise to the demand for liquidity?
And what sources can be relied upon to supply adequate liquidity?
For depository institutions, the most pressing demands for spendable funds generally come
from two sources: (1) customers withdrawing money from their accounts, and (2) credit
requests from customers the institution wishes to keep, either in the form of new loan
requests or drawings upon existing credit lines. Other sources of liquidity demand include
paying off previous borrowings, such as loans the institution may have received from other
financial firms or from the central bank (e.g., the Federal Reserve System). Similarly, pay-
ment of income taxes or cash dividends to stockholders periodically gives rise to a demand
for immediately spendable cash. (See Table 11–1.)
To meet the foregoing demands for liquidity, financial firms can draw upon several
potential sources of supply. The most important source for a depository institution normally
is receipt of new customer deposits. These deposit inflows tend to be heavy the first of each
month as business payrolls are dispensed, and they may reach a secondary peak toward the
middle of each month as bills are paid. Another important element in the supply of liquid-
ity comes from customers repaying their loans and from sales of assets, especially marketable
securities, from the investment portfolio. Liquidity also flows in from revenues (fee income)
generated by selling nondeposit services and from borrowings in the money market.
These various sources of liquidity demand and supply come together to determine each
financial firm’s net liquidity position at any moment in time. That net liquidity position
(L) at time t is:
Supplies of Liquidity Flowing into the Financial Firm
A financial firm's Revenues from Borrowings

Incoming Customer
net liquidity the sale of Sales of from the
position ⫽ deposits ⫹ nondeposit ⫹ loan ⫹ ⫹ money
assets
1Lt 2 1inflows2 services repayments market
– Demands on the Financial Firm for Liquidity (11–1)
Dividend
Deposit Volume of Repayments Other
payments
⫺ withdrawals ⫺ acceptable ⫺ of ⫺ operating ⫺
to
1outflows2 loan requests borrowings expenses
stockholders
Competitors
Chapter 11 Liquidity and Reserve Management: Strategies and Policies 349
TABLE 11–1
Supplies of Liquid Funds Typically Come From: Demands for Liquidity Typically Arise From:
Sources of Demand
and Supply for Incoming customer deposits Customer deposit withdrawals
Liquidity for a Revenues from the sale of nondeposit services Credit requests from quality loan customers
Customer loan repayments Repayment of nondeposit borrowings
Depository
Sales of assets Operating expenses and taxes incurred in
Institution Borrowings from the money market producing and selling services
Payment of stockholder cash dividends
When the demand for liquidity exceeds its supply (i.e., Lt < 0), management must prepare
for a liquidity deficit, deciding when and where to raise additional funds. On the other hand,
if at any point in time the supply of liquidity exceeds all liquidity demands (i.e., Lt > 0),
management must prepare for a liquidity surplus, deciding when and where to profitably
invest surplus liquid funds until they are needed to cover future cash needs.
Liquidity has a critical time dimension. Some liquidity needs are immediate or nearly so.
For example, in the case of a depository institution several large CDs may be due to mature
tomorrow, and the customers may have indicated they plan to withdraw these deposits
rather than simply rolling them over into new deposits. Sources of funds that can be
accessed immediately must be used to meet these near-term liquidity pressures.
Key URL Longer-term liquidity demands arise from seasonal, cyclical, and trend factors. For exam-
Data on the liquidity ple, liquid funds are generally in greater demand during the fall and summer coincident
positions of individual
with school, holidays, and travel plans. Anticipating these longer-term liquidity needs
depository institutions
may be found in the managers can draw upon a wider array of funds sources than is true for immediate liquidity
FDIC’s Statistics for needs, such as selling off accumulated liquid assets, aggressively advertising the institu-
Depository Institutions tion’s current menu of services, or negotiating long-term borrowings of reserves from other
at www3.fdic.gov/sdi if financial firms. Of course, not all demands for liquidity need to be met by selling assets or
you specify each
borrowing new money. For example, just the right amount of new deposits may flow in or
institution’s name, city
and state, certificate loan repayments from borrowing customers may occur close to the date new funds are
number, or bank needed. Timing is critical to liquidity management: Financial managers must plan carefully
holding company how, when, and where liquid funds can be raised.
(BHC) number. Most liquidity problems arise from outside the financial firm as a result of the activities
of customers. In effect, customers’ liquidity problems gravitate toward their liquidity sup-
pliers. If a business is short liquid reserves, for example, it will ask for a loan or draw down
its account balances, either of which may require the firm’s financial institution to come
up with additional funds. A dramatic example of this phenomenon occurred in the wake
of the worldwide stock market crash in October 1987. Investors who had borrowed heav-
ily to buy stock on margin were forced to come up with additional funds to secure their
stock loans. They went to their lending institutions in huge numbers, turning a liquidity
crisis in the capital market into a liquidity crisis for lenders.
Factoid The essence of liquidity management problems for financial institutions may be
Did you know that a described in two succinct statements:
serious liquidity crisis
inside the United States 1. Rarely are demands for liquidity equal to the supply of liquidity at any particular moment in
in 1907, which followed time. The financial firm must continually deal with either a liquidity deficit or a liquid-
several other liquidity
ity surplus.
crises in the 19th
century, led to the 2. There is a trade-off between liquidity and profitability. The more resources are tied up in
creation of the U.S. readiness to meet demands for liquidity, the lower is that financial firm’s expected prof-
central bank, the itability (other factors held constant).
Federal Reserve System,
to prevent liquidity Thus, ensuring adequate liquidity is a never-ending problem for management that will
problems in the future? always have significant implications for the financial firm’s performance.
Competitors
Key URLs Moreover, resolving liquidity problems subjects a financial institution to costs, includ-
Financial firms provide ing the interest cost on borrowed funds, the transactions cost of time and money in find-
liquidity management
ing adequate liquid funds, and an opportunity cost in the form of future earnings that must
services not only for
themselves but for their be forgone when earning assets are sold in order to meet liquidity needs. Clearly, manage-
customers as well. ment must weigh these costs against the immediacy of the institution’s liquidity needs. If
Descriptions of such a financial firm winds up with excess liquidity, its management must be prepared to invest
services may be found at those excess funds immediately to avoid incurring an opportunity cost from idle funds not
www.uboc.com and
generating earnings.
www.firstcapitalbank.
com/%7Epeoria/ From a slightly different vantage point, we could say that the management of liquidity
business/autosweep.asp. is subject to the risks that interest rates will change (interest rate risk) and that liquid funds
will not be available in the volume needed (availability risk). If market interest rates rise,
assets that the financial firm plans to sell to raise liquid funds will decline in value, and
some must be sold at a loss. Not only will fewer liquid funds be raised from the sale of those
assets, but the losses incurred will reduce earnings as well. Then, too, raising liquid funds
by borrowing will cost more as interest rates rise, and some forms of borrowed liquidity may
no longer be available. If lenders perceive a financial institution to be more risky than
before, it will be forced to pay higher interest rates to borrow liquidity, and some lenders
will simply refuse to make liquid funds available at all.
11–3 Why Financial Firms Often Face Significant Liquidity Problems

It should be clear from the foregoing discussion that most financial institutions face major
liquidity problems. This significant exposure to liquidity pressures arises from several sources.
For example, depository institutions borrow large amounts of short-term cash from indi-
viduals and businesses and from other lending institutions and then turn around and make
long-term credit available to their borrowing customers. Thus, depository institutions typ-
ically face an imbalance between the maturity dates attached to their assets and the matu-
rity dates of their liabilities. Rarely will incoming cash flows from assets exactly match the
cash flowing out to cover liabilities.
A problem related to the maturity mismatch situation is that most depository institu-
tions hold an unusually high proportion of liabilities subject to immediate payment, espe-
cially demand deposits and money market borrowings. They must stand ready to meet
immediate cash demands that can be substantial at times, especially near the end of a
week, near the first of each month, and during certain seasons of the year.
Another source of liquidity problems is sensitivity to changes in market interest rates.
When interest rates rise, for example, some customers will withdraw their funds in search
of higher returns elsewhere. Many loan customers may postpone new loan requests or
speed up their drawings on those credit lines that carry lower interest rates. Thus, chang-
ing market interest rates affect both customer demand for deposits and customer demand
for loans, each of which has a potent impact on a depository institution’s liquidity position.
Moreover, movements in market interest rates affect the market values of assets the finan-
cial firm may need to sell in order to raise additional funds, and they directly affect the cost
of borrowing in the money market.
Beyond these factors, financial firms must give high priority to meeting demands for liq-
uidity. To fail in this area may severely damage public confidence in the institution. We
can imagine the reaction of a bank’s customers, for example, if the teller windows and
ATMs had to be closed one morning because the bank was temporarily out of cash and
could not cash checks or meet deposit withdrawals (as happened to a bank in Montana
several years ago, prompting a federal investigation, as we discussed in the opener to Part
Four). One of the most important tasks of a liquidity manager is to keep close contact with
Competitors
Concept Check
11–1. What are the principal sources of liquidity demand bank assets are projected to be $18 million, (f) new
for a financial firm? deposits should total $670 million, (g) borrowings
11–2. What are the principal sources from which the from the money market are expected to be about
supply of liquidity comes? $43 million, (h) nondeposit service fees should
11–3. Suppose that a bank faces the following cash amount to $27 million, (i) previous bank borrowings
inflows and outflows during the coming week: totaling $23 million are scheduled to be repaid, and
(a) deposit withdrawals are expected to total (j) a dividend payment to bank stockholders of $140
$33 million, (b) customer loan repayments are million is scheduled. What is this bank’s projected
expected to amount to $108 million, (c) operating net liquidity position for the coming week?
expenses demanding cash payment will probably 11–4. When is a financial institution adequately liquid?
approach $51 million, (d) acceptable new loan 11–5. Why do financial firms face significant liquidity
requests should reach $294 million, (e) sales of management problems?
the largest funds-supplying customers and the holders of large unused credit lines to deter-
mine if and when withdrawals will be made and to make sure adequate funds will be avail-
able when demand for funds occurs.
11–4 Strategies for Liquidity Managers

Over the years, experienced liquidity managers have developed several strategies for deal-
ing with liquidity problems: (1) providing liquidity from assets (asset liquidity manage-
ment), (2) relying on borrowed liquidity to meet cash demands (liability management),
and (3) balanced (asset and liability) liquidity management.
Asset Liquidity Management (or Asset Conversion) Strategies

Key URLs The oldest approach to meeting liquidity needs is known as asset conversion. In its purest
To find out how the form, this strategy calls for storing liquidity in assets, predominantly in cash and mar-
Federal Reserve System ketable securities. When liquidity is needed, selected assets are converted into cash until
dealt with the 9/11
terrorist attacks and all demands for cash are met.
helped to stabilize the What is a liquid asset? It must have three characteristics:
U.S. financial system,
1. A liquid asset has a ready market so it can be converted into cash without delay.
see especially
www.clevelandfed.org 2. It has a reasonably stable price so that, no matter how quickly the asset must be sold or
and www.ny.frb.org/ how large the sale is, the market is deep enough to absorb the sale without a significant
research/search.html. decline in price.
3. It is reversible, meaning the seller can recover his or her original investment (principal)
with little risk of loss.
Among the most popular liquid assets are Treasury bills, federal funds loans, certificates of
deposit, municipal bonds, federal agency securities, bankers’ acceptances, and Eurocur-
rency loans. (See the box entitled “Storing Liquidity in Assets—The Principal Options”
for brief descriptions of these liquid assets.) Although a financial firm can strengthen its
liquidity position by holding more liquid assets, it will not necessarily be a liquid institu-
tion if it does so, because each institution’s liquidity position is also influenced by the
demands for liquidity made against it. Remember: A financial firm is liquid only if it has
access, at reasonable cost, to liquid funds in exactly the amounts required at precisely the
time they are needed.
Competitors
Storing Liquidity in Assets—

The Principal Options
The principal options open to liquidity managers for holdings of liquid assets that can be sold when
additional cash is needed are
1. Treasury bills—direct obligations of the United States government or of foreign governments issued at
a discount and redeemed at par (face value) when they reach maturity; T-bills have original maturities
of 3, 6, and 12 months, with an active resale market through security dealers.
2. Federal funds loans to other institutions—loans of reserves held by depository institutions with short
(often overnight) maturities.
3. Purchase of liquid securities under a repurchase agreement (RP)—using high quality securities as col-
lateral to raise new funds.
4. Placing correspondent deposits with various depository institutions—these interbank deposits can be
borrowed or loaned in minutes by telephone or by wire.
5. Municipal bonds and notes—debt securities issued by state and local governments that range in matu-
rity from a few days to several years.
6. Federal agency securities—short- and long-term debt instruments sold by federally sponsored agencies
such as FNMA (Fannie Mae) or FHLMC (Freddie Mac).
7. Negotiable certificates of deposit—investing in short-term CDs until they mature and can be converted
into cash without penalty.
8. Eurocurrency loans—the lending of deposits accepted by bank offices located outside a particular cur-
rency’s home country for periods stretching from a few days to a few months.
Filmtoid Asset conversion strategy is used mainly by smaller financial institutions that find it a
What 1980s thriller, less risky approach to liquidity management than relying on borrowings. But it is not a
starring Kris
Kristofferson and Jane
costless approach to liquidity management. First, selling assets means loss of future earn-
Fonda, aligned murder ings those assets would have generated had they not been sold off. Thus, there is an oppor-
with the liquidity tunity cost to storing liquidity in assets when those assets must be sold. Most asset sales also
problems of Borough involve transactions costs (commissions) paid to security brokers. Moreover, the assets in
National Bank created question may need to be sold in a market experiencing declining prices, increasing the risk
by Arab withdrawals of
Eurodeposits?
of substantial losses. Management must take care that assets with the least profit potential
Answer: Rollover. are sold first in order to minimize the opportunity cost of future earnings forgone. Selling
assets to raise liquidity also tends to weaken the appearance of the balance sheet because
the assets sold are often low-risk government securities that give the impression the finan-
cial firm is financially strong. Finally, liquid assets generally carry the lowest rates of return
of all assets. Investing in liquid assets means forgoing higher returns on other assets that
might be acquired.
Borrowed Liquidity (Liability) Management Strategies

For several decades now the largest banks around the world have chosen to raise more of their
liquid funds through borrowings in the money market. This borrowed liquidity strategy—
called purchased liquidity or liability management—in its purest form calls for borrowing imme-
diately spendable funds to cover all anticipated demands for liquidity. Today many different
types of financial institutions use this liquidity management strategy.
Borrowing liquid funds has a number of advantages. A financial firm can choose to bor-
row only when it actually needs funds, unlike storing liquidity in assets where a storehouse
of liquid assets must be held at all times, lowering potential returns. Then, too, using bor-
rowed funds permits a financial institution to leave the volume and composition of its
352
Competitors
Borrowing Liquidity—
The Principal Options
When a liquidity deficit arises, the financial firm can borrow funds from:
1. Federal funds borrowings—reserves from other lenders that can be accessed immediately.
2. Selling liquid, low-risk securities under a repurchase agreement (RP) to financial institutions having tem-
porary surpluses of funds. RPs generally carry a fixed rate of interest and maturity, though continuing-
contract RPs remain in force until either the borrower or lender terminates the loan.
3. Issuing jumbo ($100,000+) negotiable CDs to major corporations, governmental units, and wealthy indi-
viduals for periods ranging from a few days to several months.
4. Issuing Eurocurrency deposits to multinational banks and other corporations at interest rates deter-
mined by the demand and supply for these short-term international deposits.
5. Securing advances from the Federal Home Loan Bank (FHLB) system, which provides loans to institu-
tions lending in the real-estate-backed loan market.
6. Borrowing reserves from the discount window of the central bank (such as the Federal Reserve or the
Bank of Japan)—usually available within a matter of minutes provided the borrowing institution has col-
lateral on hand and a signed borrowing authorization.
asset portfolio unchanged if it is satisfied with the assets it currently holds. In contrast,
selling assets to provide liquidity for liability-derived demands, such as deposit with-
drawals, shrinks the size of a financial firm as its asset holdings decline. Finally, as we saw
in Chapter 7, liability management comes with its own control lever—the interest rate
offered to borrow funds. If the borrowing institution needs more funds, it merely raises its
offer rate until the requisite amount of funds flow in. If fewer funds are required, the
financial firm’s offer rate may be lowered.
Key URLs The principal sources of borrowed liquidity for a depository institution include jumbo
Research on liquidity ($100,000+) negotiable CDs, federal funds borrowings, repurchase agreements (in which
management issues can securities are sold temporarily with an agreement to buy them back), Eurocurrency bor-
often be found in
studies published by the rowings, advances from the Federal Home Loan Banks, and borrowings at the discount
Federal Reserve Bank of window of the central bank in each nation or region. (See the box entitled “Borrowing
St. Louis at www. Liquidity—The Principal Options” for a description of these instruments.) Liability man-
research.stlouisfed. agement techniques are used most extensively by the largest banks that often borrow close
org/wp/, the Federal to 100 percent of their liquidity needs.
Reserve Bank of New
York at www.ny.frb.org Borrowing liquidity is the most risky approach to solving liquidity problems (but also
(see Economic Research carries the highest expected return) because of the volatility of interest rates and the rapid-
link), and the Federal ity with which the availability of credit can change. Often financial-service providers must
Reserve Bank of purchase liquidity when it is most difficult to do so, both in cost and availability. Borrow-
Chicago at www. ing cost is always uncertain, which adds greater uncertainty to earnings. Moreover, a finan-
chicagofed.org/
publications/. cial firm that gets into trouble is usually most in need of borrowed liquidity, particularly
because knowledge of its difficulties spreads and customers begin to withdraw their funds.
At the same time, other financial firms become less willing to lend to the troubled insti-
tution due to the risk involved.
Balanced Liquidity Management Strategies

Due to the risks inherent in relying on borrowed liquidity and the costs of storing liquid-
ity in assets, most financial firms compromise by using both asset and liability manage-
ment. Under a balanced liquidity management strategy, some of the expected demands
for liquidity are stored in assets (principally holdings of marketable securities), while
353
Competitors
other anticipated liquidity needs are backstopped by advanced arrangements for lines of
credit from potential suppliers of funds. Unexpected cash needs are typically met from
near-term borrowings. Longer-term liquidity needs can be planned for and the funds to
meet these needs can be parked in short-term and medium-term assets that will provide
cash as those liquidity needs arise.
Concept Check
11–6. What are the principal differences among asset 11–7. What guidelines should management keep in
liquidity management, liability management, and mind when it manages a financial firm’s liquidity
balanced liquidity management? position?
Guidelines for Liquidity Managers

Over the years, liquidity managers have developed several rules that often guide their
activities. First, the liquidity manager must keep track of the activities of all departments
using and/or supplying funds while coordinating his or her department’s activities with
theirs. Whenever the loan department grants a new credit line to a customer, for example,
the liquidity manager must prepare for possible drawings against that line. If the savings
account division expects to receive several large deposits in the next few days, this infor-
mation should also be passed on to the liquidity manager.
Second, the liquidity manager should know in advance, wherever possible, when the
biggest credit or funds-supplying customers plan to withdraw their funds or add funds to
their accounts. This allows the manager to plan ahead to deal more effectively with emerg-
ing liquidity surpluses and deficits.
Third, the liquidity manager must make sure the financial firm’s priorities and objec-
tives for liquidity management are clear. For example, in the past, a depository institution’s
liquidity position was often assigned top priority when it came to allocating funds. A typ-
ical assumption was that a depository institution had little or no control over its sources of
funds—those were determined by the public—but the institution could control its uses of
funds. In addition, because the law may require depository institutions to set aside liquid
funds at the central bank to cover reserve requirements and because the depository must
be ready at all times to handle deposit withdrawals, liquidity management and the divert-
ing of sufficient funds into liquid assets were given the highest priority. Today, liquidity
management has generally been relegated to a supporting role compared to most financial
firms’ number one priority—making loans and supplying fee-generating services to all
qualified customers in order to maximize returns.
Fourth, liquidity needs must be analyzed on a continuing basis to avoid both excess and
deficit liquidity positions. Excess liquidity that is not reinvested the same day it occurs
results in lost income, while liquidity deficits must be dealt with quickly to avoid dire
emergencies where the hurried borrowing of funds or sale of assets results in excessive
losses for the financial firm involved.
11–5 Estimating Liquidity Needs

Several methods have been developed in recent years for estimating a financial institu-
tion’s liquidity requirements: the sources and uses of funds approach, the structure of funds
approach, the liquidity indicator approach, and the market signals (or discipline) approach. Each
method rests on specific assumptions and yields only an approximation of actual liquidity
requirements. This is why a liquidity manager must always be ready to fine-tune estimates
of liquidity requirements as new information becomes available. In fact, most financial
Competitors
Factoid firms make sure their liquidity reserves include both a planned component, consisting of the
Among the most rapidly reserves called for by the latest forecast, and a protective component, consisting of an extra
growing sources of
margin of liquid reserves over those dictated by the most recent forecast. The protective
borrowed liquidity
among U.S. financial liquidity component may be large or small, depending on management’s philosophy and
institutions are attitude toward risk—that is, how much chance of running a “cash-out” management
advances of funds by wishes to accept.
the Federal Home Loan Let us turn now to the most popular methods for estimating a financial institution’s
Banks which are
liquidity needs. For illustrative purposes, we will focus on the problem of estimating a
relatively low in cost
and more stable with bank’s liquidity needs because banks typically face the greatest liquidity management
longer maturities than challenges of any financial firm. However, the principles we will explore apply to other
most deposits. By the financial-service providers as well.
21st century close to
half of all U.S. banks The Sources and Uses of Funds Approach
had FHLB advances
outstanding. The sources and uses of funds method for estimating liquidity needs begins with two sim-
ple facts:
1. In the case of a bank, for example, liquidity rises as deposits increase and loans decrease.
2. Alternatively, liquidity declines when deposits decrease and loans increase.
Whenever sources and uses of liquidity do not match, there is a liquidity gap, measured
by the size of the difference between sources and uses of funds. When sources of liquidity
(e.g., increasing deposits or decreasing loans) exceed uses of liquidity (e.g., decreasing
deposits or increasing loans), the financial firm will have a positive liquidity gap (surplus).
Its surplus liquid funds must be quickly invested in earning assets until they are needed to
cover future cash needs. On the other hand, when uses exceed sources, a financial institu-
tion faces a negative liquidity gap (deficit). It now must raise funds from the cheapest and
most timely sources available.
The key steps in the sources and uses of funds approach, using a bank as an example, are:
1. Loans and deposits must be forecast for a given liquidity planning period.
2. The estimated change in loans and deposits must be calculated for that same period.
3. The liquidity manager must estimate the net liquid funds’ surplus or deficit for the
planning period by comparing the estimated change in loans (or other uses of funds) to
the estimated change in deposits (or other funds sources).
Banks, for example, use a wide variety of statistical techniques, supplemented by man-
agement’s judgment and experience, to prepare forecasts of deposits and loans. For exam-
ple, a bank’s economics department or its liquidity managers might develop the following
forecasting models:
projected growth in the

Estimated economy projected
is a
change in total 1for example, the ∂, § quarterly ¥,
function F¶ corporate
loans for the of growth of gross domestic
coming period product 1GDP2 or earnings
1 business sales 2 (11–2)
current rate of projected prime

loan rate estimated
growth in the
§ ¥, • minus the μ, and £ rate of ≥V
nation's money
commercial inflation
supply paper rate
Competitors
Factoid Estimated
Did you know that change in total projected growth estimated
is a
robberies of cash from
banks have been on the deposits for function C£in personal income≥, £increase in≥,
rise again in recent the coming of in the economy retail sales
years due, in part, to period
banking offices that
stress customer current rate of
convenience and easy projected yield on
growth of the estimated rate
access rather than § ¥, £ money market ≥, and ¢ ≤S
security? Does this seem nation's money of inflation
deposits
to make sense as a supply
business decision? Why?
Using the forecasts of loans and deposits generated by the foregoing relationships, man-
agement could then estimate the bank’s need for liquidity by calculating as follows:
Estimated liquidity Estimated

Estimated change in
deficit 1⫺2 or surplus 1⫹ 2 ⫽ ⫺ change in (11–3)
deposits
for the coming period loans
A somewhat simpler approach for estimating future deposits (or other funds sources)
and loans (or other funds uses) is to divide the forecast of future deposit and loan growth
into three components:
1. A trend component, estimated by constructing a trend (constant-growth) line using as refer-
ence points year-end, quarterly, or monthly deposit and loan totals established over at least
the last 10 years (or some other base period sufficiently long to define a trend growth rate).
2. A seasonal component, measuring how deposits (or other funds sources) and loans (or
other funds uses) are expected to behave in any given week or month due to seasonal
factors, as compared to the most recent year-end deposit or loan level.
3. A cyclical component, representing positive or negative deviations from a bank’s total
expected deposits and loans (measured by the sum of trend and seasonal components),
depending upon the strength or weakness of the economy in the current year.
For example, suppose we are managing liquidity for a bank whose trend growth rate in
deposits over the past decade has averaged 10 percent a year. Loan growth has been slightly
less rapid, averaging 8 percent a year for the past 10 years. Our bank’s total deposits stood at
$1,200 million and total loans outstanding reached $800 million at the most recent year-
end. Table 11–2 presents a forecast of weekly deposit and loan totals for the first six weeks
of the new year. Each weekly loan and deposit trend figure shown in column 1 accounts for
a one-week portion of the projected 10 percent annual increase in deposits and the
expected 8 percent annual increase in loans. To derive the appropriate seasonal element
shown in column 2, we compare the ratio for the average (trend) deposit and loan figure for
each week of the year to the average deposit and loan level during the final week of the year
for each of the past 10 years. We assume the seasonal ratio of the current week’s level to the
preceding year-end level applies in the current year in the same way as it did for all past
years, so we simply add or subtract the calculated seasonal element to the trend element.
The cyclical element, given in column 3, compares the sum of the estimated trend and
seasonal elements with the actual level of deposits and loans the previous year. The dollar
gap between these two numbers is presumed to result from cyclical forces, and we assume
that roughly the same cyclical pressures that prevailed last year apply to the current year.
Finally, column 4 reports estimated total deposits and loans, consisting of the sum of trend
(column 1), seasonal (column 2), and cyclical components (column 3).
Competitors
TABLE 11–2
Trend Estimate Seasonal Cyclical Estimated
Forecasting Deposits
Deposit Forecast for for Deposits Element* Element** Total Deposits
and Loans with the
Sources and Uses of January, Week 1 $1,210 −4 −6 $1,200
Funds Approach January, Week 2 1,212 −54 −58 1,100
January, Week 3 1,214 −121 −93 1,000
(figures in millions of
January, Week 4 1,216 −165 −101 950
dollars) February, Week 1 1,218 +70 −38 1,250
February, Week 2 1,220 +32 −52 1,200
Trend Estimate Seasonal Cyclical Estimated

Loan Forecast for for Loans Element* Element** Total Loans
January, Week 1 $799 +6 −5 $ 800
January, Week 2 800 +59 −9 850
January, Week 3 801 +174 −25 950
January, Week 4 802 +166 +32 1,000
February, Week 1 803 +27 −80 750
February, Week 2 804 +98 −2 900
*The seasonal element compares the average level of deposits and loans for each week over the past 10 years to the average level of
deposits and loans for the final week of December over the preceding 10 years.
**The cyclical element reflects the difference between the expected deposit and loan levels in each week during the preceding year
(measured by the trend and seasonal elements) and the actual volume of total deposits and total loans the bank posted that week.
Table 11–3 shows how we can take estimated deposit and loan figures, such as those
given in column 4 of Table 11–2, and use them to estimate expected liquidity deficits and
surpluses in the period ahead. In this instance, the liquidity manager has estimated liquid-
ity needs for the next six weeks. Columns 1 and 2 in Table 11–3 merely repeat the esti-
mated total deposit and total loan figures from column 4 in Table 11–2. Columns 3 and 4
in Table 11–3 calculate the change in total deposits and total loans from one week to the
next. Column 5 shows differences between change in loans and change in deposits each
week. When deposits fall and loans rise, a liquidity deficit is more likely to occur. When
deposits grow and loans decline, a liquidity surplus is more likely.
As Table 11–3 reveals, our bank has a projected liquidity deficit over the next three
weeks—$150 million next week, $200 million the third week, and $100 million in the
fourth week—because its loans are growing while its deposit levels are declining. Due to a
forecast of rising deposits and falling loans in the fifth week, a liquidity surplus of $550 mil-
lion is expected, followed by a $200 million liquidity deficit in week 6. What liquidity man-
agement decisions must be made over the six-week period shown in Table 11–3? The
liquidity manager must prepare to raise new funds in weeks 2, 3, 4, and 6 from the cheapest
and most reliable funds sources and to profitably invest the expected funds surplus in week 5.
TABLE 11–3 Forecasting Liquidity Deficits and Surpluses with the Sources and Uses of Funds Approach
(figures in millions of dollars)
Estimated Total Estimated Total Estimated Estimated Estimated Liquidity

Time Period Deposits Loans Deposit Change Loan Change Deficit (–) or Surplus (+)
January, Week 1 $1,200 $ 800 $ $ $
January, Week 2 1,100 850 −100 +50 −150
January, Week 3 1,000 950 −100 +100 −200
January, Week 4 950 1,000 −50 +50 −100
February, Week 1 1,250 750 +300 −250 +550
February, Week 2 1,200 900 −50 +150 −200
Competitors
Management can now begin planning which sources of liquid funds to draw upon, first
evaluating the bank’s stock of liquid assets to see which assets are likely to be available for
use and then determining if adequate sources of borrowed funds are also likely to be avail-
able. For example, the bank probably has already set up lines of credit for borrowing from
its principal correspondent banks and wants to be sure these credit lines are still adequate
to meet the projected amount of borrowing needed.
The Structure of Funds Approach

Another approach to estimating a financial firm’s liquidity requirements is the structure of
funds method. Once again we will illustrate this liquidity estimation procedure using some
figures provided by a bank that frequently faces substantial liquidity demands. In the first
step in the structure of funds approach, deposits and other funds sources are divided into
categories based upon their estimated probability of being withdrawn and, therefore, lost
to the financial firm. As an illustration, we might divide a bank’s deposit and nondeposit
liabilities into three categories:
1. “Hot money” liabilities (often called volatile liabilities)—deposits and other borrowed
funds (such as federal funds) that are very interest sensitive or that management is sure
will be withdrawn during the current period.
2. Vulnerable funds—customer deposits of which a substantial portion, perhaps 25 to 30
percent, will probably be withdrawn sometime during the current time period.
3. Stable funds (often called core deposits or core liabilities)—funds that management con-
siders unlikely to be removed (except for a minor percentage of the total).
Second, the liquidity manager must set aside liquid funds according to some desired oper-
ating rule for each of these funds sources. For example, the manager may decide to set up a 95
percent liquid reserve behind all hot money funds (less any required legal reserves held
behind hot money deposits). This liquidity reserve might consist of holdings of immediately
spendable deposits in correspondent banks plus investments in Treasury bills and repurchase
agreements where the committed funds can be recovered in a matter of minutes or hours.
A common rule of thumb for vulnerable deposit and nondeposit liabilities is to hold a
fixed percentage of their total amount—say, 30 percent—in liquid reserves. For stable
(core) funds sources, a banker may decide to place a small proportion—perhaps 15 percent
or less—of their total in liquid reserves. Thus, the liquidity reserve behind deposit and
nondeposit liabilities would be:
Liability liquidity reserve = 0.95 × (Hot money deposits and nondeposit funds
− Legal reserves held) + 0.30
× (Vulnerable deposit and nondeposit funds (11–4)
− Legal reserves held) + 0.15
× (Stable deposits and nondeposit funds
− Legal reserves held)
In the case of loans, a bank or other lending institution must be ready at all times to
make good loans—that is, to meet the legitimate credit needs of those customers who sat-
isfy the lender’s loan quality standards. The bank in this example must have sufficient liq-
uid reserves on hand because, once a loan is made, the borrowing customer will spend the
proceeds immediately and those funds will flow out to other depository institutions. How-
ever, this bank does not want to turn down any good loan, because loan customers bring
in new deposits and normally are the principal source of earnings from interest and fees.
Indeed, a substantial body of current thinking suggests that any lending institution
should make all good loans, counting on its ability to borrow liquid funds, if necessary, to
cover any pressing cash needs. Under today’s concept of relationship banking, once the cus-
tomer is sold a loan, the lender can then proceed to sell that customer other services,
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establishing a multidimensional relationship that will bring in additional fee income and
increase the customer’s dependence on (and, therefore, loyalty to) the lending institution.
This reasoning suggests that management must try to estimate the maximum possible fig-
ure for total loans and hold in liquid reserves or borrowing capacity the full amount (100
percent) of the difference between the actual amount of loans outstanding and the maxi-
mum potential for total loans.
Combining both loan and deposit liquidity requirements, this bank’s total liquidity
requirement would be:
Total liquidity requirement = 0.95 × (Hot money funds
= Deposit and nondeposit − Required legal reserves held
liability liquidity requirement behind hot money deposits)
and loan liquidity requirement + 0.30 × (Vulnerable deposits and
nondeposit funds − Required legal (11–5)
reserves) + 0.15 × (Stable deposits
and nondeposit funds − Required legal
reserves) + 1.00 × (Potential loans
outstanding − Actual loans outstanding)
Admittedly, the deposit and loan liquidity requirements that make up the above equation
are subjective estimates that rely heavily on management’s judgment, experience, and atti-
tude toward risk.
A numerical example of this liquidity management method is shown in Table 11–4.
First National Bank has broken down its deposit and nondeposit liabilities into hot
money, vulnerable funds, and stable (core) funds, amounting to $25 million, $24 million,
and $100 million, respectively. The bank’s loans total $135 million currently, but recently
have been as high as $140 million, and loans are projected to grow at a 10 percent annual
rate. Thus, within the coming year, total loans might reach as high as $154 million, or
$140 million + (0.10 × $140 million), which would be $19 million higher than they are
now. Applying the percentages of deposits that management wishes to hold in liquid
reserves, we find the bank needs more than $60 million in total liquidity, consisting of
both liquid assets and borrowing capacity.
TABLE 11–4
A. First National Bank finds that its current deposits and nondeposit liabilities break down as follows:
Estimating Liquidity
Needs with the Hot money $ 25 million
Structure of Funds Vulnerable funds (including the largest deposit
Method and nondeposit liability accounts) $ 24 million
Stable (core) funds $100 million
First National’s management wants to keep a 95% reserve behind its hot money deposits (less the 3%
legal reserve requirement behind many of these deposits) and nondeposit liabilities, a 30% liquidity
reserve in back of its vulnerable deposits and borrowings (less required reserves), and a 15% liquidity
reserve behind its core deposit and nondeposit funds (less required reserves).
B. First National Bank’s loans total $135 million but recently have been as high as $140 million, with a trend
growth rate of about 10 percent a year. The bank wishes to be ready at all times to honor customer
demands for all those loans that meet its quality standards.
C. The bank’s total liquidity requirement is:
Deposit/Nondeposit Funds plus Loans

0.95 ($25 million − 0.03 × $25 million)
+0.30 ($24 million − 0.03 × $24 million)
+0.15 ($100 million − 0.03 × $100 million)
+$140 million × 0.10 + ($140 − $135 million)
= $23.04 million + $6.98 million + $14.55 million + $19 million
= $63.57 million (held in liquid assets and additional borrowing capacity)
Competitors
Real Banks, Real Decisions

LIQUIDITY SHORTAGES IN THE WAKE OF THE SEPTEMBER 11, 2001, TERRORIST ATTACKS
The terrorist attacks of 9/11 in New York City assaulted the financial system as well as the twin towers
of the World Trade Center. Banks with facilities for making payments located in or near the World Trade
Center experienced temporary, intense shortages of funds due to their inability to collect and record
payments they were owed and to dispense payments they were obligated to make. The problems
banks near “ground zero” in Lower Manhattan faced soon spread to outlying financial firms in domino
fashion. Banks whose electronic communications systems were destroyed or damaged couldn’t make
timely payment of their obligations to other institutions that, in turn, could not make good on their own
promises to pay. Within hours many financial firms faced a full-blown liquidity crisis.
One of the first signs of trouble was a sharp reduction in the movement of funds through Fed
Wire—the Federal Reserve’s electronic funds transfer network—as banks hit hardest by the attacks
stopped transferring reserves to other institutions because they could not be sure they themselves
would receive the incoming funds they expected. Several banks that borrowed reserves from other
institutions on September 10 were unable to return the borrowed funds on the 11th. Moreover, many
financial firms near ground zero were unable to communicate with their customers to explain what
was happening. Nor could they update their records or make deliveries of securities they had prom-
ised to their clients.
Within hours, however, the system began to recover and was approaching near-normal operating
levels by September 14. Why did recovery from such a serious liquidity crisis come about so quickly?
The Federal Reserve—the proverbial “lender of last resort”—stepped in aggressively. At 10:00 A.M.
on September 11, the Fed announced that loans from its discount window would be available. At the
same time, the Fed temporarily suspended penalties against banks running overdrafts and cranked up
its open market operations to pour new funds into the money market. Discount window loans jumped
from a daily average of about $100 million to more than $45 billion on September 12, while the Fed’s
open-market trading desk accelerated its trading activity from a relatively normal $3.5 billion a day to
about $38 billion that same day. The Fed’s quick reaction along with the determination of many
bankers to restore communications links to their customers soon quelled the liquidity crisis. (See
especially Champ [2].)
Many financial firms like to use probabilities in deciding how much liquidity to hold.
Under this refinement of the structure of funds approach, the liquidity manager will want
to define the best and the worst possible liquidity positions his or her financial institution
might find itself in and assign probabilities to each. For example,
1. The worst possible liquidity position. Suppose deposit growth at the bank we have been fol-
lowing falls below management’s expectations, so that actual deposit totals sometimes go
below the lowest points on the bank’s historical minimum deposit growth track. More-
over, suppose loan demand rises significantly above management’s expectations, so that
loan demand sometimes goes beyond the high points of the bank’s loan growth track. In
this instance, the bank would face maximum pressure on its available liquid reserves
because deposit growth would not likely be able to fund all the loans customers were
demanding. In this worst situation the liquidity manager would have to prepare for a siz-
able liquidity deficit and develop a plan for raising substantial amounts of new funds.
2. The best possible liquidity position. Suppose deposit growth turns out to be above man-
agement’s expectations, so that it touches the highest points in the bank’s deposit
growth record. Moreover, suppose loan demand turns out to be below management’s
expectations, so that loan demand grows along a minimum path that touches the low
points in the bank’s loan growth track. In this case, the bank would face minimum pres-
sure on its liquid reserves because deposit growth probably could fund nearly all the
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quality loans that walk in the door. In this “best” situation, it is likely that a liquidity
surplus will develop. The liquidity manager must have a plan for investing these surplus
funds in order to maximize the bank’s return.
Of course, neither the worst nor the best possible outcome is likely for both deposit and
loan growth. The most likely outcome lies somewhere between these extremes. Many
financial firms like to calculate their expected liquidity requirement, based on the probabili-
ties they assign to different possible outcomes. For example, suppose the liquidity manager
of the bank we have been following considers the institution’s liquidity situation next
week as likely to fall into one of three possible situations:
Estimated Probability
Estimated Estimated Liquidity Assigned by
Average Volume Average Volume Surplus or Management
Possible Liquidity of Deposits of Loans Deficit Position to Each
Outcomes Next Week Next Week Next Week Possible
for Next Week (millions) (millions) (millions) Outcome
Best possible liquidity
position (maximum
deposits, minimum
loans) $170 $110 +$60 15%
Liquidity position
bearing the highest
probability $150 $140 +$10 60%
Worst possible liquidity
position (minimum
deposits, maximum
loans) $130 $150 −$20 25%
Thus, management sees the worst possible situation next week as one characterized by a
$20 million liquidity deficit, but this least desirable outcome is assigned a probability of only
25 percent. Similarly, the best possible outcome would be a $60 million liquidity surplus.
However, this is judged to have only a 15 percent probability of occurring. More likely is the
middle ground—a $10 million liquidity surplus—with a management-estimated probability
of 60 percent.
What, then, is the bank’s expected liquidity requirement? We can find the answer from:
Estimated liquidity
Expected
surplus or
liquidity ⫽ Probability of Outcome A ⫻ § ¥
deficit in
requirement
Outcome A
(11–6)
Estimated liquidity
surplus or
⫹ Probability of Outcome B ⫻ § ¥
deficit in
Outcome B
⫹ p ⫹ p
for all possible outcomes, subject to the restriction that the sum of all probabilities
assigned by management must be 1.
Competitors
Using this formula, this bank’s expected liquidity requirement must be:
Expected
0.15 ⫻ 1⫹$60 million2 ⫹ 0.60 ⫻ 1⫹$10 million2
liquidity ⫽
⫹ 0.25 ⫻ 1⫺$20 million2
requirement
⫽ ⫹$10 million
On average, management should plan for a $10 million liquidity surplus next week and
begin now to review the options for investing this expected surplus. Of course, management
would also do well to have a contingency plan in case the worst possible outcome occurs.
Liquidity Indicator Approach

Many financial-service institutions estimate their liquidity needs based upon experience
and industry averages. This often means using certain liquidity indicators. For example, for
depository institutions the following liquidity indicator ratios are useful:
1. Cash position indicator: Cash and deposits due from depository institutions ÷ total
assets, where a greater proportion of cash implies the institution is in a stronger posi-
tion to handle immediate cash needs.
2. Liquid securities indicator: U.S. government securities ÷ total assets, which compares
the most marketable securities an institution can hold with the overall size of its asset
portfolio; the greater the proportion of government securities, the more liquid the
depository institution’s position tends to be.
3. Net federal funds and repurchase agreements position: (Federal funds sold and reverse
repurchase agreements − Federal funds purchased and repurchase agreements) ÷ total
assets, which measures the comparative importance of overnight loans relative to
overnight borrowings of reserves; liquidity tends to increase when this ratio rises.
4. Capacity ratio: Net loans and leases ÷ total assets, which is really a negative liquidity
indicator because loans and leases are often the most illiquid of assets.
5. Pledged securities ratio: Pledged securities ÷ total security holdings, also a negative liq-
uidity indicator because the greater the proportion of securities pledged to back gov-
ernment deposits, the fewer securities are available to sell when liquidity needs arise.1
6. Hot money ratio: Money market (short-term) assets ÷ volatile liabilities = (Cash and due
from deposits held at other depository institutions + holdings of short-term securities +
Federal funds loans + reverse repurchase agreements) ÷ (large CDs + Eurocurrency
deposits + Federal funds borrowings + repurchase agreements), a ratio that reflects
whether the institution has roughly balanced the volatile liabilities it has issued with
the money market assets it holds that could be sold quickly to cover those liabilities.
7. Deposit brokerage index: Brokered deposits ÷ total deposits, where brokered deposits
consist of packages of funds (usually $100,000 or less to gain the advantage of deposit
insurance) placed by securities brokers for their customers with institutions paying the
highest yields. Brokered deposits are interest sensitive and may be quickly withdrawn;
the more a depository institution holds, the greater the chance of a liquidity crisis.
8. Core deposit ratio: Core deposits ÷ total assets, where core deposits include total deposits
less all deposits over $100,000. Core deposits are primarily small-denomination checking
and savings accounts that are considered unlikely to be withdrawn on short notice and so
carry lower liquidity requirements.
9. Deposit composition ratio: Demand deposits ÷ time deposits, where demand deposits are
subject to immediate withdrawal via check writing, while time deposits have fixed
1
See Chapter 10 for a discussion of the nature and use of pledged securities.
Competitors
maturities with penalties for early withdrawal. This ratio measures how stable a fund-
ing base each institution possesses; a decline suggests greater deposit stability and a
lesser need for liquidity.
10. Loan commitments ratio: Unused loan commitments ÷ total assets, which measures
the volume of promises a lender has made to its customers to provide credit up to a
prespecified amount over a given time period. These commitments will not appear
on the lender’s balance sheet until a loan is actually “taken down” (i.e., drawn upon)
by the borrower. Thus, with loan commitments there is risk as to the exact amount
and timing when some portion of loan commitments become actual loans. The
lender must be prepared with sufficient liquidity to accommodate a variety of “take-
down” scenarios that borrowers may demand. A rise in this ratio implies greater
future liquidity needs.
Table 11–5 indicates recent trends in a few of these liquidity indicators among U.S.-insured
banks. In general, most liquidity indicators appear to show a recent decline in liquidity, espe-
cially those indicators that track holdings of liquid assets. We note too that the last indica-
tor ratio suggests that loan commitments have been rising relative to industry assets,
possibly leading to bigger future liquidity demands.
One reason for the apparent decline in industry liquidity is consolidation—smaller
depository institutions being absorbed by larger institutions. With fewer, but much larger,
depositories in the industry, chances are greater that money withdrawn from one cus-
tomer’s account will wind up in the account of another customer of the same bank. Thus,
from the vantage point of the whole institution daily transactions more frequently “net
out” with no overall change in a depository’s cash position.
Some analysts argue that the continuing shift in deposit accounts toward longer-maturity
deposits that tend to be more stable and experience fewer unexpected customer withdrawals
has lowered industry liquidity needs. Another important factor is the recent decline in legal
reserve requirements imposed by the Federal Reserve and other central banks around the
world, thus lowering legal cash needs. Moreover, there are more ways to raise liquidity today
and advancing technology has made it easier to anticipate liquidity needs and prepare for
them. Finally, the appearance of a more stable economy may have dampened the need for
large holdings of liquid reserves.
The first five liquidity indicators discussed above focus principally upon assets or
stored liquidity. The last five focus mainly upon liabilities or on future commitments to
lend money and are aimed mainly at forms of purchased liquidity. These indicators tend
to be highly sensitive to season of the year and stage of the business cycle. For example,
TABLE 11–5
Selected Liquidity Indicators 1985 1989 1993 1996 2001 2003 2005*
Recent Trends in
Liquidity Indicators Cash Position Indicator:
for FDIC-Insured Cash and deposits due from
depository institutions ÷ total assets 12.5% 10.6% 6.3% 7.3% 6.0% 4.6% 4.4%
U.S. Banks
Net Federal Funds Position:
Source: Federal Deposit (Federal funds sold − Federal funds
Insurance Corporation purchased) ÷ total assets −3.3 −3.9 −3.4 −3.4 −2.8 −1.2 −2.9
(www.fdic.gov).
Capacity Ratio:
Net loans and leases ÷ total assets 58.9 60.7 56.6 60.2 58.2 58.6 58.0
Deposit Composition Ratio:
Demand deposits ÷ time deposits 68.4 44.8 52.4 58.2 44.4 42.2 36.6
Loan Commitments Ratio:
Unused loan commitments ÷
total assets NA NA NA 33.1 49.9 70.9 66.9
Notes: *Indicates that figures shown in the 2005 column are for June 30, 2005. NA indicates the missing figures are not available.
Competitors
liquidity indicators often decline in boom periods under pressure from rising loan demand,
only to rise again during the ensuing business recession.
We must also note that using industrywide averages for each liquidity indicator can be
misleading. Each financial institution’s liquidity position must be judged relative to peer
institutions of similar size operating in similar markets. Moreover, liquidity managers usu-
ally focus on changes in their institution’s liquidity indicators rather than on the level of
each indicator. They want to know whether liquidity is rising or falling and why.
The Ultimate Standard for Assessing Liquidity Needs:

Signals from the Marketplace
Many analysts believe there is one ultimately sound method for assessing a financial insti-
tution’s liquidity needs and how well it is fulfilling them. This method centers on the disci-
pline of the financial marketplace. No financial-service provider can tell for sure if it has
sufficient liquidity until it has passed the market’s test.
For example, liquidity managers should closely monitor the following market signals:
1. Public confidence. Is there evidence the institution is losing money because individuals
and institutions believe there is some danger it will be unable to pay its obligations?
2. Stock price behavior. Is the corporation’s stock price falling because investors perceive
the institution has an actual or pending liquidity crisis?
3. Risk premiums on CDs and other borrowings. Is there evidence the institution is paying
higher interest rates on its offerings of time and savings deposits (especially on large
negotiable CDs) and money market borrowings than other institutions of similar size
and location? In other words, is the market imposing a risk premium in the form of
higher borrowing costs because it believes the institution is headed for a liquidity crisis?
Concept Check
11–8. How does the sources and uses of funds approach 5 percent liquidity reserve. The thrift expects its
help a manager estimate a financial institution’s loans to grow 8 percent annually; its loans cur-
need for liquidity? rently total $117 million but have recently reached
11–9. Suppose that a bank estimates its total deposits $132 million. If reserve requirements on liabilities
for the next six months in millions of dollars will currently stand at 3 percent, what is this deposi-
be, respectively, $112, $132, $121, $147, $151, and tory institution’s total liquidity requirement?
$139, while its loans (also in millions of dollars) will 11–12. What is the liquidity indicator approach to liquidity
total an estimated $87, $95, $102, $113, $101, and management?
$124, respectively, over the same six months. 11–13. First National Bank posts the following balance
Under the sources and uses of funds approach, sheet entries on today’s date: Net loans and
when does this bank face liquidity deficits, if any? leases, $3,502 million; cash and deposits held
11–10. What steps are needed to carry out the structure at other banks, $633 million; Federal funds sold,
of funds approach to liquidity management? $48 million; U.S. government securities, $185 mil-
11–11. Suppose that a thrift institution’s liquidity division lion; Federal funds purchased, $62 million; demand
estimates that it holds $19 million in hot money deposits, $988 million; time deposits, $2,627 million;
deposits and other IOUs against which it will hold and total assets, $4,446 million. How many liquidity
an 80 percent liquidity reserve, $54 million in vul- indicators can you calculate from these figures?
nerable funds against which it plans to hold a 11–14. How can the discipline of the marketplace be
25 percent liquidity reserve, and $112 million in used as a guide for making liquidity management
stable or core funds against which it will hold a decisions?
Competitors
4. Loss sales of assets. Has the institution recently been forced to sell assets in a hurry, with
significant losses, in order to meet demands for liquidity? Is this a rare event or has it
become a frequent occurrence?
5. Meeting commitments to credit customers. Has the institution been able to honor all poten-
tially profitable requests for loans from its valued customers? Or have liquidity pressures
compelled management to turn down some otherwise acceptable credit applications?
6. Borrowings from the central bank. Has the institution been forced to borrow in larger vol-
ume and more frequently from the central bank in its home territory (such as the Fed-
eral Reserve or Bank of Japan) lately? Have central bank officials begun to question the
institution’s borrowings?
If the answer to any of the foregoing questions is yes, management needs to take a close
look at its liquidity management policies and practices to determine whether changes are
needed.
11–6 Legal Reserves and Money Position Management

The Money Position Manager
Management of a financial institution’s liquidity position can be a harrowing job, requir-
ing quick decisions that may have long-run consequences for profitability. Nowhere is this
more evident than in the job of money position manager.
Most large depository institutions have designated an officer of the firm as money posi-
tion manager. Smaller banks and thrifts often hand this job over to larger depositories with
which they have a correspondent relationship (that is, that hold deposits to help clear
checks and meet other liquidity needs).
Legal Reserves
The manager of the money position is responsible for ensuring that the institution main-
tains an adequate level of legal reserves—assets the law and central bank regulation say
must be held in support of the institution’s deposits. In the United States, only two kinds
of assets can be used for this purpose: (1) cash in the vault; and (2) deposits held in a reserve
account at the Federal Reserve bank in the region (or, for smaller depository institutions,
deposits held with a Fed-approved institution that passes reserves through to the Fed).
Incidentally, the smallest U.S. depository institutions (those holding $7.8 million or less
in reservable deposits in 2005–6) are generally exempt from legal reserve requirements.
This exemption amount is adjusted annually to help reduce the impact of inflation on
deposit growth. Legal reserve requirements apply to all qualified depository institutions,
including commercial and savings banks, savings and loan associations, credit unions, and
agencies and branches of foreign banks that offer transaction deposits or nonpersonal
(business) time deposits or borrow through Eurocurrency liabilities.
Regulations on Calculating Legal Reserve Requirements

Reserve Computation
Exhibit 11–1 illustrates the timing associated with calculating reserve requirements and
maintaining reserves that the Federal Reserve has set up for institutions holding deposits
and other liabilities subject to legal reserve requirements. As the exhibit shows, under the
current system of accounting for legal reserves—called lagged reserve accounting (LRA)—
the daily average amount of deposits and other reservable liabilities are computed using
information gathered over a two-week period stretching from a Tuesday to a Monday two
Competitors
EXHIBIT 11–1 Federal Reserve rules for calculating and maintaining required legal reserves
Federal Reserve Rules (Regulation D):
for Calculating a
Weekly Reporting
Bank’s Required Week 1 Week 2 Week 3
Legal Reserves
T W Th F S Su M T W Th F S Su M T W Th F S Su M
Reserve computation period for

deposits and other reservable liabilities
and for vault cash holdings,
Tuesday through Monday
(a two-week period)
Week 4 Week 5 Week 6
T W Th F S Su M T W Th F S Su M T W Th F S Su M T W
Reserve maintenance period for

meeting each depository institution's
average level of required legal reserves,
Thursday through Wednesday
(a two-week period)
weeks later. This interval of time is known as the reserve computation period. The daily
average amount of vault cash each depository institution holds is also figured over the same
two-week computation period. Exhibit 11–1 illustrates one computation cycle. For large
institutions another cycle begins immediately.2
Reserve Maintenance
After the money position manager calculates daily average deposits and the institution’s
required legal reserves, he or she must maintain that required legal reserve on deposit with
the Federal Reserve bank in the region (less the amount of daily average vault cash held),
on average, over a 14-day period stretching from a Thursday to a Wednesday. This is
known as the reserve maintenance period. Notice from Exhibit 11–1 that this period
begins 30 days after the beginning of the reserve computation period for deposits and other
reservable liabilities. Using LRA, the money position manager has a 16-day lag following
the computation period and preceding the maintenance period. This period provides time
for money position management planning.
Reserve Requirements
How much money must be held in legal reserves? That answer depends upon the volume and
mix of each institution’s deposits and also on the particular time period, since the amount of
deposits subject to legal reserve requirements changes each year. For transaction deposits—
2
The process used for calculating legal reserve requirements described here applies to the largest U.S. depository
institutions, known as weekly reporters, that must report their cash positions to the Federal Reserve banks on a weekly
basis. The more numerous, but smaller U.S. banks and qualifying thrift institutions are known as quarterly reporters. This
latter group of institutions have their daily average deposit balances figured over a seven-day computation period beginning
on the third Tuesday in the months of March, June, September, and December, each representing one-quarter of the
calendar year. These smaller U.S. depository institutions, then, must settle their reserve position at the required level
weekly based on a legal reserve requirement determined once each quarter of the year. In contrast, the largest U.S.
depositories must meet (settle) their legal reserve requirement over successive two-week periods (biweekly).
Competitors
checking accounts, NOWs, and other deposits that can be used to make payments—the
reserve requirement in 2005–6 was 3 percent of the end-of-the-day daily average amount held
over a two-week period, from $7.8 million to $48.3 million. Transaction deposits over
$48.3 million held at the same depository institution carried a 10 percent reserve requirement.
The $48.3 million figure, known as the reserve tranche, is changed once each year based
upon the annual rate of U.S. deposit growth. Under the dictates of the Depository Insti-
tutions Deregulation and Monetary Control Act of 1980, the Federal Reserve Board must
calculate the June-to-June annual growth rate of all deposits subject to legal reserve
requirements. The dollar cut-off point above which reserve requirements on transaction
deposits become 10 percent instead of 3 percent is then adjusted by 80 percent of the cal-
culated annual deposit growth rate. This annual legal reserve adjustment is designed to off-
set the impact of inflation, which over time would tend to push depository institutions
into higher reserve requirement categories.
Calculating Required Reserves

The largest depository institutions must hold the largest percentage of legal reserves,
reflecting their great importance as funds managers for themselves and for hundreds of
smaller financial institutions. However, whether large or small, the total required legal
reserves of each depository institution are figured by the same method. Each reservable lia-
bility item is multiplied by the stipulated reserve requirement percentage to derive each
depository’s total legal reserve requirement. Thus:
Total required legal reserves = Reserve requirement on transaction deposits
× Daily average amount of net transaction
deposits over the computation period
+ Reserve requirement on nontransaction (11–7)
reservable liabilities × Daily average
amount of nontransaction reservable liabilities
over the computation period.3
A sample calculation of a U.S. bank’s total required legal reserves is shown in Table 11–6.
Once a depository institution determines its required reserve amount, it compares this
figure to its actual daily average holdings of legal reserve assets—vault cash and its reserve
deposit at the central bank. If total legal reserves held are greater than required reserves,
the depository institution has excess reserves. Management will move quickly to invest the
excess because excess reserves pay no interest.
If, on the other hand, the calculated required reserve figure exceeds the amount of legal
reserves actually held on a daily average basis, the depository institution has a reserve
deficit. The law requires the institution to cover this deficit by acquiring additional legal
reserves. Actually, current regulations allow a depository institution to run up to a 4 per-
cent deficit from its required daily average reserve position, provided this shortfall is bal-
anced out by a corresponding excess the next reserve maintenance period.
Penalty for a Reserve Deficit

Any deficit above 4 percent may be assessed an interest penalty equal to the Federal
Reserve’s discount (primary credit) rate at the beginning of the month plus 2 percentage
3
Net transaction deposits include the sum total of all deposits on which a depositor is permitted to make withdrawals by
check, telephone, or other transferable instrument minus any cash items in the process of collection, and deposits held with
other depository institutions. Nonpersonal (business) time deposits and Eurocurrency liabilities also may, from time to time,
be subject to legal reserve requirements. Nonpersonal time deposits include savings deposits, CDs, and other time accounts
held by a customer who is not a natural person (i.e., not an individual, family, or sole proprietorship). Eurocurrency liabilities
are mainly the sum of net borrowings from foreign offices.
Competitors
TABLE 11–6
The applicable percentage reserve requirements imposed by the Federal Reserve Board on banks selling
Sample Calculation of deposits in the United States are as follows:*
Legal Reserve
Requirements in the The first $7.8 million of net transaction deposits are subject to a 0 percent legal reserve requirement (known
United States as the “exemption amount”). The volume of net transaction deposits over $7.8 million up to $48.3 million
carries a 3 percent reserve requirement (known as the “low reserve tranche”), while the amount over $48.3
Source: Board of Governors of million is subject to a 10 percent reserve requirement. Nontransaction reserveable liabilities (including
the Federal Reserve System. nonpersonal time deposits and Eurocurrency liabilities) are subject to a 0 percent reserve requirement.**
First National’s net transaction deposits averaged $100 million over the 14-day reserve computation period
Key URLs
while its nontransaction reserveable liabilities had a daily average of $200 million over the same period.
To learn more about
U.S. legal reserve Then First National’s daily average required legal reserve level = $0.0 × $7.8 million + 0.03 × ($48.3 million –
requirements under $7.8 million) + 0.10 × ($100 million – $48.3 million) = $6.385 million.
Regulation D, see
First National held a daily average of $5 million in vault cash over the required two-week computation period.
www.federalreserve.
Therefore, it must hold at the Federal Reserve Bank in its district the following amount, on average, over its
gov/regulations/default.
two-week reserve maintenance period:
htm. For information
about the reserve Daily average level Total Daily
requirements of the of required legal
⫽
required
⫺
average
⫽ $6.385 million ⫺ $5.00 million ⫽ $1.385 million
European Central Bank, reserves to hold on legal vault
see www.ecb.int. For deposit at the Fed reserves cash holdings
the rules applied by
Federal Reserve officials today differentiate between so-called bound and nonbound depository institutions.
other central banks
Bound institutions’ required reserves are larger than their vault cash holdings, meaning that they must hold
enter each central
additional reserves beyond the amount of their vault cash at the Federal Reserve Bank in their district.
bank’s name in your
Nonbound institutions hold more vault cash than their required reserves and therefore are not required to
search engine.
hold legal reserves at the Fed. As reserve requirements have been lowered in recent years, the number of
nonbound depositories has increased.
*As of October 2005.

**Net transaction deposits are gross demand deposits less cash items in process of collection and deposits due from other banks. The
percentage reserve requirement on nonpersonal time deposits with an original maturity of less than 18 months and on Eurocurrency
liabilities was reduced to zero in 1991. Nonpersonal time deposits 18 months or longer to maturity were assigned a zero reserve
requirement in 1983.
points (measured as an annual rate), which is applied to the amount of the deficiency.
Increased surveillance costs may also be assessed if repeated reserve deficits lead regulators
to monitor the bank’s operations more closely, possibly damaging its efficiency.
Clearing Balances
In addition to holding a legal reserve account at the central bank, many depository insti-
tutions also hold a clearing balance with the Fed to cover any checks or other debit items
drawn against them. In the United States any depository institution using the Federal
Reserve’s check-clearing facilities must maintain a minimum-size clearing balance—an
amount set by agreement between each institution and its district Federal Reserve bank,
based on its estimated check-clearing needs and recent overdrafts.
Clearing balance rules work much like legal reserve requirements, with depository insti-
tutions required to maintain a minimum daily average amount in their clearing account
over the same two-week maintenance period as applies to legal reserves. When they fall
more than 2 percent below the minimum balance required, they must provide additional
funds to bring the balance up to the promised level. If a clearing balance has an excess
amount in it, this can act as an extra cushion of reserves to help a depository institution
avoid a deficit in its legal reserve account.
A depository institution earns credit from holding a clearing balance that it can apply
to help cover the cost of using Fed services (such as the collection of checks or making
use of Fed Wire, the Federal Reserve’s electronic wire transfer service). The amount of
credit earned from holding a Fed clearing balance depends on the size of the average
Competitors
account balance and the level of the Federal funds interest rate over the relevant period.
For example, suppose a bank had a clearing balance averaging $1 million during a partic-
ular two-week maintenance period and the Federal funds interest rate over this same
period averaged 5.50 percent. Then it would earn a Federal Reserve credit of
Average clearing balance × Annualized Fed funds rate × 14 days/360 days
= $1,000,000 × .055 × .0389 = $2,138.89 (11–8)
Assuming a 360-day year for ease of computation, this bank could apply up to $2,138.89
to offset any fees charged the bank for its use of Federal Reserve services.
Factors Influencing the Money Position

A depository institution’s money position is influenced by a long list of factors, some of
which are included in the following table. Among the most important are the volume of
checks and other drafts cleared each day, the amount of currency and coin shipments back
and forth between each depository and the central bank’s vault, purchases and sales of gov-
ernment securities, and borrowing and lending in the Federal funds (interbank) market.
Some of these factors are largely controllable by management, while others are essentially
noncontrollable, and management needs to anticipate and react quickly to them.
Factoid
The oldest kind of Controllable Factors Increasing Controllable Factors Decreasing
sweep account offered Legal Reserves Legal Reserves
by depository • Selling securities. • Purchasing securities.
institutions is • Receiving interest payments on securities. • Making interest payments to investors holding
business-oriented sweep the bank’s securities.
programs that convert • Borrowing reserves from the Federal • Repaying a loan from the Federal
business checking Reserve bank. Reserve bank.
accounts, usually • Purchasing Federal funds from other • Selling Federal funds to other institutions in
overnight, into interest- banks. need of reserves.
bearing savings deposits • Selling securities under a repurchase • Security purchases under a repurchase
or off-balance-sheet agreement (RP). agreement (RP).
interest-bearing • Selling new CDs, Eurocurrency deposits, or other • Receiving currency and coin shipments
investments. deposits to customers. from the Federal Reserve bank.
Noncontrollable Factors Increasing Noncontrollable Factors Decreasing

Legal Reserves Legal Reserves
• Surplus position at the local clearinghouse • Deficit position at the local clearinghouse
due to receiving more deposited checks in due to more checks drawn against the
its favor than checks drawn against it. bank than in its favor.
• Credit from cash letters sent to the Fed, • Calls of funds from the bank’s tax and loan
listing drafts received by the bank. account by the U.S. Treasury.
• Deposits made by the U.S. Treasury into a • Debits received from the Federal Reserve
tax and loan account held at the bank. bank for checks drawn against the bank’s
• Credit received from the Federal Reserve reserve account.
bank for checks previously sent for collection • Withdrawal of large deposit accounts, often
(deferred availability items). immediately by wire.
In recent years the volume of legal reserves held at the Federal Reserve by depository
institutions operating in the United States has declined sharply. Today, for example,
legal reserves held by depository institutions at all 12 Federal Reserve banks are less than
half their volume in the mid-1990s. The decline in legal reserves is largely due to the
development of sweep accounts—a customer service that results in bankers shifting
their customers’ deposited funds out of low-yielding accounts that carry reserve require-
ments (currently checkable or transaction accounts), usually overnight, into repurchase
Competitors
agreements, shares in money market funds, and savings accounts (not currently bearing
reserve requirements). Such sweeps yield an advantage to the offering depository insti-
tution because they lower its overall cost of funds, while still preserving depositor access
to his or her checking account and the ability to make payments or execute withdrawals.
Key URLs These sweep arrangements have ballooned in size to cover well over $500 billion in
For more information deposit balances, substantially lowering total required reserves of depository institutions.
on sweep accounts, see Sweep activities have been aided by access to online sites made available from the Federal
especially www.
research.stlouisfed.org/
Reserve banks that track on a real-time basis any large dollar payments flowing into or out
aggreg/swdata.html and of reserve accounts, allowing money managers to better plan what happens to their legal
www.treasurystrategies. reserve positions on a daily basis. Today the sweep accounts depository institutions offer
com. include retail sweeps, involving checking and savings accounts of individuals and families,
and business sweeps, where commercial checkable deposit balances are changed overnight
into commercial savings deposits or moved off depository institutions’ balance sheets into
interest-bearing investments and then quickly returned.
The key goal of money position management is to keep legal reserves at the required
level, with no excess reserves and no reserve deficit large enough to incur a penalty. If a
depository institution has an excess reserve position, it will sell Federal funds to other
depositories short of legal reserves, or if the excess appears to be longer lasting, purchase
securities or make new loans. If the depository institution has a legal reserve deficit, it will
usually purchase Federal funds or borrow from the Federal Reserve bank in its district. If
the deficit appears to be especially large or long lasting, the institution may sell some of its
marketable securities and cut back on its lending.
An Example
Factoid Table 11–7 illustrates how a bank, for example, can keep track of its reserve position on
Two of the most a daily basis. This example also illustrates the money desk manager’s principal problem—
important regulations trying to keep track of the many transactions each day that will affect this particular
focusing on the
management of reserves bank’s legal reserves. In this example, the money desk manager had estimated that his
and liquidity for bank needed to average $500 million per day in its reserve account at the district Reserve
depository institutions bank. However, at the end of the first day (Thursday) of the new reserve maintenance
are Regulations Q and period, it had a $550 million reserve position. The money manager tried to take advantage
D of the Federal of this excess reserve position the next day (Friday) by purchasing $100 million in Treasury
Reserve Board. Q
impacts the interest securities. The result was a reserve deficit of $130 million, much deeper than expected, due
rates depository in part to an $80 million adverse clearing balance (that is, this bank had more checks pre-
institutions are allowed sented for deduction from its customers’ deposits than it received from other depository
to pay on deposits, institutions for crediting to its own customers’ accounts).
while D sets out the To help offset this steep decline in its reserve account, the money manager borrowed
rules for calculating and
meeting legal reserve $50 million from the Federal Reserve bank’s discount window on Friday afternoon. This
requirements in the helped a little because Friday’s reserve position counts for Saturday and Sunday as well,
United States. when most depository institutions are closed, so the $130 million reserve deficit on Friday
resulted in a $390 million (3 × $130 million) cumulative reserve deficit for the whole
weekend. If the money desk manager had not borrowed the $50 million from the Fed, the
deficit would have been $180 million for Friday and thus $540 million (3 × $180 million)
for the entire weekend.
The bank depicted in Table 11–7 continued to operate below its required daily average
legal reserve of $500 million through the next Friday of the reserve maintenance period,
when a fateful decision was made. The money manager decided to borrow $100 million in
Federal funds, but at the same time to sell $50 million in Federal funds to other depository
institutions. Unfortunately, the manager did not realize until day’s end on Friday that the
bank had suffered a $70 million adverse clearing balance due to numerous checks written
by its depositors that came back for collection. On balance, the bank’s reserve deficit
Rose−Hudgins: Bank
Services, Seventh Edition

Management and Financial
TABLE 11–7 An Example: Daily Schedule for Evaluating a Bank’s Money Position (all figures in millions of dollars)
Daily Adjustments to the Bank’s Closing
Balance Held at the Federal Reserve Bank Daily Excess Cumulative
Competitors
Average or Excess
Federal Funds Fed’s Discount Treasury Check
IV. Managing the
Required Balance Deficit or Cumulative

Transactions Window Securities Clearing
Liquidity Positions of
Days in Daily at the in Deficit Closing

Investment Portfolios and
the Reserve Average Federal Legal in Balance

Maintenance Balance Purchases Sales Borrow Repay Redeem Purchase Credit Debit Reserve Reserve Legal at the
Period at the Fed (+) (−) (+) (−) (+) (−) (+) (−) Bank Position Reserves Fed
Carryover excess (+) or deficit (−) in legal reserves from previous period:
0
and Policies
Thursday $ 500 +50 −25 −25 +50 $550 +50 +50 $ 550
Friday 500 +50 −100 −80 370 −130 −80 920
Saturday 500 +50 −100 −80 370 −130 −210 1,290
Management: Strategies
11. Liquidity and Reserve
Sunday 500 +50 −100 −80 370 −130 −340 1,660

Monday 500 −25 −50 +40 465 −35 −375 2,125
Tuesday 500 +50 −25 525 +25 −350 2,650
Wednesday 500 +50 −60 490 −10 −360 3,140
Thursday 500 +10 510 +10 −350 3,650
Friday 500 +100 −50 −70 480 −20 −370 4,130
Saturday 500 +100 −50 −70 480 −20 −390 4,610
Sunday 500 +100 −50 −70 480 −20 −410 5,090
Monday 500 +250 −25 +15 740 +240 −170 5,830
Tuesday 500 +100 600 +100 −70 6,430
Wednesday 500 +70 570 +70 0 7,000
Cumulative $7,000
Daily average $ 500
Companies, 2008
© The McGraw−Hill
371
Competitors
increased another $10 million, for a closing balance on Friday of $480 million. Once
again, because Friday’s balance carried over for Saturday and Sunday, the money desk
manager faced a cumulative reserve deficit of $410 million on Monday morning, with only
that day plus Tuesday and Wednesday to offset the deficit before the reserve maintenance
period ended.
As we noted earlier, Federal Reserve regulations require a depository institution to be
within 4 percent of its required daily average reserve level or pay a penalty on the amount
of the deficit. Trying to avoid this penalty, the bank money manager swung into high gear,
borrowing $250 million in Federal funds on Monday and $100 million on Tuesday. Over
two days this injected $350 million in new reserves. With an additional borrowing of $70
million in the Federal funds market on Wednesday, the last day of the reserve maintenance
period (known as “bank settlement day”), the bank in our example ended the period with
a zero cumulative reserve deficit.
Use of the Federal Funds Market

In the foregoing example, the money position manager had a large reserve deficit to cover
in a hurry. This manager elected to borrow heavily in the Federal funds market—usually
one of the cheapest places to borrow reserves, but also frequently volatile.
The effective interest rate on Federal funds changes minute by minute so money posi-
tion managers must stay abreast of both the level and upward or downward movements in
the effective daily Fed funds rate. One factor that aids the manager in anticipating changes
in the funds market is the fact that the Federal Reserve sets a target Fed funds rate and
intervenes periodically to move the current funds rate closer to its target. As Exhibit 11–2
indicates, the effective daily funds rate hovers close to the Fed’s target (intended) Fed
funds rate, generally within a few basis points of that target. The most volatile day in terms
of trying to anticipate which way and by how much the funds rate will move is during bank
settlement day (usually a Wednesday), when many depository institutions may find them-
selves short of required reserves with the door (i.e., the reserve maintenance period) about
to slam shut on them at day’s end!
EXHIBIT 11–2 Percent

Movements in the 8
RESERVE MARKET RATES
Effective Federal
7
Funds Rate, Its Effective federal funds ratea
Target (the Intended
6
Federal Funds) Rate,
and the Discount
5
Rate Applying to Intended federal funds rateb
Depository
4
Institutions Seeking
Loans of Reserves
3
from the Federal
Discount rateb
Reserve Banks
2
Source: Federal Reserve Bank Discount rateb
of Cleveland, Economic Trends,
1
April 2005, p. 5.
0
2000 2001 2002 2003 2004 2005
a. Weekly average of daily figures.

b. Daily observations.
Competitors
Other Options besides Fed Funds

While the Federal funds market is usually the most popular route for solving immediate
shortages of reserves, the money position manager usually has a fairly wide range of
options to draw upon from both the asset (stored liquidity) and liability (purchased liq-
uidity) sides of the balance sheet. These include selling liquid securities the institution
may already hold, drawing upon any excess correspondent balances placed with other
depository institutions, entering into repurchase agreements for temporary borrowing,
selling new time deposits to the largest customers, and borrowing in the Eurocurrency
market. The money position manager’s job is to find the best options in terms of cost,
risk, and other factors.
Bank Size and Borrowing and Lending Reserves for the Money Position
Recent research on money position management suggests that smaller depository institu-
tions tend to have frequent reserve surpluses, particularly when loan demand is low in their
market areas, and, therefore, are interested in lending these surpluses out to larger institu-
tions. If smaller depositories do have reserve deficits, these normally occur late in the reserve
maintenance period. In contrast, the largest depository institutions tend to have reserve
needs day after day and find themselves on the borrowing side of the money market most of
the time.
Overdraft Penalties
Depository institutions operating inside the U.S. financial system run the risk of modest
penalties if they run an intraday overdraft and possibly a stiffer penalty if overnight over-
drafts occur in their reserves. Avoiding intraday and overnight overdrafts is not easy for
most institutions because they have only partial control over the amount and timing of
inflows and outflows of funds from their reserves. Because of possible overdraft penalties,
many financial institutions hold “precautionary balances” (extra supplies of reserves) to
help prevent overdrafting of their reserve account.
11–7 Factors in Choosing among the Different Sources of Reserves

In choosing which source of reserves to draw upon to cover a legal reserve deficit, money
position managers must carefully consider several aspects of their institution’s need for
liquid funds:
1. Immediacy of need. If a reserve deficit comes due within minutes or hours, the money
position manager will normally tap the Federal funds market for an overnight loan
or contact the central bank for a loan from its discount window. In contrast, a depos-
itory institution can meet its nonimmediate reserve needs by selling deposits or
assets, which may require more time to arrange than immediately available borrow-
ings normally do.
2. Duration of need. If the liquidity deficit is expected to last for only a few hours, the Fed-
eral funds market or the central bank’s discount window is normally the preferred
source of funds. Liquidity shortages lasting days, weeks, or months, on the other hand,
are often covered with sales of assets or longer-term borrowings.
3. Access to the market for liquid funds. Not all depository institutions have access to all
funds markets. For example, smaller depositories cannot, as a practical matter, draw
upon the Eurocurrency market or sell commercial paper. Liquidity managers must
restrict their range of choices to those their institution can access quickly.
Competitors
Concept Check
11–15. What is money position management? have a legal reserve deficiency? How would you
11–16. What is the principal goal of money position man- recommend that its management respond to the
agement? current situation?
11–17. Exactly how is a depository institution’s legal 11–20. What factors should a money position manager
reserve requirement determined? consider in meeting a deficit in a depository insti-
11–18. First National Bank finds that its net transaction tution’s legal reserve account?
deposits average $140 million over the latest 11–21. What are clearing balances? Of what benefit can
reserve computation period. Using the reserve clearing balances be to a depository that uses the
requirement ratios imposed by the Federal Federal Reserve System’s check-clearing network?
Reserve as given in the textbook, what is the 11–22. Suppose a bank maintains an average clearing
bank’s total required legal reserve? balance of $5 million during a period in which the
11–19. A U.S. savings bank has a daily average reserve Federal funds rate averages 6 percent. How much
balance at the Federal Reserve bank in its dis- would this bank have available in credits at the
trict of $25 million during the latest reserve Federal Reserve Bank in its district to help offset
maintenance period. Its vault cash holdings the charges assessed against the bank for using
averaged $1 million and the savings bank’s total Federal Reserve services?
transaction deposits (net of interbank deposits 11–23. What are sweep accounts? Why have they led to
and cash items in collection) averaged $200 mil- a significant decline in the total legal reserves
lion daily over the latest reserve maintenance held at the Federal Reserve banks by depository
period. Does this depository institution currently institutions operating in the United States?
4. Relative costs and risks of alternative sources of funds. The cost of each source of reserves
changes daily, and the availability of surplus liquidity is also highly uncertain. Other
things being equal, the liquidity manager will draw on the cheapest source of reliable
funds, maintaining constant contact with the money and capital markets to be aware of
how interest rates and credit conditions are changing.
5. The interest rate outlook. When planning to deal with a future liquidity deficit, the liquidity
manager wants to draw upon those funds sources whose interest rates are expected to be
the lowest. As we saw earlier in Chapter 8 new futures and options contracts, especially the
Fed funds futures and options contracts and the Eurodollar futures contracts traded on the
Chicago Mercantile Exchange and Chicago Board of Trade, have greatly assisted liquidity
managers in forecasting the most likely scenario for future borrowing costs. These contracts
provide estimates of the probability that market interest rates will be higher or lower in the
days and weeks ahead.
6. Outlook for central bank monetary policy. Closely connected to the outlook for interest
rates is the outlook for changes in central bank monetary policy which shapes the direc-
tion and intensity of credit conditions in the money market. For example, a more
restrictive monetary policy implies higher borrowing costs and reduced credit avail-
ability for liquidity managers. The Federal funds and Eurodollar futures and options
contracts mentioned above and in Chapter 8 have proven to be especially useful to liq-
uidity managers in gauging what changes in central bank policies affecting interest rates
are most likely down the road.
7. Rules and regulations applicable to a liquidity source. Most sources of liquidity cannot be
used indiscriminately; the user must conform to the rules. For example, borrowing
reserves from a central bank frequently requires the borrowing institution to provide col-
lateral behind the loan. In the United States and Europe two key liquidity sources—the
Competitors
Federal funds and Eurocurrency markets—close down near the end of the trading day,
forcing borrowing institutions that are in danger of overdrafting their accounts to
quickly arrange for their funding needs before the door closes or look for cash elsewhere.
The liquidity manager must carefully weigh each of these factors in order to make a
rational choice among alternative sources of reserves.
11–8 Central Bank Reserve Requirements around the Globe

We should note that not all central banks impose legal reserve requirements on the depos-
itory institutions they regulate. For example, the Bank of England has not established offi-
cial reserve requirements for its banks and there is a trend among central banks around the
globe to eliminate, suspend, or at least make less use of the reserve requirement tool, in
part because it is so difficult to control. A notable exception is the European Central Bank
(ECB), whose reserve requirements are often a binding constraint on European banks,
with the latter frequently accessing the additional liquidity they need to meet these cash
requirements by participating in the ECB’s weekly auction of liquid funds.
Finally, it is important to recognize that even if central banks imposed no reserve
requirements at all, the managers of depository institutions would still have a demand for
cash reserves. All depository institutions at one time or another need immediately avail-
able funds to handle customer withdrawals, meet new loan demand, and satisfy other
emergency cash needs. Capable liquidity managers are indispensable in the modern world.
Summary Managing the liquidity position for a financial institution can be one of the most challeng-
ing jobs in the financial sector. In this chapter we reviewed several fundamental principles
of liquidity management and looked at several of the liquidity manager’s best tools. Key
points in the chapter include:
• A liquid financial firm is one that can raise cash in the amount required at reasonable
cost precisely when the need for liquidity arises.
• Among depository institutions the two most common needs for cash arise when depos-
itors withdraw their funds and when requests for loans come in the door.
www.mhhe.com/rose7e
• Liquidity needs are generally met either by selling assets (i.e., converting stored liquidity
into cash) or by borrowing in the money market (i.e., using purchased liquidity) or by a
combination of these two approaches.
• Managers of financial firms have developed several different methods to estimate what
their institution’s true liquidity needs are likely to be. One of these estimation methods
is the sources and uses of funds method in which total sources and uses of funds are pro-
jected over a desired planning horizon and liquidity deficits and surpluses are calculated
from the difference between funds sources and funds uses.
• Another popular liquidity estimation technique is the structure of funds method. This
requires each financial firm to classify its funds uses and sources according to their prob-
ability of withdrawal or loss. Assigning probabilities of withdrawal or loss makes it pos-
sible to give a quantitative estimate of future liquidity needs.
• Still another liquidity estimation approach focuses on liquidity indicators, in which
selected financial ratios measuring a financial firm’s liquidity position on both sides of
its balance sheet are calculated with the liquidity manager looking for any evidence of
adverse trends in liquidity.
Competitors
• Financial institutions today can draw upon multiple sources of liquid assets and bor-
rowed liquidity. Key sources of liquidity on the asset side of the balance sheet include
correspondent balances held with depository institutions and sales of highly liquid
money market instruments. Important borrowed liquidity sources include borrowing
from the central bank’s discount window, purchasing Federal funds, employing repur-
chase agreements (RPs), and issuing CDs or Eurocurrency deposits.
• One of the most challenging areas of funds management among depository institutions
centers upon the money position manager who oversees the institution’s legal reserve
account. These legal reserves include vault cash held on a depository institution’s prem-
ises and a deposit kept with the central bank, which must be managed to achieve a tar-
get level of legal reserves over each reserve maintenance period. Failure to hold
adequate legal reserves can incur monetary penalties and greater surveillance by regu-
latory authorities.
• Liquidity and money position managers choose their sources of liquidity based on sev-
eral key factors, including (1) immediacy of need; (2) duration of need; (3) market
access; (4) relative costs and risks; (5) the outlook for market interest rates; (6) the out-
look for central bank monetary policy and (7) government regulations.
Key Terms liquidity, 347 liquidity gap, 355 reserve computation

net liquidity position, 348 structure of funds period, 366
www.mhhe.com/rose7e
asset conversion, 351 method, 358 reserve maintenance

liquid asset, 351 liquidity indicators, 362 period, 366
opportunity cost, 352 money position clearing balance, 368
liability management, 352 manager, 365 sweep account, 369
balanced liquidity legal reserves, 365 Federal funds market, 372
management, 353 lagged reserve accounting
sources and uses of funds (LRA), 365
method, 355
Problems 1. Clear Hills State Bank estimates that over the next 24 hours the following cash
inflows and outflows will occur (all figures in millions of dollars):
and Projects
Deposit withdrawals $ 68 Sales of bank assets 16
Deposit inflows 87 Stockholder dividend payments 178
Scheduled loan repayments 89 Revenues from sale of nondeposit services 95
Acceptable loan requests 32 Repayments of bank borrowings 67
Borrowings from the money market 61 Operating expenses 45
What is this bank’s projected net liquidity position in the next 24 hours? From what
sources can the bank cover its liquidity needs?
2. Hillpeak Savings is projecting a net liquidity surplus of $2 million next week partially as
a result of expected quality loan demand of $24 million, necessary repayments of previ-
ous borrowings of $15 million, disbursements to cover operating expenses of $18 million,
planned stockholder dividend payments of $5 million, expected deposit inflows of
$26 million, revenues from nondeposit service sales of $18 million, scheduled repay-
ments of previously made customer loans of $23 million, asset sales of $10 million,
and money market borrowings of $11 million. How much must Hillpeak’s expected
deposit withdrawals be for the coming week?
Competitors
3. First National Bank of Los Alamos has forecast its checkable deposits, time and sav-
ings deposits, and commercial and household loans over the next eight months. The
resulting estimates (in millions) are shown below. Use the sources and uses of funds
approach to indicate which months are likely to result in liquidity deficits and which
in liquidity surpluses if these forecasts turn out to be true. Explain carefully what you
would do to deal with each month’s projected liquidity position.
Checkable Time and Savings Commercial Consumer

Deposits Deposits Loans Loans
January $111 $543 $682 $137
February 102 527 657 148
March 98 508 688 153
April 91 491 699 161
May 101 475 708 165
June 87 489 691 170
July 84 516 699 172
August 99 510 672 156
4. Jefferson Security Savings is attempting to determine its liquidity requirements today

(the last day in August) for the month of September. September is usually a month of
heavy loan demand due to the beginning of the school term and the buildup of business
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inventories of goods and services for the fall season and winter. This thrift institution
has analyzed its deposit accounts thoroughly and classified them as explained below.
Management has elected to hold a 75 percent reserve in liquid assets or borrowing
capacity for each dollar of hot money deposits, a 20 percent reserve behind vulnerable
deposits, and a 5 percent reserve for its holdings of core funds. The estimated reserve
requirements on most deposits are 3 percent, except that savings deposits carry a zero
percent reserve requirement and all checkable deposits above $48.3 million carry a 10
percent reserve requirement. Jefferson currently has total loans outstanding of $2,389
million, which two weeks ago were as high as $2,567 million. Its loans’ mean annual
growth rate over the past three years has been about 8 percent. Carefully prepare low
and high estimates for Jefferson’s total liquidity requirement for September.
Checkable Savings Nonpersonal

Millions of Dollars Deposits Deposits Time Deposits
Hot money funds $132 $ $782
Vulnerable funds 207 52 540
Stable (core) funds 821 285 72
5. Using the following financial information for Watson National Bank, calculate as
many of the liquidity indicators discussed in this chapter for Watson as you can. Do you
detect any significant liquidity trends? Which trends should management investigate?
Most Recent Year Previous Year

Assets:
Cash and due from depository institutions $ 358,000 $ 379,000
U.S. Treasury securities 178,000 127,000
Other securities 343,000 358,000
Pledged securities 223,000 202,000
(continued)
Competitors
Most Recent Year Previous Year

Assets (continued):
Federal funds sold and reverse repurchase agreements $ 131,000 $ 139,000
Loans and leases net 1,948,000 1,728,000
Total assets 3,001,000 2,941,000
Liabilities:
Demand deposits 456,000 511,000
Savings deposits 721,000 715,000
Time deposits 853,000 744,000
Total Deposits 2,130,000 2,070,000
Core deposits 644,000 630,000
Brokered deposits 37,000 12,000
Federal funds purchased and repurchase agreements 237,000 248,000
Other money market borrowings 16,000 84,000
6. The Bank of Your Dreams has a simple balance sheet. The figures are in millions of
dollars as follows:
Assets Liabilities and Equity

Cash $ 100 Deposits $4,000
Securities 1,000 Other liabilities 500
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Loans 4,000 Equity 600

Total assets 5,100 Total liabilities and equity 5,100
Although the balance sheet is simple, the bank’s manager encounters a liquidity chal-
lenge when depositors withdraw $500 million.
a. If the asset conversion method is used and securities are sold to cover the deposit
drain, what happens to the size of Bank of Your Dreams?
b. If liability management is used to cover the deposit drain, what happens to the size
of Bank of Your Dreams?
7. The liquidity manager for the Bank of Your Dreams needs cash to meet some unantic-
ipated loan demand. The loan officer has $600 million in loans that he/she wants to
make. Use the simplified balance sheet provided in the previous problem to answer
the following questions:
a. If asset conversion is used and securities are sold to provide money for the loans,
what happens to the size of Bank of Your Dreams?
b. If liability management is used to provide funds for the loans, what happens to the
size of the Bank of Your Dreams?
8. Suppose Abigail Savings Bank’s liquidity manager estimates that the bank will expe-
rience a $430 million liquidity deficit next month with a probability of 10 percent, a
$300 million liquidity deficit with a probability of 40 percent, a $230 million liquidity
surplus with a probability of 30 percent, and a $425 million liquidity surplus bearing a
probability of 20 percent. What is this savings bank’s expected liquidity requirement?
What should management do?
9. First Savings of Pierce, Iowa, reported transaction deposits of $75 million (the daily
average for the latest two-week reserve computation period). Its nonpersonal time
deposits over the most recent reserve computation period averaged $37 million daily,
while vault cash averaged $0.978 million over the vault-cash computation period.
Assuming that reserve requirements on transaction deposits are 3 percent for deposits
over $7.8 million and up to $48.3 million and 10 percent for all transaction deposits
Competitors
over $48.3 million while time deposits carry a 3 percent required reserve, calculate this
savings institution’s required daily average reserve balance at the Federal Reserve Bank
in the district.
10. Elton Harbor Bank has a cumulative legal reserve deficit of $44 million at the Federal
Reserve bank in the district as of the close of business this Tuesday. The bank must
cover this deficit by the close of business tomorrow (Wednesday).
Charles Tilby, the bank’s money desk supervisor, examines the current distribution of
money market and long-term interest rates and discovers the following:
Money Market Instruments Current Market Yield

Federal funds 8.46%
Borrowing from the central bank’s discount window 7.00
Commercial paper (one-month maturity) 8.40
Bankers’ acceptances (three-month maturity) 8.12
Certificates of deposit (one-month maturity) 8.35
Eurodollar deposits (three-month maturity) 8.38
U.S. Treasury bills (three-month maturity) 7.60
U.S. Treasury notes and bonds (one-year maturity) 7.64
U.S. Treasury notes and bonds (five-year maturity) 7.75
U.S. Treasury notes and bonds (10-year maturity) 7.83
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One week ago, the bank borrowed $20 million from the Federal Reserve’s discount
window, which it paid back yesterday. The bank had a $5 million reserve deficit dur-
ing the previous reserve maintenance period. From the bank’s standpoint, which
sources of reserves appear to be the most promising? Which source would you recom-
mend to cover the bank’s reserve deficit? Why?
11. Poquoson Building and Loan Association estimates the following information regard-
ing this institution’s reserve position at the Federal Reserve for the reserve mainte-
nance period that begins today (Thursday):
Calculated required daily average balance

at the Federal Reserve bank = $750 million
A loan received from the Fed’s discount
window a week ago that comes due on Friday (day 9) = $ 70 million
Planned purchases of U.S. Treasury securities
on behalf of the association and its customers:
Tomorrow (Friday) = $ 80 million
Next Wednesday (day 7) = $ 35 million
Next Friday (day 9) = $ 18 million
Poquoson also had a closing reserve deficit in the preceding reserve maintenance
period of $5 million. What problems are likely to emerge as this savings association
tries to manage its reserve position over the next two weeks? Relying on the Federal
funds market and loans from the Federal Reserve’s discount window as tools to man-
age its reserve position, carefully construct a pro forma daily worksheet for this asso-
ciation’s money position over the next two weeks. Insert your planned adjustments
in discount window borrowing and Federal funds purchases and sales over the period
to show how you plan to manage Poquoson’s reserve position and hit your desired
reserve target.
Competitors
Check-clearing estimates over the next 14 days are as follows:
Credit Balance Debit Balance

Day in Millions (+) in Millions (-)
1 +10
2 −60
3 Closed
4 Closed
5 −40
6 −25
7 +30
8 −45
9 −5
10 Closed
11 Closed
12 +20
13 −70
14 +10
12. R, W, & B Savings Bank and Trust Co. has calculated its daily average deposits and
vault cash holdings for the most recent two-week computation period as follows:
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Net transaction deposits = $ 81,655,474

Nonpersonal time deposits under 18 months to maturity = $147,643,589
Eurocurrency liabilities = $ 5,840,210
Daily average balance in vault cash = $ 1,002,031
Suppose the reserve requirements posted by the Board of Governors of the Federal
Reserve System are as follows:
Net transaction accounts:

$7.8 to $48.3 million 3%
More than $48.3 million 10%
Nonpersonal time deposits:
Less than 18 months 3%
18 months or more 0%
Eurocurrency liabilities—all types 3%
What is this savings bank’s total required level of legal reserves? How much must the
bank hold on a daily average basis with the Federal Reserve bank in its district?
13. Frost Street National Bank currently holds $750 million in transaction deposits subject
to reserve requirements but has managed to enter into sweep account arrangements with
its transaction deposit customers affecting $150 million of their deposits. Given the cur-
rent legal reserve requirements applying to transaction deposits (as mentioned in this
chapter), by how much would Frost Street’s total legal reserves decrease as a result of
these new sweep account arrangements, which stipulate that transaction deposit bal-
ances covered by the sweep agreements will be moved overnight into savings deposits?
14. Jasper Savings Association maintains a clearing account at the Federal Reserve Bank
and agrees to keep a minimum balance of $22 million in its clearing account. Over the
two-week reserve maintenance period ending today Jasper managed to keep an average
clearing account balance of $24 million. If the Federal funds interest rate has averaged
3.75 percent over this particular maintenance period, what maximum amount would
Competitors
REAL NUMBERS Assignment for Chapter 11

FOR REAL BANKS
YOUR BANK’S LIQUIDITY REQUIREMENT: AN Application of the Liquidity Indicator Approach: Trend
EXAMINATION OF ITS LIQUIDITY INDICATORS and Comparative Analysis
Chapter 11 describes liquidity and reserve management. Within A. Data Collection: To calculate these liquidity ratios, we will
the chapter we explore how liquidity managers evaluate their use some data collected in prior assignments and revisit the
institution’s liquidity needs. Four methodologies are described: Statistics for Depository Institutions Web site (www3.fdic.
(1) the sources and uses of funds approach, (2) the structure of gov/sdi/) to gather more information for your BHC and its peer
funds approach, (3) the liquidity indicator approach, and (4) sig- group. Use SDI to create a four-column report of your bank’s
nals from the marketplace. In this assignment we will calculate information and the peer group information across years. In
and interpret several of the ratios associated with the liquidity this part of the assignment, for Report Selection you will
indicators approach. By comparing these ratios across time access a number of different reports. We suggest that you
and with a group of contemporary banks, we will examine the continue to collect percentage information to calculate your
liquidity needs of your BHC. In doing so, you will familiarize liquidity indicators. The additional information you need to
yourself with some new terms and tools associated with real collect before calculating the indicators is denoted by **. All
data. This assignment involves some data exploration that is data is available in SDI by the name given next to the **. As
best described as a financial analyst’s “treasure hunt.” you collect the information, enter the percentages for items
marked ** in Columns B–E as an addition to the spreadsheet
used for comparisons with Peer Group.
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B. Having collected the additional data needed, use the newly D. Compare and contrast the set of liquidity ratios for the peer
collected and previously collected data to calculate the group in Columns C and E to your BHC’s ratios in Columns B
liquidity indicators. For instance, the percentage data you and D. Write one or two paragraphs describing your BHC’s
have can be used to calculate the pledged securities ratio. use of asset and liability management compared to that of
The formula to enter for Cell B92 is B93/B6. the Peer Group.
C. Compare the set of liquidity ratios for your BHC across
years. Write one or two paragraphs describing changes
you observe between the two years.
Competitors
Jasper have available in the form of Federal Reserve credit to help offset any fees the
Federal Reserve bank might charge this association for using Federal Reserve services?
Internet Exercises
1. Evaluate the cash assets, including legal reserves, held by the Bank of America and Citi-
group. How has their liquidity position changed recently? One Web site that provides
this information for all the depository institutions in a bank holding company (BHC)
is www3.fdic.gov/sdi/. You are particularly interested in the items identified as “Cash
and Due from Depository Institutions.”
2. With reference to the BHCs mentioned in exercise 1, what was their ratio of cash and
due from depository institutions to total assets at last year’s year-end? Do you notice any
significant trends in their liquidity position that you think have also affected the bank-
ing industry as a whole? Examine the ratios for all FDIC-insured banks. This can also
be accomplished at www3.fdic.gov/sdi/.
3. In describing reserve management, we referenced some numbers that change every year
based on U.S. bank deposit growth. The reservable liabilities exemption determines
which banks are exempt from legal reserve requirements, and the low reserve tranche
is used in calculating reserve requirements. Go to www.federalreserve.gov/regula-
tions/default.htm and explore information concerning Regulation D. Find and report
the low reserve tranche adjustment and the reservable liabilities exemption adjustment
that are being used this year.
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S&P Market Insight Challenge (www.mhhe.com/edumarketinsight)

1. In the S&P Industry Survey entitled “Banking,” liquidity is a key measure of financial
condition for banking firms. For an up-to-date description of how banks measure liq-
uidity, use the Industry tab in Standard & Poor’s Market Insight and the drop-down
menu to select Diversified Banks or Regional Banks. Upon selecting one of these
subindustries, you will find the S&P Industry Survey on Banking. Please download this
survey and view the section, “How to Analyze a Bank.” Describe what it means to be
“liquid.” When is a bank “loaned up,” and how does this relate to liquidity?
2. Of all the businesses represented in S&P’s Market Insight, banks and thrift institutions
typically face the most critical liquidity problems. Examining closely the most recent
financial reports of such institutions as Barclays PLC, J. P. Morgan Chase & Company,
Washington Mutual, and other leading depositories, can you see any significant trends
in liquidity among these institutions? Is liquidity in this industry really declining, as
some financial experts claim, or have depository institutions simply discovered new
ways to manage cash and raise additional liquidity? Are structural changes under way in
the industry that might explain its recent liquidity trends?
Selected The following studies discuss the instruments often used to manage the liquidity positions of finan-
References cial institutions and their customers:
1. Bartolini, Leonardo, Svenja Gudell, Spence Hilton, and Krista Schwarz. “Intraday
Trading in the Overnight Federal Funds Market.” Current Issues in Economics and
Finance, Federal Reserve Bank of New York 11, no. 11 (November 2005), pp. 1–7.
2. Champ, Bruce. “Open and Operating: Providing Liquidity to Avoid a Crisis.” Economic
Commentary, Federal Reserve Bank of Cleveland, February 15, 2003.
3. Fleming, Michael J., and Kenneth D. Garbade. “Repurchase Agreements with Negative
Interest Rates.” Current Issues in Economics and Finance, Federal Reserve Bank of New
York 10, no. 5 (April 2004), pp. 1–7.
Competitors
4. Hilton, Spence. “Trends in Federal Funds Rate Volatility.” Current Issues in Economics
and Finance, Federal Reserve Bank of New York 11, no. 7 (July 2005), pp. 1–7.
For a review of the rules for meeting Federal Reserve deposit reserve requirements, see the following:
5. Cyree, Ken B., Mark D. Griffiths, and Drew B. Winters. “On the Pervasive Effects of
Federal Reserve Settlement Regulations.” Review, Federal Reserve Bank of St. Louis,
March/April 2003, pp. 27–46.
6. Hein, Scott E., and Jonathan D. Stewart. “Reserve Requirements: A Modern Per-
spective.” Economic Review, Federal Reserve Bank of Atlanta, Fourth Quarter 2002,
pp. 41–52.
For an examination of market discipline as a force in the liquidity management of financial firms,
see especially:
7. Krainer, John, and Jose A. Lopez. “How Might Financial Information Be Used for Super-
visory Purposes?” FRBSF Economic Review, Federal Reserve Bank of San Francisco, 2003,
pp. 29–45.
8. Stackhouse, Julie L., and Mark D. Vaughan. “Navigating the Brave New World of
Bank Liquidity.” The Regional Economist, Federal Reserve Bank of St. Louis, July 2003,
pp. 12–13.
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Rose−Hudgins: Bank IV. Managing the 11.

Liquidity and Reserve © The McGraw−Hill

Liquidity and Reserve

11–2 The Demand for and Supply of Liquidity

A financial firm's Revenues from Borrowings

– Demands on the Financial Firm for Liquidity (11–1)

Chapter 11 Liquidity and Reserve Management: Strategies and Policies 349

11–3 Why Financial Firms Often Face Significant Liquidity Problems

Chapter 11 Liquidity and Reserve Management: Strategies and Policies 351

11–4 Strategies for Liquidity Managers

Asset Liquidity Management (or Asset Conversion) Strategies

Storing Liquidity in Assets—

Borrowed Liquidity (Liability) Management Strategies

Balanced Liquidity Management Strategies

Guidelines for Liquidity Managers

11–5 Estimating Liquidity Needs

Chapter 11 Liquidity and Reserve Management: Strategies and Policies 355

projected growth in the

current rate of projected prime

Estimated liquidity Estimated

Chapter 11 Liquidity and Reserve Management: Strategies and Policies 357

Trend Estimate Seasonal Cyclical Estimated

Estimated Total Estimated Total Estimated Estimated Estimated Liquidity

The Structure of Funds Approach

Chapter 11 Liquidity and Reserve Management: Strategies and Policies 359

Deposit/Nondeposit Funds plus Loans

Real Banks, Real Decisions

Chapter 11 Liquidity and Reserve Management: Strategies and Policies 361

Liquidity Indicator Approach

Chapter 11 Liquidity and Reserve Management: Strategies and Policies 363

The Ultimate Standard for Assessing Liquidity Needs:

Chapter 11 Liquidity and Reserve Management: Strategies and Policies 365

11–6 Legal Reserves and Money Position Management

Regulations on Calculating Legal Reserve Requirements

Reserve computation period for

Week 4 Week 5 Week 6

Reserve maintenance period for

Chapter 11 Liquidity and Reserve Management: Strategies and Policies 367

Calculating Required Reserves

Penalty for a Reserve Deficit

*As of October 2005.

Chapter 11 Liquidity and Reserve Management: Strategies and Policies 369

Factors Influencing the Money Position

Noncontrollable Factors Increasing Noncontrollable Factors Decreasing

Services, Seventh Edition

Required Balance Deficit or Cumulative

Days in Daily at the in Deficit Closing

Banks and Their Principal

the Reserve Average Federal Legal in Balance

Sunday 500 +50 −100 −80 370 −130 −340 1,660

Use of the Federal Funds Market

EXHIBIT 11–2 Percent

a. Weekly average of daily figures.

Chapter 11 Liquidity and Reserve Management: Strategies and Policies 373

Other Options besides Fed Funds

11–7 Factors in Choosing among the Different Sources of Reserves

Chapter 11 Liquidity and Reserve Management: Strategies and Policies 375

11–8 Central Bank Reserve Requirements around the Globe

Key Terms liquidity, 347 liquidity gap, 355 reserve computation

asset conversion, 351 method, 358 reserve maintenance