Bank Trust Departments Increase Profitability by Outsourcing Trust Administration and Operations


The current banking and financial crisis has developed an perfect chance for community banks, trust firms and similar organizations to re-evaluate the way they provide trust and wealth management solutions. Gone are the days when the Board of Directors turned a blind eye on poorly performing trust departments. In a new era of improved oversight and accountability, bank regulators and senior management will be more vigilant than ever about producing confident that trust departments are well-managed and profitable.

In spite of a higher-expense, low-margin profile, providing trust and connected wealth management services is important for most banks since of its relationship appeal. Provided a option, for instance, most bank customers would favor to have all of their banking needs handled by a single bank rather than having their checking account, mortgage and enterprise loans with a single bank and their trusts and other economic assets managed by an additional.

A single way banks, trust companies and comparable organizations can maximize the relationship value of supplying trust and wealth management solutions although minimizing costs is by strategically outsourcing different components of supplying those solutions. Depending on the size of the department and complexity of the solutions provided, it is not unusual to reduce the core fees of providing trust and related wealth management services by 50%, or much more, by strategically outsourcing trust administration and operations.

Improved Control Over Strategic Company Final results

A worry of “losing control” is a single of the most often utilized arguments against outsourcing by bank trust department managers. Even so, the final results of a survey by Accenture revealed that an astounding 86% of these surveyed concluded that outsourcing gave their organization “…a lot more manage over strategic organization results in a variety of crucial regions, such as shareholder worth and revenue,” not significantly less.

Expense Savings Can Strengthen Growth Efforts

Not surprisingly, the Accenture survey also found that “…73% of the firms redistribute the cost rewards of outsourcing to either bottom line or development efforts.” Not all price savings must necessarily go to the bottom line. In some circumstances, it may possibly be much more prudent to reinvest some or all of these savings in new company development and frontline positions that have a higher influence on a trust department’s ability to attract and retain higher net worth customers.

A Much more Strategic Focus on Constructing a Robust Business Model and Brand

The Accenture survey final results also showed that 55% of the surveyed executives indicated that outsourcing “…enables effective implementation of suggestions, techniques, and alter at a more rapidly and much more controlled rate.” Strategically outsourcing trust department administration and operations permits trust department managers to take a far more holistic approach to managing their organization models, which outcomes in higher general achievement for the trust department and for the bank. It is also a great way for trust division managers to slide out from below the heavy burdens of day-to-day micromanaging a company to become the visionary leader that is so essential to the achievement of that enterprise.

Summary and Conclusion

The positive aspects of a properly-designed, strategic outsourcing partnership for bank trust departments and comparable wealth management organizations are nicely documented and can not be underestimated. In addition to reaching the rewards of lowered overhead, outsourcing trust administration and operations offers trust division managers an opportunity to examine enterprise practices and strategies that could simultaneously reveal substantial income enhancement possibilities.

A truly strategic outsourcing partnership must also contain a Service Level Agreement that assures trust division managers that they will get higher-level services primarily based on shared financial interests rather than relying on classic buyer/vendor relationships.

Bank trust departments and similar fiduciary organizations should not be content with an outsourcing connection that is primarily based on price savings alone. To be most powerful, it should be based on a strategic partnership that involves a a lot broader evaluation of general enterprise ambitions and objectives, accompanied by a written Practice Management Program that establishes benchmarks and charts a course for achievement.

Upcoming articles will explore the positive aspects and structure of an effective Service Level Agreement and outline the benefits of instituting a Practice Management System that focuses on ambitions, objectives and accountability.