CONGRESS
FHFA_2015_Report-to-Congress
FHFA_2015_Report-to-Congress
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Office of Finance 31<br />
Located in Reston, Virginia, the Office of Finance<br />
does not have significant assets and expenses, and<br />
these items are proportionally allocated to the<br />
FHLBanks. The Office of Finance’s primary function is<br />
to serve as the central issuer of debt on behalf of the 11<br />
FHLBanks. All debt issued by the Office of Finance represents<br />
the joint and several liability of all FHLBanks in the<br />
FHLBank System. Additionally, the Office of Finance prepares<br />
and distributes the quarterly and annual combined<br />
financial reports for the FHLBanks and facilitates various<br />
FHLBank System-wide initiatives and working groups.<br />
During 2015, the FHLBank System issued $304.3 billion<br />
in long-term consolidated obligation bonds, reflecting a<br />
12.7 percent decrease from the prior year. The FHLBanks<br />
continued to move toward shorter-term funding in 2015.<br />
As a result, discount note issuance increased from $1.37<br />
trillion at year-end 2014 to $1.75 trillion at year-end<br />
2015. Overnight discount notes outstanding decreased<br />
from an average of $10.4 billion in 2014 to an average of<br />
$7.2 billion in 2015.<br />
The Office of Finance’s board includes five independent<br />
directors and each of the FHLBank presidents and CEOs.<br />
Because of the 2015 merger of the FHLBanks of Seattle<br />
and Des Moines, the total number of directors on the<br />
Office of Finance board decreased to 16 from 17.<br />
At the time of its January 2015 examination, FHFA concluded<br />
the Office of Finance’s overall condition and<br />
operations were satisfactory. Although the examination<br />
identified a number of matters requiring management and<br />
the board’s attention, the concerns are correctable in the<br />
normal course of business. The examination identified<br />
weaknesses in the Office of Finance’s dealer compliance<br />
program, discount note monitoring, risk control selfassessment<br />
process, internal audit program, vendor management<br />
oversight, and other internal control deficiencies.<br />
FHFA also recommended further enhancements to the<br />
organization’s succession planning process.<br />
31<br />
This summary reflects conclusions made at the time of FHFA’s 2015 examination of the FHLBank of Seattle supplemented by year-end financial information.<br />
42 FEDERAL HOUSING FINANCE AGENCY