HќќѠіђџȱ юћјђџ Ѣћђȱ2014 Continued from page 25. elements of risk management. Additionally silos will break down, ȱȱȱ¡ȱĜǰȱ ȱȱęȱĜǰȱȱȱ ȱȱȱȱȱęȱ from a holistic, centralized view that integrates all of the functional risk areas with management of people, processes and technology. Achieving this integrated view allows your institution to implement ȱȱ ȱȱȱ ȱ each area, department or entity owner will: go through assessment, analyze threats, identify and put controls in place, perform controls testing, and provide early visibility and insights to exposures. The goal is to ensure the institution’s business strategy and goals are achievable and increasingly ęǯȱ ȱȱȱȱ¢ȱ Our Community Bank, Spencer,ȱȱęȱȱ ȱȱ ȱ ¢ȱȱȱȱȱȱȱ of Teach a Child to Save Day. The day’s events included story time, lessons on money and a visit from a Kangaroo mascot. Bank On Northwest Indiana (Bank On NWI) partnered ȱ ¢ȱŗŜȱ ȱȱ ȱ ȱ ȱ ȱ ȱȱěȱęȱ¢ȱǰȱ ȱȱȱęȱȱȱȱȱǰȱ how to avoid living payday to payday, and how to save for a rainy day. Bank On NWI includes Indiana Bankers Association members Centier Bank, Northern Indiana, and Peoples Bank, Munster. Our Community Bank, Spencer, hosted local elementary school students to teach the importance of VDYLQJ PRQH\ FINANCIAL LITERACY DIGEST if the institution is nimble enough to respond quickly to the changing external forces that pose risk. Ĵȱ ȱ ȱƽȱ ȱ Rewards ȱȱȱęȱȱȱęȱ institutions, with the rise of the ȱȱȱȱęȱȱȱ increasing practice of enterprise risk management. Financial institutions can take the following steps to improve risk management: % ȱȱȱȱȱ to a streamlined process, across the enterprise, that can be repeated year after year; % Develop a risk management strategy, instead of a tactical approach; % Coordinate the management of people, procedures and technology; % Become proactive rather than reactive; % Treat risk management as a strategic investment vs. a disruptive cost or activity; % Promote a culture in which every level and department embraces risk management as a competitive advantage, rather than as a necessary evil to be tolerated. ȱ ȱȱȱȱȱ that allows community-based ęȱȱȱĴȱ compete in an increasingly complex environment. When an institution fully embraces a risk-focused ȱȱȱȱ ȱȱȱ highest level through a streamlined approach, it is paving the way to success today and into the future. Stephen Hall has joined Bank Financial Services Group, Grand Rapids, ǰȱȱȱęȱĜǯȱ ȱ has 17 years of banking experience, most ¢ȱ ȱ ȱ ǰȱ ȱȱ ȱȱȱęȱǯȱ He received his master’s degree from St. John’s University. Great Lakes Capital Fund ( Ǽǰȱ ǰȱ ǰȱ ȱȱȱȱȱȱ ȱ ęȱȱ ȱ ȱ in 2014 by the ęȱ . The competition highlights ȱęȱ¢ȱȱ¢ȱ¢ǰȱęȱȱ incentives, employee engagement and communication, ȱěȱȱȱ ǯȱ ȱȱŚŘȱȱ the competition. Computer Services Inc., Paducah, Ky., has been named one of the 2014 Best Places to Work in Kentucky by the ¢ȱ ¢ȱȱ ȱ ȱ ȱȱ the Kentucky Chamber of Commerce. The competition highlights companies selected by assessing employee ǰȱȱȱęǰȱȱ ȱȱȱȱ of an internal survey completed by the company’s own employees. CSI placed ninth in the competition. ASSOCIATE MEMBERS’ CORNER
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