6 HќќѠіђџȱ юћјђџ ђяџѢюџѦ 2014 and evaluate other electronic delivery to reduce members’ ȱȱȱěȬȱȱȱȱȱȱ sessions and meetings. We also will study and determine how to best provide needed technological products and services to our members, particularly to smaller banks. ȱ ¡ȱȱȱȱěȱȱȱȱ- ority. Soon you will be receiving a comprehensive Member Needs Assessment. Please invest the time to complete it. This survey provides direct input to the development of our product and service priorities. We already have heard from many of you regarding needs in the areas of risk management and compliance, as well as talent management and succession planning. We will work on these issues, perhaps forming new entrepreneurial alliances and partnerships with members, service providers or other associations. Priority No. 4 deals with proactively assisting with developing the next generation of bank leaders. Much time was spent on this issue. Strategies include enhancing IBA’s ȱ ȱ ȱȱ ȱęȱěȱ in 2013; modifying engagement and participation requests ȱĴȱȱ ȱ¡ȱȱ ȬȱDzȱ ȱȱȱĴȱȱȱ ȱ ȱ of Banking at the University of Wisconsin; and driving ȱȱȱȱĴǰȱȱȱȱ the younger generation of bankers. This area will no doubt require much input from our younger bankers, so we need to refocus our Future Leadership Division to share their insights. The last area was to reinvent the Association for longterm viability. Of particular interest to you will be our preparation for IBA leadership change within the next few years, and to determine ways to diversify the IBA so that there is more participation by women, minorities and young bankers. ȱ ȱȱȱěȱ ȱȱȱȱȱ thought, while others are already in the works. This longterm plan is the result of your input, plus the hard work and dedication of the strategic planning group, to move your Association forward. Thank you all for your contributions. I expect you may be called upon again as we work our way through these important strategies to continue in our mission: To advocate for and sustain an environment in which banks can succeed. In the November 2013 Hoosier Banker, this President’s Ponderings column focused on the recently held strategic planning session to point direction for the Indiana Bankers Association for the next few years. That column broadly discussed the major areas of discussion that emerged from the planning session. This month, I would like to build upon that foundation with an update of what the IBA board of directors has approved as our strategic plan for the next three years. While some actions are strictly internal operational items, I will instead highlight those items that more directly relate to IBA membership. ȱ ȱęȱ¢ȱȱȱDZ 1. ȱȱȱęȱȱȱȱDz 2. Expand the use of technology; 3. ¡ȱȱȱȱěDz 4. Proactively assist with developing the next generation of bank leaders; and 5. Reinvent the Association for long-term viability. ȱ ȱȃȱȱȱęȱȱȱȱ reserves,” there will be a focus on diversifying IBA revenues through new, sustainable revenue streams that align with member needs. The intent is to continually reduce ȱȱȱȱǯȱ ȱȱȱěȱȱ strongly that we have an obligation to maintain a dues structure that remains among the lowest in the nation. We can only achieve this goal if we tap multiple sources of non-dues income. IBA is fortunate to have residual income from our innovative New Markets Tax Credit program established 10 years ago, and it is substantial. As a result, an endowment vehicle is to be established for a portion of that income over the next few years to allow programming Ȭȱȱȱęȱȱǯ Expanding the use of technology is a two-pronged area. Part of it is intended to keep IBA operations up-to-date ȱ ȱ¢ȱȱĴȱȱȱǰȱȱȱ other part is to help our members stay abreast of techno- ȱȱȱȱȱǯȱ ȱȱęȱ part, we will implement and fully utilize our new database ȱ ȱ ȱȱȱě¢ȱȱǯȱ Having just converted in early January, we face a steep learning curve, both internally and externally, but we will ȱǯȱ ȱȱȱĴȱȱ¢ȱȱȱȱ social media in order to connect with the next generation of bankers and to continually enhance and promote the image of banking and bankers. Under the second part of this priority — helping our members stay abreast of technological advances — we will revisit the use of video conferencing and streaming, $662&,$7,21 83'$7( PRESIDENT’S PONDERINGS 6 -RH 'H+DYHQ 3UHVLGHQW &KLHI ([HFXWLYH 2IÀFHU ,QGLDQD %DQNHUV $VVRFLDWLRQ
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