GSBC reserves the right to change the required curriculum and the schedule of classes offered in response to changes for the financial service institutions and the counsel of its Administrative Board of Directors. 190 hours of classroom instruction are provided over a two-week period for all three years - approximately 60-70 hours each year. Instructional techniques include lectures, discussions, case studies and simulations for at least eight hours a day. If a class requires pre-session work, it will be indicated by (PRE) otherwise, no pre-session work will be required. The curriculum is conceptually divided into four tracks: economics & finance, lending, general management, and leadership & human resource management. The courses are designed so that the student makes a natural progression from core classes within each track to more advanced topics that build on the analysis and discussion in the core classes. Students do not formally declare majors, but are free to select classes within any track after completing the core classes. The areas of study will include the following:

2008 Curriculum

GSBC reserves the right to change the required curriculum and the schedule of classes offered. It will do so as needed to keep the curriculum current and dynamic. At GSBC, 190 hours of classroom instruction are provided over a two-week period for all three years - approximately 60-70 hours each year. Instructional techniques include lectures, discussions, case studies and simulations for at least eight hours a day. If a class requires pre-session work, students will be notified.

The curriculum is conceptually divided into four tracks: financial management, lending, general management, and leadership & human resource management. Courses are designed so that the student makes a natural progression from core classes within each track to more advanced topics that build on the analysis and discussion from the core classes. Students are not formally required to follow one track, but are free to use the tracks as a guide to select elective classes within any track after completing the core classes. The areas of study will include the following course work and objectives outlined below. Also, students will complete an exam of 12 questions for each course completed.

KEY CODE:

• CORE
• ELECTIVE
• (CBE) Indicates a Computer-based Education course
• (CPEL#) Indicates CPE live credit and the number of credit hours associated with the class

First Year Course Descriptions

Students are required to complete all of the following core courses:

Asset & Liability Management I (CBE) (CPEL 9)
Edward Krei
Asset & Liability Management I examines the responsibilities of a bank's asset/liability function from a practical and performance oriented perspective. Topics to be discussed include interest rate risk management, liquidity and funding, pricing decisions, and capital management. The selection and use of A/L models, outsourcing decisions, staffing and managing the A/L process, and organizational issues will be addressed as well. Upon completion of this course, the participant should understand the basic financial issues addressed by ALCO and how alternative strategies are effectively assessed and implemented with an objective of maximizing sustained long-term performance while managing risk. (Class Hours: 9)

Bank Financial Analysis - Level 1 (CBE) (CPEL 9)

Michael L. Stevens
The course explains the principles of analyzing a bank's performance and financial condition. Utilizing the Uniform Bank Performance Report, students will be able to develop a risk profile of a financial institution; evaluate funds management practices; identify and quantify significant changes in a bank's net interest margin; identify credit, market, liquidity, operational, legal, & reputation risks. (Class Hours: 9)

Bank Financial Analysis - Level 2 (CBE) (CPEL 9)

Michael L. Stevens
This course moves beyond the fundamentals, focusing on developing an in-depth analysis of different types of financial institutions. While focusing on the key risk areas, you will also have the opportunity to explore and test possible financial strategies. This course is centered on a series of case studies and requires a high level of participation. (Class Hours: 9)

Business Law in Financial Institutions (CBE) (CPEL 7)
John Norwood, Ph.D.
This course provides a detailed look at the law affecting banks and bank operations. The course begins with an overview of law and the legal system and then proceeds to the following topics: Contracts under common law and the Uniform Commercial Code (UCC), Negotiable Instruments under Articles Three and Four of the UCC, Secured Transactions under Article Nine of the UCC, and Bankruptcy. Emphasis is on the practical application of established legal principles. (Class Hours: 7)

Commercial Lending - Level 1

Making the Commercial Credit Decision (CBE) (CPEL 9)
Jeff Judy
Focus of this session will be on loan transactions and their impact on the institution's asset quality. The session will discuss the Quantitative and Qualitative analytical tools for determining business borrower's creditworthiness. If deemed creditworthy, a borrower must be risk-rated and appropriate loan structure established. As part of loan structuring, the session will discuss collateral, covenants, pricing, and documentation. Monitoring of the borrower should lead to early detection of opportunities for new business or deteriorating asset quality. Intended outcome of the session will be increased awareness of, or more comfort with, commercial credit analysis. Anticipated participants would be anyone not directly involved in credit management or experienced loan officers wishing to get a refresher. (Class Hours: 9)

Commercial Lending - Level 2

Managing Commercial Credit Risk (CBE) (CPEL 9)

Jeff Judy
In this session, the focus will be on managing "pools of risk" created through the approval of individual loan transactions. Initial discussion will cover the "Strategic Credit Risk Management Framework". This topic will include discussions of establishing / communicating credit risk controls. From the Risk Framework, the discussion will move to the key components of the Credit Process Framework. Discussion will include the functions involved in portfolio management, portfolio acquisition and portfolio maintenance. Intended outcome is an expanded awareness of credit risk management issues and the tools for management of those risks. Anticipated participants would be anyone involved in the management of credit portfolio or responsible for credit risk management. (Class Hours: 9)

Economics for Community Bankers (CPEL 9)
Scott Hein
This course develops a better understanding of the current economic/business conditions in the U.S. and the World. It has four sections. First, basic macroeconomic theory is reviewed. The effects of fiscal policy (federal revenues and expenditures) and monetary policy (Federal Reserve policies toward interest rates and money supply) on the economy are reviewed. Second, recent business conditions and government policies are reviewed. Third, key issues and uncertainties affecting economic forecasts for the next year and beyond are discussed. Fourth, the course concludes by analyzing the effects of various current economic/political issues and problems and how they affect the economy. These issues will include: International economic conditions (Europe and Japan ) and exchange rates, U.S. competitiveness, International trade policies and the effects of "free trade" and NAFTA, current U.S. labor market conditions, Health Care, Welfare and Education Reform. (Class Hours: 9)

Managing the Retail Bank – Reinventing Banking (CPEL 7)

Deena Nystrom

What business are banks really in? This four day comprehensive course provides managers with valuable ways to differentiate your bank and create institutions that are fiercely competitive even in the toughest of markets. The course examines the vital role of defining a company culture, creating a customer experience and redefining what a bank can be. This course will give you tools to…

•  differentiate yourself from the competition

•  retain loyal customers and attract new ones

•  enhance the bottom line

•  remain competitive as customer preferences change

The course further explores explore the perils of this changing industry and what banks need to be aware of if they are to survive. (Class Hours: 7)

Marketing Financial Services (CPEL 7)
Rex Bennett, Ph.D.
This course focuses on strategies that banks can use to attain sustainable competitive advantage and achieve superior profitability in spite of industry and environmental changes, competitor actions, and customer/market shifts. Customer-driven differentiation and performance is the essence of such strategies. This course will focus on competitive advantage strategies, the profit implications of market strategies, factors affecting customer satisfaction/ dissatisfaction, the economic and profit implications of customer retention, and identifying and reducing the three major GAPS that prevent a bank from achieving exceptional financial performance. The emphasis is on specific, practical, profit-oriented techniques that bank managers can use to achieve competitive advantage and increased profitability for their branches, departments, or bank. (Class Hours: 7)

Using Myers-Briggs to Better Understand Yourself and Others (CPEL 7)

Allyson Aragon-Fenton

In this course the Myers-Briggs Type Indicator (MBTI) will be used to provide students with an accurate picture of their personality type. The MBTI instrument determines preferences on four dichotomies: - Extraversion–Introversion: describes where people prefer to focus their attention and get their energy—from the outer world of people and activity or their inner world of ideas and experiences - Sensing–Intuition: describes how people prefer to take in information—focused on what is real and actual or on patterns and meanings in data - Thinking–Feeling: describes how people prefer to make decisions—based on logical analysis or guided by concern for their impact on others - Judging–Perceiving: describes how people prefer to deal with the outer world—in a planned orderly way, or in a flexible spontaneous way We will look at how the combinations of these preferences result in 16 distinct personality types and how the characteristics unique to each personality type, provides insight on how they influence an individual's way of communicating and interacting with others. (Class Hours: 7)

Second Year Course Descriptions

Students are required to complete all of the following core courses:

Asset and Liability Management II - Level 1 (CBE) (CPEL 9)
Timothy W. Koch, Ph.D.
This course builds on the foundation provided in Asset and Liability Management I by examining different profit sources and aspects of risk management at community banks. The primary topics considered are the management of net interest income and the market value of stockholders' equity, liquidity planning, alternative funding strategies and capital management. Discussion focuses on profit and risk measurement and management techniques to assess the trade-off between risk and return when making financial decisions. Specific topics addressed include GAP and earnings sensitivity analysis, duration and economic value of equity sensitivity analysis, managing liquidity surpluses/deficits, the maturity choice in funding the bank with time deposits and FHLB advances, pricing deposits, and capital planning under risk-based capital requirements. Numerous exercises focus on analyzing the data and ALCO management practices of individual banks. Participants discuss one comprehensive case involving a community bank's ALCO information and decision process. (Class Hours: 9)

Asset and Liability Management II - Level 2 (CBE) (CPEL 9)
Timothy W. Koch, Ph.D.
This course is intended for participants with a strong background in asset and liability management or finance. It will examine the following issues related to interest rate risk emphasizing specific details to improve model analysis and implementation: 1) critical assumptions underlying earnings sensitivity and EVE sensitivity analysis, 2) back testing the models, 3) use of forward rates in making strategic decisions, 4) the use of interest rate swaps, caps, floors and collars, 5) setting policy targets and 6) risk monitoring approaches. The course also addresses issues related to measuring product/line of business profitability, shareholder value added analysis, internal funds transfer pricing, and option adjusted spread analysis applied to a bank's investment portfolio. (Class Hours: 9)

Banking Small Business (CPEL 9)
Kyle Enger
This class is unique because it is both sales and credit training together and is tailored for all bankers who have contact with business owners. It discusses how to call on and effectively serve small business clients and build and sustain relationship banking. It is both practical and hands-on, as it uses actual case experiences and role plays to reveal the problems of entrepreneurs and gives bankers the tools to understand and communicate with non-financially oriented owners or managers of businesses with sales under $15 million. This course provides insights into small business owners' expectations and attitudes that will help create the ability to add value to customer relationships. (Class Hours: 9)

Loan Portfolio Management (CPEL 9)
Jerry Crigger
This five-day course introduces participants to a strategic framework for portfolio credit risk management focusing on the integration of priorities, culture, risk strategy, and risk controls. Risk management consists of two components - the types and magnitude of risks assumed and how the institution manages the risk. Students will have the opportunity to develop a subjective credit risk profile for their institution integrating transaction, intrinsic and concentration risk. The profile will allow students to assess their bank's vulnerability to the three deadly sins of portfolio management. Students will then have an opportunity to benchmark their bank's credit risk management practices against best practices.

The course has an intersession assignment, which will provide students an opportunity to develop an objective risk profile for their institution and make specific recommendations to improve their bank's credit risk management practices. (Class Hours: 9)

Understanding Your Firm's Corporate Culture for Strategic Alignment (CPEL 9)
David Nowling
This course will offer insight into what today's top leaders and managers do to align their strategies with their culture. Do you understand your bank's culture and how it affects your leadership strategies? Do you know how to attract and retain top talent that is right for your bank? How do you change and align your culture with your strategies and the markets in which you operate? What is your sense for the urgency for change and your readiness to change? These are just some of the questions that will be discussed in this course. This course will include the completion of several assessment tools, as well as discussion around essential competencies required in today's changing economy. It will provide the student with proven strategies for building your bank into a true “premier employer of choice”. It will also serve as the building block for your own continued personal assessment and development. (Class Hours: 9)

Second Year, First Week Electives

Second year students will select two of the following courses:

Strategic Planning (CPEL 9)
Donald Musso
This course will provide an overview of Strategic Planning and Mergers and Acquisitions as a basis for setting Business Strategy in the banking world. Discussion of real strategies in a case study setting will give each student some action oriented concepts to take back to apply at their banks. In this course, students will learn how to interpret a bank's strategy simply by analyzing its' balance sheet and income statement. Additionally, M&A, de novo branching, product differentiation and use of leverage will be discussed. The course will be interactive and participative, not lecture. There will be some upfront work required specific to the students' institution. (Class Hours: 9)

Commercial Real Estate Lending (CPEL 9)

Richard Hamm

Commercial real estate (CRE) loans are a large and important component of the total loan portfolio of most banks. In their purest form, CRE loans involve income-producing properties where rent received from third parties is the primary source repayment. Other forms of CRE loans involve manufacturing plants and warehouses for use by the business that owns the property-where the income of the business is the bank's analytical focus. Still other CRE situations involve hotels, convenience stores and churches. This diverse range of lending requires special skills and experience, and this class will explore all of these issues within six primary areas:

•  Understanding the major risk areas

•  Differentiating properties project, analysis and underwriting

•  Utilizing the concept of sponsorship

•  Following appraisals and environmental policies and regulations

•  Effectively administering and monitoring loans post-closing

•  Maintaining portfolio diversification

The class will include several group exercises and cases to illustrate key points. (Class Hours: 9)

Human Resource Management (CPEL 9)
Donna de St. Aubin
This course exposes the student to the U.S. employment laws that impact the way we lead and manage in the workplace today. The history of the workplace at the time of the laws adoption is used as a backdrop for understanding the intent of the law. The course begins with interviewing and selection and works through the daily management activities including promoting, disciplining and terminating. We explain discrimination laws and ways of protecting the manager and the company. The course will consist of lecture, case study, individual and group exercises and is highly interactive. The participant will leave this course with a better understanding of the issues and with improved knowledge in each of the areas discussed. (Class Hours: 9)

Leading Organizational Changing in the 21 st Century (CPEL 9)
David Nowling, Robert Slade

A constant theme throughout the history of modern management has been the rate and frequency of organizational change. The last two decades has seen a dramatic change in the pace, scope and complexity of change and the impact to our organizations, consumers, employees and the marketplace has been significant. Unfortunately, study after study has found that only upwards of only 30% of strategic change initiatives meet the desired results. In the years ahead, a key component of most organization's success will be directly dependent upon their ability to increase their ability to plan and implement complex change. A key component of effective leaders will continue to be the ability to skillfully guide organizations, both large and small, through a process of sustainable change and improvement. This course will build upon concepts taught in other GSBC programs such as Strategic Planning, Understanding your Corporate Culture and the Myers Briggs Type Indicator in order to help the participant see themselves as change agents, ready to positively influence their organizations strategic direction when called upon to do so.

Objectives:

• Understand the differences and interdependences between strategy, change and transition.
• Learn the critical components of effective strategic leadership.
• Learn what's required to effectively lead people through transition.
• Develop a comprehensive plan to improve strategic, change and transition leadership in yourself and your organization.

Third Year Course Descriptions

Students are required to complete both of the following core courses:

Bank Management Simulation (CPEL 27)

Bill Campbell, Sandi Goswick, Roger Guerin, Julie Nelson-Meers, J.R. Buckner II, Brent Klanderud, Jeff Phillips, Dave A. Anderson
Bank Management Simulation is an interactive computer bank management simulation. Students assume the role of senior management of a commercial bank, involving themselves in the group dynamics and managerial skills of managing a bank in a competitive environment with changing economic conditions. The participant develops a better understanding of the sources and uses of funds and their alternative investment strategies. Participants make decisions affecting the investment portfolio, deposit generation, lending function and capital funding. Upon completion, the participant should understand maximizing tax free income, interest rate sensitivity, funds and capital management and the role of the CEO in managing people, setting goals, forecasting results and measuring performance. (Class Hours: 27)

Managing and Improving Your Bank's Quality Service (CPEL 5)

Donald W. Hackett
Quality service has long been recognized as a key factor in a bank's success and profitability. However, most managers/supervisors are not aware of how to effectively manage and improve quality service. This course first describes the 10 criteria of quality service as established by researchers. Then, each of the four pillars of quality service are illustrated and discussed from a management perspective. These four tools are empowerment, coaching, data driven and process improvement. Emphasis throughout the course is on specific actions a leader can take to both execute and improve the quality service offered by the bank or a department within the bank. The course is taught with an emphasis on participation and interaction by the attendees. (Class Hours: 5)

Third Year, First Week Electives

Third Year Students (first week electives) must select two of the following courses:

Conflict Management and Negotiation Strategies (CPEL 9)
David Chappell
Conflict has long been recognized as a prevalent factor in all business organizations. Three alternative "schools-of-thought" regarding conflict can be identified: (1) the Traditional School, that regards conflict as a malfunction within a group and must be avoided, (2) the Human Relations School, that observes conflict as normal and inevitable and potentially as a positive force, and (3) the Inter-actionist School, that perceives conflict as a positive force, with some conflict absolutely necessary for effective group performance. This class adopts the latter approach and addresses ways in which conflict can be managed for positive group performance. The session concludes with an examination of various negotiation strategies that embrace this more enlightened view of conflict management. (Class Hours: 9)

Enhancing Shareholder Value With or Without Sale (CPEL 9)
Jeff Gerrish
Many community banks are in the process of deciding what the future holds. The obligation of the community bank board of directors is to enhance shareholder value. This may involve buying another institution or a branch, selling their institution or simply remaining independent and using one of several means to enhance shareholder value without sale of the bank. This course will provide a fundamental knowledge of not only the sale opportunities and the merger and acquisition market, but also provide specific steps to enhance shareholder value without sale, including use of the bank holding company, stock repurchase planning, employee incentives, ESOPs, S corporation, best practices for corporate governance, and other techniques. (Class Hours: 9)

EQ not IQ: The Key to Leadership Effectiveness (CPEL 9)

Kent Stickler
Roughly 50% - 70% of how employees feel about their job and company can be traced to the actions of one person: their leader. More than anyone else, the boss creates the conditions that directly determine an individual's ability to work well. In most instances, people join a company but quit their boss. During this class, students will study the habits of top leaders and how habits define style - which in turn determines an organization's climate. Climate is how employees feel about their job and company, and it can impact a company's results between 20% - 30%. Leadership is huge ! (Class Hours: 9)

Working with the Regulators (CPEL 9)
Robert Monroe
This course will focus on current regulatory issues affecting financial institutions and dealing with regulators.  In general, the topics discussed will be: (i) regulatory focus on compliance with the Bank Secrecy Act and Anti-Money Laundering laws; (ii) enforcement actions by Federal Bank Regulators; (iii) developments in Interstate Banking and Branching laws; (iv) Overdraft Privilege Guidance; (v) Interagency Guidelines for Bank Owned Life Insurance; (vi) laws affecting Executive Compensation and Benefits; (vii) S Corp rules; (viii) Regs. B, E, D, W and DD; (ix) Flood Insurance issues; (x) Concentration in Real Estate Credits; (xi) FACTA; and (xii) evolving Role of Directors. (Class Hours: 9)

Second & Third Year Students, Second Week Electives

All students must select EITHER:

•  2 four-day elective courses

OR

•  1 four-day elective and 2 two-day elective courses (Must be 1 Mon/Tues & 1 Wed/Thurs)

Four Day Electives

A CEO's Perspective on Bank Management (CPEL 7)
Charles Funk
What skills are necessary to succeed as a CEO? What are the key performance ratios for a CEO to focus on? In this class, students will be exposed to a myriad of challenges that a CEO faces every day. Students will look at issues from one CEO's perspective. How do community banks compete with their national counterparts? And vice versa? How do you attract and retain good people? How do you identify and deal with non-performers and mediocre performers? What is the role of a strategic plan? How do you institute a sales culture? Just as a CEO's job is diverse, so is the class in terms of touching on many aspects of management and banking. The emphasis will be on practical experience. It will not be a theoretical exercise. Students should come prepared to ask questions and to discuss a broad range of topics related to bank management. One day will be devoted to showing and discussing a film on the Jack Welch approach to managing a company. The final day will involve the instructor discussing student questions specifically related to the duties of a CEO. Note that there is roughly 90 minutes of pre-session reading required. (Class Hours: 7)

Bank Technology – Community Bank Technology Made Easy (CPEL 7)

Jim Kisch

Community Bank Technology Made Easy is a practical guide to today's key bank information technology areas. This course is designed to provide bank managers with added confidence in making important technology decisions. The course content includes latest trends, industry “best practices”, lessons learned by bankers and practical checklists to help students apply what they have learned.

Topics covered in this course:

•  Information security (awareness of the ‘real' risks, information security program, layer defense, wireless security)

•  Preparing for examinations (vendor management, assessments, internal audit, incident response and other hot buttons)

•  Technology planning

•  Hiring and outsourcing IT management

•  Technology training

•  Check truncation and imaging

•  Using technology to better serve bank customers (depending on time)

•  Emerging technologies

The purpose of this course is to give each student a strong understanding of core information technology areas and provide students with steps to make lasting improvements to their bank's technology management process. Students also learn how to foster an information security focused culture within their banks.

After successfully completing this course, students will be able to:

•  adequately prepare for IT examinations

•  access the condition of their bank's information security program

•  develop information security incident response plan

•  determine the technology responsibilities that can be appropriately outsourced

•  develop an effective technology training and security awareness programs

•  effectively manage vendors and technology consultants

•  hire or promote the right in-house information technology talent

•  author a strong technology strategic plan

•  help the bank automate the item processing function

The course features a take home workbook, interactive discussion, and classroom lecture. “Real world” examples enhance the relevance of the course material. Whether you're the bank's IT person or computer illiterate, you will take home actionable ideas and a new perspective on bank technology management. (Class Hours: 7)

Liquidity, Deposit Strategy & Funding (CPEL 7)
Karl Nelson

During the course of the past fifteen years, our industry has been faced with many new and exciting challenges. These challenges have enhanced our industry in many ways and have significantly expanded the basic banking model. Two of the most interesting changes relate to how we manage the “L” in CAMELS and how we fund our lending and investment business. More aggressive liquidity management and funding techniques correlate very well to superior bank profitability performance and all bankers should have a basic understanding of these two important issues. This course is designed to make bankers from every discipline within the organization aware of these changes and how they impact performance. Additionally, the course will review the dynamics that drive this search for an ever increasing ROA and ROE. (Class Hours: 9)

Managing Your Changing Customers and Employees (CPEL 7)
Lynda Swenson
Who are all those people out there - Customers, Employees, and Ourselves? The Changing Demographics of the United States . This elective will analyze the future trends of the United States demographic picture. It will discuss the Veterans, the early and late Baby Boomers, the Gen Xers, and the Net Gen or Gen Y. Through an evaluation of the 2000 Census as well as the writings of futurists such as The World Futurist Society, Peter Drucker, Faith Popcorn, DYG Scan, and others, the bankers will understand the coming demographic changes in customers, employees, friends, and family.

This is a very interactive elective. Deliverables include a product and marketing plan for a particular demographic segment as well as a comprehensive recruitment, training, compensation, and motivational program for future employees. Each banker will determine how cross-generational friendly their organization is in terms of selling by age group and managing the work force of the future. (Class Hours: 7)

Managing the Investment Portfolio (CBE) (CPEL 7)
Larry Russell
An in-depth introduction, review, and application of the major aspects of building and managing an investment portfolio for a financial institution. The course will deal with the basic information related to the types of securities in which financial institutions may invest, and then introduce more complex methods with which to measure the investment risk/reward relationship and performance for both individual securities as well as the total portfolio. Analytical concepts such as duration, average life, cash flow volatility, total return, asset allocation, market timing, pre-purchase analysis tools, and post-purchase analysis will be introduced, reviewed, and applied to portfolio management. The characteristics that make up 'high performance' portfolios will also be examined.

Students are encouraged to bring a copy of their bank's investment portfolio to use for analysis during class.  Reports to include would be a "portfolio inventory report" and/or "portfolio summary report", and a "maturities by month" report (no need to bring any accounting reports).  Feel free to call instructor with questions or for additional information.    (Class Hours: 7)

Mastering Difficult Conversations: How To Talk About What Matters Most (CPEl 7)

Robert Slade

This course offers students the opportunity to learn principles behind how to manage particularly challenging conversations in both professional and personal settings. Difficult conversations are defined by interactions where there are strong emotions at work, opposing opinions and high stakes, or the subject matter is of critical importance. The irony for most of us is that when the conversation matters most, we are often at our worst. The learning format involves brief lecturettes, small group exercises and role-playing scenarios. In addition, video vignettes supplement the learning by allowing students the opportunity to observe the skills being used successfully. Course participants will be learning practical skills, which will allow them to immediately improve the outcomes of the toughest conversations they may face. (Class Hours: 7)

Agriculture Credit (CBE) (CPEL 7)
David M. Kohl, Ph.D.
This course will focus on the major agricultural trends that are impacting marketing and credit decisions, and how the competitive structure is changing. The differential credit analysis techniques will be introduced through short case studies; included will be the worksheets used for small and large commercial agricultural loans, ratio benchmarks for agricultural loans, common denominators of problem loans, and risk rating systems for both small and large agricultural loans. (Class Hours: 7)

Loan Workouts (CPEL 7)
J. Michael Woody
The "Loan Work Out Course", which has been offered and very popular for over twenty years, has gained a reputation of intensity, a high level of involvement between students and the faculty, and proactive information which is short on theory and long on tactics, ideas, and strategies which WORK in the real world. The goal of the course is to minimize the costs of troubled loans and assets through sharing of ideas which are "battle tested" and can be implemented in the market IMMEDIATELY. The course deals with strategic issues of organization, policy support, Board involvement, personnel management, risk management, managing regulatory credibility, managing lender liability risk and the legal resource, and insuring institutional validity. It also deals with tactical challenges such as appropriate exit strategies for troubled assets, debtor negotiation, collateral liquidation, establishing and managing an effective watch list, maintaining a correct loan loss reserve and supportive methodologies, and management of debtor bankruptcies. Expect to expand your thinking, increase your value to your institution, and pay for your tuition with ideas gained from this course! (Class Hours: 7)

Two Day Electives*

*If you only select 1 four day elective, then select 2 (1 Mon/Tues & 1 Wed/Thurs) two day electives. If you have selected 2 four day electives, you may not select any two day electives.

High Performance Community Banking – Top Gun for Bankers (Mon/Tues) (CEPL 3.5)

Kevin Priddle

High Performance Community Banking (AKA – “Top Gun for Bankers”) examines three critical areas for modern bankers: 

• What are the characteristics of High Performing Community Banks?  Not from simply the loan to deposit ratio or the breakdown of the security portfolio, but from all facets from asset/liability to technology adoption.
• How Do High Performing Community Banks operate differently than non-high performing banks?
• What are the characteristics of High Performing Community Bankers?   Because High Performing Community Banks are run by High Performing Community Bankers, it's critical to know what characteristics these bankers share in common.

 As a Graduate School of Banking student, you're the “cream of the crop”.   “Top Gun For Bankers” will make you better. (Class Hours: 3.5)

Corporate Governance in Banking (Wed/Thurs) (CPEL 3.5)

Bob Schweitzer, Ph.D.

This course is designed to give the banking executive an overview of the most important issues of modern corporate governance. The class is designed to provide the participants with the knowledge to be able to interact effectively with their board of directors. Topics discussed include the role of independent outside directors, executive compensation, institutional investor activism, the market for corporate control, governance guidelines, and issues related to the Sarbanes-Oxley Act.

(Class Hours: 3.5)

Managing & Working for Family-Owned Banks (Wed/Thurs) (CPEL 3.5)

Larry McGraw

The purpose of this course is to help family members and non-family members appreciate the dynamics of managing and working in family-owned banks. From the family's perspective, participants will discuss how and why decisions are made and what factors are most important in determining strategy, financial objectives, and employment practices. From the non-family members' perspective, participants will discuss issues that influence job performance and job satisfaction, and explain where and how bank performance can be improved. Attendees will leave with a better understanding of what motivates and limits each group and how to improve communication going forward. The sessions will 1) focus on how to better understand the bank's organizational culture and operations to improve performance; 2) address how decisions are made within the institution and examine best practices; 3) address personnel issues including succession planning, family members on the payroll who do not actively work in the bank, promotion opportunities, and performance evaluations; 4) examine financial issues including the bank's financial objectives, successful incentive compensation programs, the role/benefit of an ESOP, impact of family estate planning, transitioning to a new President/CEO; and 5) the bank's responsibilities to the community. (Class Hours: 3.5)

One Day Electives – Optional for Second & Third Year Students

These optional one day electives are open to all Second and Third Year students.

Strategic Management for De Novo Banks (Tues 4:30-5:30 pm) (CPEL 1)

Donald Musso

This course will provide an overview of Strategic Management specific to de novo institutions. The course will feature topical discussion relative to the key issues pertaining to de novos from both a bank and regulatory perspective, including emerging changes emanating from the Regulatory Denovo Task Force, which the instructor is a member of. The course will differentiate strategies that a de novo would deploy relative to seasoned banks. (Class Hours: 1)

Evening Presentations

Panel Discussion, Thursday, July 17, 4:30-5:30 pm

Jeff Gerrish, Richard Hamm, Ed Krei, Don Musso