TUESDAY NOVEMBER 3 SESSIONS
American Bankers Association Update
Laurie Stewart, ABA Chair
Laurie Stewart, American Bankers Association Chairman and president & CEO of Seattle-based Sound Financial Bancorp, joins Louisiana bankers today delivering the latest banking and advocacy news from ABA.
TDRs and Other Accounting Issues
Jeff Fair, American Planning Corporation
Recent economic events and natural disasters have created a variety of asset quality concerns and accounting questions. In this session, we will explore the handling of TDRs, COVID-19 deferrals, PPP loan accounting and more.
The Importance of Compliance
Patti Joyner, Financial Solutions
Your bank deserves recognition for the difference you make in your communities every day! Compliance exams start with an assessment of the board and executive management’s understanding and commitment to regulatory compliance today! Don’t let compliance and operational challenges cloud your results. Review the principles and expectations that shape your bank’s performance with Patti Joyner, a lifelong banker that understands banking is all about people and our relationships, not dollars and cents!
The iGeneration Takes Financial Services by Storm
Virginia Heyburn, Fiserv
Today’s customer is always-on and hyper-informed, favoring speed over design for their on-the-go, need-it-now lifestyles. Entrepreneurial Fintech companies are disrupting banks’ traditional revenue models by using emerging technologies to solve complex banking problems in massively customer-friendly ways. Generation Z is coming of age on a collision course with banks over service, challenging banks to create personal experiences that attract, delight and retain customers by meeting them where they are and custom-fitting services to their unique needs and desires. Innovation is now recognized as a brand and trust builder. Customers are asking banks to put the fun into banking, while helping them solve complex financial problems in intelligent ways. As a result, banks will pursue conversational banking services that leverage new technologies such as artificial intelligence, voice banking, chat bots, and intelligent payments. This session will offer banks new strategies for growth in a future punctuated by fintech innovation.
CEO and Board Performance
David Kemp, Bankers Management, Inc.
One of the most important responsibilities of the Board is the selection and supervision of the bank’s CEO. “The CEO works for the Board”. The Board has a responsibility to provide informal and formal feedback to the CEO, with the objective of improved bank performance. The general areas of review are Leadership, Administrative, and Strategic. The Board should also be a sounding board for the CEO. The evaluation process should involve self-evaluation and quantitative and narrative feedback from the Board.
Credit Risk Management: A Data Driven Approach
Layne McDaniel, Innovative Analytics
Regulatory examinations have disclosed a wide array of credit risk management, account management, and loan loss allowance practices, many of which have been deemed inappropriate and have substantially elevated a financial institution’s risk profiles. As a result, new ways to manage and anticipate credit risk have evolved for community banks. Forward-looking credit risk management provides a powerful tool in the risk management and strategic decision-making process. Whereas performance metrics primarily convey what has occurred in the portfolio, forward-looking metrics assist in identifying underlying risks that could potentially affect future performance. The federal bank regulatory agencies have communicated the importance of forward-looking credit risk management systems. While performance metrics, including trends in charge-offs, delinquency ratios, nonaccrual loans, restructured loans, and adversely classified assets, are an integral part of a credit risk management program, an overreliance on these lagging indicators may make it difficult for management to adequately identify emerging risks in the loan portfolio. Forward-looking indicators, such as economic values, credit bureau data and the use of models and projections promote the identification of emerging risks and tend to be more predictive of future performance.
Getting a Bang for Your Buck: Cash Based Incentives
Mike Blanchard, Blanchard Consulting Group
This session focuses on exploring the usefulness and need for performance-based annual and long-term incentive plans. In this session, explore typical plan design parameters and common goals that are utilized amongst banks, the range of payouts for various positions, and discuss the weighting of goals between company, department, and individual. Participants will walk away feeling more comfortable with promoting and developing both annual and long-term performance-based incentive plans.Learning Objectives include the following: Explore market data from our BCG surveys and databases; Learn about incentive plan design best practices and market trends; and Discover how to mitigate risk within annual and long-term incentive plans
Risk Management in a Pandemic
David Kemp, Bankers Management, Inc.
Bank performance metrics will be through the end of the second quarter of the year, along with state demographic trends. There is no playbook for the expected economic down turn that is likely to result from the pandemic, we will need to develop policies and procedures as we work with our borrowers and lending team. Collaboration will be the order of the day. The close monitoring of economic trends and customer feedback are going to be essential. We will explore the role of all of the key players; The Board, Senior Loan Management, Line Lenders, Customers, and Regulators.