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Record Nr. |
UNINA9910465334303321 |
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Autore |
Cerruti Caroline |
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Titolo |
Public asset management companies : a toolkit / / Caroline Cerruti and Ruth Neyens |
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Pubbl/distr/stampa |
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Washington, District of Columbia : , : World Bank Group, , 2016 |
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©2016 |
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Descrizione fisica |
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1 online resource (157 p.) |
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Collana |
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Disciplina |
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Soggetti |
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Bailouts (Government policy) |
Government financial institutions |
Financial crises - Government policy |
Electronic books. |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references. |
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Nota di contenuto |
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Front Cover; Contents; Executive Summary; Glossary of Technical Terms; Abbreviations; Introduction; PART I The AMC Toolkit; Chapter 1 Why a Public AMC? Preconditions for Public AMCs; Commitment to Comprehensive Reforms; Systemic Crisis and Public Funds at Risk; Solid Diagnostic and Critical Mass of Impaired Assets; Tradition of Institutional Independence and Public Accountability; Robust Legal Framework for Bank Resolution, Debt Recovery, and Creditors' Rights; Note; Chapter 2 The Design: Legal and Institutional Framework; Mandate and Powers; Scope; Governance and Funding |
Safeguards Mechanisms and SupervisionNotes; Chapter 3 Building Effective Operations in an AMC; Organization and Staffing; Strategic Planning and Asset Management; Internal Controls and Transparency; Closing the AMC; Notes; PART II Case Studies: Three Generations of Public AMCs; Chapter 4 The First Generation: The RTC and Securum; The RTC, United States; Securum, Sweden; Notes; Chapter 5 The Second Generation: KAMCO, IBRA, Danaharta, and the SDIF; Korea Asset Management Corporation (KAMCO), Republic of Korea; Indonesian Bank Restructuring Authority (IBRA), Indonesia; Danaharta, Malaysia |
Savings Deposit Insurance Fund (SDIF), TurkeyNotes; Chapter 6 The |
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Third Generation: NAMA, AMCON, and SAREB; National Asset Management Agency (NAMA), Ireland; Asset Management Corporation of Nigeria (AMCON), Nigeria; Sociedad de Gestión de Activos Procedentes de la Reestructuración Bancaria (SAREB), Spain; Notes; Bibliography; Boxes; 1.1 The Latvian Case: Proper Analysis Leads to Different Conclusions; 2.1 Incentives from Bank Negara Malaysia for Danaharta; 2.2 NAMA Valuation Process; 2.3 Czech Revitalization Agency: Good Design Overwhelmed by Poor Implementation; 4.1 Asset Disposition Methods |
5.1 Korean Standards for Loan Classification and Provisioning5.2 Estimating the True Magnitude of NPLs; 5.3 Facilitating Corporate Restructuring; 5.4 IBRA's Extrajudicial Powers; 5.5 Jakarta Initiative Task Force; 5.6 Initiatives to Promote NPL Restructuring; Figures ; 0.1 Key Design Issues to Enhance AMC Performance; I.1 Two Schematic Types of Public AMC; 2.1 Typical Cash Used over AMC Lifetime (Asset-Purchasing); 3.1 Loan Restructuring Process; 3.2 Out-of-Court Restructuring Framework; 5.1 Danaharta: Asset Management and Disposition; 6.1 AMCON's Purchases; 6.2 NPL Ratios, 2008-11 |
6.3 Property-Related NPL Ratio6.4 Evolution of Housing and Land Transactions, 2006-13; 6.5 Design Options for the Creation of SAREB; 6.6 SAREB's Financial Structure; Tables ; 0.1 Good Practices for AMCs; 3.1 Danaharta: Recovery Rates from Various Recovery Methods, September 2005; 3.2 Recovery Strategies by Loan Type; 3.3 Key Characteristics of AMCs; 4.1 RTC Resolution Methods, 1989-95; 4.2 RTC Recoveries by Asset Type, 1989-95; 4.3 The Experience of Sweden's Major Banks during the Banking Crisis; 4.4 Crisis Resolution Solution by Bank; 4.5 Securum and Retriva's Portfolios |
5.1 Selected Financial Sector Indicators |
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