Yes, we are “Groovin’ Into Virtual” for this year’s LBA Convention & Exposition! 
Making this convention a valuable experience for you, your staff and your board members is important to us.  More meeting sessions scheduled on Monday November 2 and Tuesday November 3 bring valuable material directly into your office. This year’s Sponsors and Exhibitors are so important to LBA and to Louisiana’s banking industry; we ask that you take the time to visit the virtual exhibit hall, thank the sponsors and exhibitors, and, enjoy the chance to see what the vendors have to offer.

All convention meeting sessions will be available to registered attendees for up to six months after convention, allowing you to share the sessions with others inside your bank, and, the exhibit hall vendor booths will be open to registered convention attendees until December 15, 2020, giving you ample time to get the specifics you need from each vendor.  

View the session details below. For a complete agenda, please click here to view the registration page and select view brochure.

MONDAY NOVEMBER 2 SESSIONS

Office of Financial Institutions Update
John Ducrest, Commissioner, OFI
Sid Seymour, Chief Examiner, OFI
Jonathan Finley, Chief Examiner, OFI

This year has been one challenge after another for Louisiana banks.  OFI’s overview of the state of the state’s banking industry brings a current assessment and outlook.  Join us for a fast moving and informative session.

Independent Community Bankers of America Update 
Pres Kennedy, ICBA Immediate Past Chairman
   
Community banks around the country have come to the aid of local businesses this year, as they always have.  Hear from ICBA past chairman and Louisiana banker Pres Kennedy as he discusses ICBA’s commitment to help banks flourish in their communities.

Update from Acting Comptroller Brian Brooks
Brian Brooks, Office of the Comptroller of the Currency
Join us for a Q&A session with Acting Comptroller of the Currency Brian Brooks and LBA CEO Bob Taylor.

Update on the Economic, Political and Business Climate
Roger Tutterow, Kennesaw State University
Six years ago, we cleared hurdles that were important steps back toward "normal”. With the economic expansion well into its 11th year, the question has shifted toward concern over the maturity of the expansion. In this session, Dr. Roger Tutterow provides a timely overview of global, national and regional economies and as we navigate through 2020. Special emphasis will be placed on recent developments in trade policy and currency valuations, the ongoing recovery in real estate markets, the effect of changes in the competitive landscape on financial institution performance.We will also consider the outlook for consumer spending and the retail sector, the causes and effects of the recent movements in energy prices, the inflation outlook and implications for fixed income performance and the ongoing implications of changes in the political and regulatory climate for the industry and the Louisiana economy.

Solving the Regulatory Riddle
Scott Polakoff, FinPro

This session will disuss the key regulatory initiatives and proper interpretation to be prepared for your next examination. 

Mergers & Acquisitions 
David Kemp, Bankers Management, Inc.  

The decision to pursue or not to pursue a merger is one of the most important decisions a Board can make. The price of the transaction is not the only consideration, as all of the bank’s stakeholders must be considered. How your people are impacted is always at the top of mind. The impact of the M&A transaction must analyze pre and post transaction. In the end you must be able to answer the question “Is it a good deal”?

Building Your Bank's Digital Payments Strategy 
Tina Giorgio, ICBA Bancard 

There is a lot of buzz about payments – real-time payments, faster payments, digital wallets – the list goes on.   What solutions are just buzz and what solutions are here to stay?   And more importantly, how and when does a community bank deploy them?   This session will give you a high-level look at what is happening and what you should consider when developing a strategy.

Strategic Planning 
David Kemp, Bankers Management, Inc.  

Almost all banks engage in some form of Strategic Planning process that covers a 3-5-year period. The FDIC guidelines: “ensuring that the strategic plans are established is one of the basic duties of the Board”. The effectiveness of that planning process varies greatly. The best measurement of the efficacy of your planning process is the guidance it provides for future decision making of the Management Team and Board. This process should also allow for an outside perspective of the Bank. The plan should have quantifiable goals and objectives, as well as, a clear statement of the bank’s values. While management is responsible for day-to-day operations, the Board has a responsibility to help set the Goals & Objectives of the Bank.

What's Next?
Julie Laperouse, Screaming Peacock
From #metoo to virtual workspaces to diversity and inclusion, our organizations have been engaged in a multitude of long overdue conversations over the past few years. But how do you know if you are having the right conversations in the right way and if they are truly moving the needle? How do you measure progress when some elements of these conversations are moral imperatives and some impact the bottom line? Join us for this quick conversation on the role your leadership team should be playing and how to check in as we begin planning for the 2021 year.  


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.