The requirements surrounding FDICIA as banks pass the $500 million mark aren't as clear as the compliance requirement at $1 billion and have been disparately interpreted for years. Signing off on your control structure at $500 million means what exactly? Our firm has implemented FDICIA for more than 50 banks and we're pleased to roll out our Smartsheet-based FDICIA500 model to help banks comply at $500 and get ready for $1 billion as well. For credit unions this is a valuable best practice exercise especially as bankers look to introduce this discipline when they take positions with credit unions as CFOs or controllers.
COSO / FDICIA / SOX
A Three-Part Webinar Series
Presented by The Navis Group
Session 1 Education & Planning
Duration 55 minutes, includes:
• Unpacking the acronyms – COSO, FDICIA, SOX, ICFR, PCAOB, AICPA
• The regulatory requirements
• The audit expectations
• The guidance – COSO’s 17 Principles and 87 Focus Points
• Planning (ahead) / Timing (allowing a “practice” year)
• Key Control Considerations
Session 2 Implementation
Duration 55 minutes, includes:
• Quick overview – Requirements & Guidance
• Implementation methodology
• Alignment with COSO guidance and financial reporting
• Proper scoping – applicability and significance factors
• Elements of compliance and controls articulation:
- Control descriptions
- Auditable Evidence
- Frequency of control (governing testing sample sizes)
- Key control considerations
• Review and sign-off steps
Session 3 On-Going Management
Duration 55 minutes, includes:
• Smartsheet-enabled management
- Review/Update work-flows
- Quarterly / Annual Certification work-flows
• Right-scoping – gap analysis
• PCAOB focuses
• CECL controls
• Tales from the trenches
David B. Sidon: Gloucester, Massachusetts
The Navis Group was founded in 2003 by David Sidon, CPA. The Company is a New England based banking consulting group specializing in SOX/FDICIA/COSO, strategic planning, back-office efficiencies, business continuity tabletop testing, organizational architecture, and enterprise risk management.
Financial reporting controls integrity based on COSO guidance with respect to FDICIA/SOX requirements has been the key concentration for Mr. Sidon over the past decade, with more than 40 such projects completed, and with about half of those leading to the annual management of the COSO compliance effort. The COSO work has become the signature aspect of Navis’ branding and identity. Strategic planning is another element of concentration for Mr. Sidon, annually facilitating management and Board retreats and crafting the strategic planning documents emanating from those sessions.
Mr. Sidon is also recognized in the industry for his business continuity tabletop exercises. He has conducted full-day, full-immersion business continuity exercises for many banking associations including Massachusetts, Connecticut, New York, Maryland and Kentucky. Participants have survived hurricanes, ice storms, wide-scale electrical outages, pandemics and cyber attacks. At the individual bank level, tornadoes, fires, chemical spills, electrical outages, cyber breaches and terrorist threats have been played out. The exercises are part consulting; part improv theatre.
Including freelance consulting work from 1998 to 2003, David has provided consulting services to more than 100 different institutions. The key descriptive word in that last sentence is “different”. Banks may all use checks that are rectangular in shape, but, after that, people, cultures, systems, geography, and complexity all contribute to a rich diversity institution to institution.
Personally, his credentials include a Bachelors degree in Business Administration (Merrimack College, as part of their initial co-op class), a CPA license, and a Masters degree in Finance from Bentley. After 13 tax seasons in public accounting and a brief dabble in private industry as a CFO, Mr. Sidon’s banking career commenced in 1985 as a young director at Gloucester Cooperative Bank. After starting out as the mortgage department (small bank - many hats - one man department) he eventually spent the last three years of his ten year tenure as CEO. In 1996, Mr. Sidon joined a larger commercial bank, Gloucester Bank & Trust, as CIO, running a three bank data center. After the BankNorth signs were installed on the GB&T building in 1998, his consulting career was launched; just in time for Y2K.
David managed Y2K readiness and testing projects for numerous New England banks, but also included work as far away as Guam. One of the interesting aspects of Y2K planning was that investment in banking technology was either escalated or delayed around that fateful and, as it turned out, uneventful date. System searches and implementation project management followed in the early years of the new century.
Mr. Sidon led a team that attempted to form, open and capitalize a de novo bank from late 2001 through June 2003, and although all approvals were attained, capital in the post 9/11 market recession was not adequately available.
On July 1, 2003, The Navis Group was born, soon moving into the newly emerging ERM (risk) disciplines, inclusive of technology and information security (GLBA) risks. He has assisted numerous client banks with risk programs, committee charters, risk appetite statements and risk metrics, regularly serving as a contributing member of client banks’ Risk Committees.
In addition to working with client institutions, Mr. Sidon has worked with the Massachusetts Bankers Association and Connecticut Bankers Association on various programs. For MBA, he facilitates a series of CFO forums and Risk Manager Forums. For CBA, as a faculty member of the Connecticut School for Financial Management, he instructs a risk class and serves as the driver of the financial simulation model underlying the school’s capstone resident session. For many associations, he has presented and facilitated ERM sessions and provided COSO-related education...
Kevin W. Nunes: Gloucester, Massachusetts
firstname.lastname@example.org / 978-423-7296
After graduating from Salem State College in 1984 with an accounting degree, Kevin joined the “Big 8” accounting firm of Arthur Andersen & Co., spending time in both the audit and tax divisions before leaving to join a division of ITT/The Hartford Group in Boston as a financial and reinsurance analyst. In 1991, Kevin joined Gloucester Bank & Trust Company (GB&T), where, along the way to becoming the bank’s CFO/Treasurer, he also ran the in-house operations center and was head of human resources. In 1996, Dave Sidon joined GB&T to develop its in-house systems processing excess capacity into a data center serving other financial institutions, beginning a long-standing association with Kevin that continues to this day.
In 2001, Kevin re-connected with David Sidon to become part of the core management team and the initial investor group for the formation of a de novo bank – Navis Bank – on Cape Ann, the precursor to the formation of the Navis Group in 2003. Kevin’s specific banking experience includes asset/liability management and liquidity planning, development of financial models for strategic planning and balance sheet modeling, bank regulatory compliance and investment portfolio management. As well his experience with forensic accounting and his background in audit and as a financial analyst lends itself to the work Navis Group does for its client banks, especially with respect to the FDICIA/SOX/COSO work that has become a mainstay of the practice
In 2001, Kevin re-connected with David Sidon to become part of the core management team and the initial investor group for the formation of a de novo bank – Navis Bank – on Cape Ann, the precursor to the formation of the Navis Group in 2003.
Kevin’s specific banking experience includes asset/liability management and liquidity planning, development of financial models for strategic planning and balance sheet modeling, bank regulatory compliance and investment portfolio management. As well his experience with forensic accounting and his background in audit and as a financial analyst lends itself to the work Navis Group does for its client banks, especially with respect to the FDICIA/SOX/COSO work that has become a mainstay of the practice