2026 ISSUE 1 Official Publication of the Community Bankers Association of Kansas Happy New Year!
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4 FLOURISH Marching Into 2026 on the Advocacy Frontline By Rebeca Romero Rainey, President and CEO, ICBA 6 Off and Running Community Banks Set for a Robust 2026 By Jim Reber, CPA, CFA, President and CEO, ICBA Securities 9 The Mental Toll of Money Stress and How to Support Your Account Holders By Fred Stapleton, VP of Relationship Management, CSI 11 2026 Community Bankers for Compliance Program Guiding Community Banks to Achieve Effective In-House Regulatory Compliance 13 How To Harden Microsoft 365 for Maximum Security in Financial Institutions By RESULTS Technology 16 Inviting Questions to Spark Better Conversations By Lindsay E. LaNore, Senior Executive Vice President, Chief Learning & Experience Officer, ICBA 18 Unlock Hidden Card Revenue with BINs By Jacob Eisen, CEO, ICBA Payments 19 SAVE THE DATE 2026 Annual Convention & Trade Show July 22-24, 2026 20 FDIC Interest Rate Restrictions Rate Limits Under 12 CFR Part 337.7 By Debbie Walker, Director of Regulatory and Compliance, QwickRate 22 Anniversaries 23 Officers and Directors 23 Products and Services Reference List 26 Bank Webinars Live & On-Demand CONTENTS ISSUE 1 www.cbak.com ©2026 The Community Bankers Association of Kansas (CBAK) | The newsLINK Group LLC. All rights reserved. In Touch is published six times per year by The newsLINK Group LLC for CBAK and is the official publication for this association. The information contained in this publication is intended to provide general information for review, consideration and education. The contents do not constitute legal advice and should not be relied on as such. If you need legal advice or assistance, it is strongly recommended that you contact an attorney as to your circumstances. The statements and opinions expressed in this publication are those of the individual authors and do not necessarily represent the views of CBAK, its board of directors or the publisher. Likewise, the appearance of advertisements within this publication does not constitute an endorsement or recommendation of any product or service advertised. In Touch is a collective work, and as such, some articles are submitted by authors who are independent of CBAK. While a first-print policy is encouraged, in cases where this is not possible, every effort has been made to comply with any known reprint guidelines or restrictions. Content may not be reproduced or reprinted without prior written permission. For further information, please contact the publisher at (855) 747-4003. 9THE MENTAL TOLL OF MONEY STRESS AND HOW TO SUPPORT YOUR ACCOUNT HOLDERS 16 INVITING QUESTIONS TO SPARK BETTER CONVERSATIONS 6OFF AND RUNNING 3 In Touch
FLOURISH MARCHING INTO 2026 ON THE ADVOCACY FRONTLINE By REBECA ROMERO RAINEY President and CEO, ICBA Looking back on 2025, we have advocacy successes to celebrate. From tax reform and the ACRE tax deduction for interest earned on agricultural real estate loans to President Donald Trump signing into law legislation to bar credit reporting agencies from selling “trigger leads” when consumers apply for a residential mortgage, we have seen developments that signal a deeper understanding of the role community banks play. We’ve also witnessed a rising awareness of the ways community banks differ from other financial institutions. Rule writing that promotes a more level playing field has begun to emerge, and reforms at the banking agencies and the Consumer Financial Protection Bureau are more accurately addressing the unique role community banks play in the financial services ecosystem. These and other wins mean our message is resonating in Washington and beyond. But we are far from done. Let’s Dive Deeper These wins are only the tip of the iceberg; there’s a whole foundation of issues that we need to dive deeper into to address. That’s why we implore you to get involved in our advocacy efforts. When you speak up on behalf of community bankers, you truly make an impact. For instance, on trigger leads, I heard from a bank leader who said he had a residential lender in the bank who was appalled at what was happening. This lender became involved with ICBA, attended ICBA’s Capital Summit and met with her legislators to discuss the issue. As a result, she helped resolve the issue, in part because she took the time to speak up. Now she has shared with me that she’ll be a community bank advocate for life. Pushing Into the Future As we begin a new year, we should take a moment to reflect with pride on our successes, but then we must move on to what’s next. We cannot and will not let up on the pressure we must exert on policymakers to ensure we have a level playing field to better support our communities. We must lean in further and harder to represent the industry. In a world where everyone wants to call themselves a bank, we must ensure that legislators and regulators understand what makes community banks different. We need you to engage and become even bigger advocates to ensure that all our communities have access to the financial services they deserve. We look forward to seeing you in the starting lineup in the weeks to come. On behalf of everyone at ICBA, I wish you a prosperous start to the new year. 4 In Touch
MARCH 6-9, 2026 San Diego Convention Center Community. Learning. Innovation. Discover What Makes ICBA LIVE Unforgettable San Diego sets the stage for the largest gathering of community bankers in the world. This is the event where connections are made, ideas are sparked, and strategies are shaped. From powerful keynote speakers and immersive learning labs to high-energy networking events and cutting-edge fintech showcases, ICBA LIVE offers something for every attendee. Register Today At icba.org/live
OFF AND RUNNING Community Banks Set for a Robust 2026 By JIM REBER, CPA, CFA, President and CEO, ICBA Securities I’m hopeful that those New Year’s resolutions are intact and having their desired effects. In taking one more look back into 2025, it dawns on me that the further we got into the year, the better the bankers’ comments were about their bank’s performance. The industry seems to be hitting on all cylinders (to use a hackneyed expression), but it seems to be true. Between the continued solid credit quality metrics, reasonable loan demand and an interest rate scenario that looks to favor continued margin expansion, prospects are encouraging for a successful year for community banks. ICBA Successes Recently, ICBA President/CEO Rebeca Romero Rainey and ICBA Chairman Jack Hopkins had a conversation about the state of the industry, and they too talked about about its momentum. Legislation on mortgage “trigger leads,” proposals to lower the leverage ratios for community banks and tax exemptions on 25% of ag and rural lending through the ACRE Act are all going to help profitability. Also, making the 2018 Tax Cuts and Jobs Act marginal tax rates permanent for both C Corps and S Corps has provided clarity about portions of the balance sheet that have tax-effected assets — namely, municipal bonds. There is no debate that the Act has helped community bank earnings, though the composition of high-performance portfolios has shifted away from tax-free into taxable instruments. You can view Rebeca and Jack’s conversation at www.icba.org. 6 In Touch
and costs of funds is now over 1% for the first time in about three years. Yield Curve Thoughts Yes Virginia, there is a Santa Claus. The same is true for the other 49 states and the District of Columbia. For community banks, it came in 2025 in the form of a steep(er) interest rate curve. We closed out the year with the “2s and 10s” spread around 67 basis points (0.67%), which is the best we’ve seen going back four long years. Recall too that the average slope for the full 21st century so far has been right at 100 basis points, and it’s entirely possible we’ll get there sometime this year. Steeper yield curves have all sorts of latent and tangible benefits for the banking industry. The most obvious is that managers can more properly price relative risk into the balance sheets. Thirty-year mortgages are supposed to be priced higher than 15-year mortgages. A 10-year municipal bond is supposed to have a higher yield than a seven-year. And a 36-month CD is supposed to pay more than a 24-month. All those notions were set on their heads during the two-plus-year stretch from 2022-2024 when yield curves were upside down. Banking fundamentals, hopefully, will prevail this year, which can only mean more profitability. Bond Swap Prospects Commensurate with the positively sloped yield curve are opportunities for actively managing the bond portfolio. One strategy is to sell certain securities and simultaneously purchase others in a “bond swap.” Lately, since most positions are still underwater, bonds have been sold at losses, with the improved reinvestment yields making up the ground in less time than the remaining average lives. This strategy is known as “loss-earnback.” Two pieces of good news. First, early in the year is a popular time to execute these bond swaps, for the simple reason that the bank has a full year to enjoy the higher yields with which to eat away at the realized loss. Secondly, the steeper the yield curve, the less extension risk needed to make the bond math work. So my suggestion is to work with your brokers to model such potential trades, and be sure to document your objectives and rationales. And let me remind the readers that the positive forecast for industry profits might make such loss-earnbacks more tenable. Lots to like here as we embark on an ambitious 2026. I look forward to seeing many of you at ICBA LIVE, March 6-9, in sunny (and warm) San Diego. For more information, visit www.icba.org/icba-live. Jim Reber, CPA, CFA (jreber@icbasecurities.com), is president and CEO of ICBA Securities, ICBA’s institutional, fixed-income broker-dealer for community banks. Bond Portfolios are Helping It was documented here last year that portfolio yields are at a many-year high, thanks to the harsh doses of interest rate therapy in 2022-2023, and the slow-to-recede levels of market rates ever since. Community bankers continue to say they’re able to roll out of bonds yielding 1% or less that are finally, mercifully maturing, and whatever the proceeds are used for, net interest margins are improved. Which brings up the second half of this NIM equation. Deposits grew at community banks by about 4% last year, which is near the long-term run rate, and costs of funds have retreated in the past 18 months. Industry-wide, FDIC calculated community bank COFs have fallen by about 30 basis points (0.30%) since mid-2024. The net margin between bond portfolio yields 7 In Touch
THE MENTAL TOLL OF MONEY STRESS and How to Support Your Account Holders It’s been a turbulent few years, beginning with the pandemic and followed by persistent inflation, rising housing costs and uncertainty surrounding economic policy. In the U.S., 77% of adults experience financial anxiety, and 58% feel like money controls their lives. More than one-third of adults say financial problems have directly affected their mental health. Left unchecked, feeling financially squeezed can escalate into depression, anxiety or avoidance behaviors that make the problems worse. Long-term financial strain has also been associated with higher cortisol levels, fatigue and an increased risk of cardiovascular disease, along with other physical concerns. The link between personal finances and emotional well-being is undeniable. With that in mind, community financial institutions have an opportunity to offer responsible support that helps reduce financial stress and better serve the people who rely on them. With the right approach, they can help account holders ease anxiety and regain a sense of stability. How Financial Institutions Can Help When people are under financial pressure, they may lose confidence in their institution if they feel judged or overlooked. Empathy and proactive support serve both human and business needs, strengthening relationships and building long-term loyalty. Account holders who feel understood during difficult periods are more likely to stay and more willing to explore additional products and services later. Community banks and credit unions have a natural advantage over larger or online-only institutions By FRED STAPLETON VP of Relationship Management, CSI 9 In Touch
Financial health is closely tied to emotional health, and institutions that recognize this connection and lead with empathy stand out as true allies in their account holders’ lives. because they are deeply integrated into the communities they serve. They are not distant or anonymous organizations; they are staffed by people who often know their account holders personally and genuinely want to help. That proximity and trust provide a foundation for easing financial stress in meaningful ways. Here are some ways to put that advantage to work. Proactive Financial Education A 2025 PYMNTS study found that 65% of U.S. adults live paycheck to paycheck, leaving little room for unexpected expenses. To address this stress, financial institutions can offer financial wellness workshops, budgeting tools, digital courses and personalized guidance to help account holders manage debt, build savings and plan ahead. They can also expand this support by incorporating digital tools such as credit monitoring, score simulators and financial management dashboards within online and mobile banking. These resources help account holders understand how day-to-day decisions affect their financial health in real time. One recent study found that 47% of users of a financial wellness platform reported lower financial stress, highlighting how education can replace anxiety with assurance. Fair and Responsible Liquidity Options When cash flow is tight, many consumers make short-term decisions that can cause long-term harm, such as turning to payday lenders, pawn shops or high-interest credit cards. One-third of those living paycheck to paycheck have skipped or partially paid a bill, risking late fees, loss of service or damaged credit. Community banks can offer a safer alternative by providing fair, transparent liquidity solutions. Services like overdraft protection and short-term, small-dollar loans provide access to much-needed funds without excessive fees or predatory terms. When these services use dynamic limits tied to an account holder’s ability to repay, they create helpful breathing room while reinforcing healthy financial habits and building trust over time. Personalized Communication and Engagement Money stress is deeply personal, and support should reflect that. Using data, analytics and segmentation, financial institutions can tailor their communication to specific behaviors and needs. They can send alerts for spending spikes, offer encouragement when savings grow or share tips when patterns suggest strain. These timely, relevant touchpoints reassure account holders that their institution is paying attention and stands ready to help. A 2025 FICO survey found that 88% of consumers consider experience just as important as a financial institution’s products and services. Personalized engagement can improve the customer experience and solidify the financial institution as a trusted partner. Normalizing Conversations About Money Stress Despite being a leading source of stress for many, money remains one of the most difficult topics to discuss. Only a little more than half of adults say they feel comfortable discussing it, and nearly half feel embarrassed sharing details about their financial situation. Scan the QR code to access CSI’s on-demand webinar exploring how community financial institutions can strengthen customer relationships and make a measurable difference. https://www.csiweb.com/ what-to-know/content-hub/ odwebinars/unlocking-financialwellness-tools-and-strategiesfor-community-banks/ Community financial institutions can play a role in shifting this mindset. By acknowledging financial stress openly and without judgment through blogs, newsletters, social media, events or webinars, they make the topic easier to approach. Honest, empathetic communication builds trust and encourages people to seek help before problems escalate. Building Account Holder Trust With Empathy Consumers today want more than low fees when choosing a bank or credit union. They want a partner they can trust, especially when stress is high. Financial health is closely tied to emotional health, and institutions that recognize this connection and lead with empathy stand out as true allies in their account holders’ lives. By pairing empathy with education, technology, meaningful services and personalized support, community institutions can honor their commitment to the people they serve, help alleviate the emotional weight of financial stress and strengthen the relationships that matter most 10 In Touch
2026 COMMUNITY BANKERS FOR COMPLIANCE PROGRAM Guiding Community Banks to Achieve Effective In-House Regulatory Compliance In today’s constantly evolving regulatory environment, staying informed is crucial. The Community Bankers for Compliance Program keeps your bank ahead of the curve with up-to-date insights on ever-changing regulations and offers expert guidance for structuring and maintaining a robust in-bank compliance program. The program also fosters a collaborative environment where compliance professionals can connect, share experiences and exchange ideas with fellow community bankers. Not only will these programs benefit attendees of the virtual seminars, but they will also provide invaluable insights for other team members within your bank who require this critical information. Enjoy features like quarterly seminars, hotline services, monthly newsletters and more with the CBC Basic Program — offered at a significant discount to CBA members. You can also access additional services with the CBC Enhanced Program or CBC Extended Regulatory Update Program to ensure your employees receive the level of training they need. To register today or learn more, scan the QR code. https://www.cbak.com/cbc-compliance-program Presented by Sponsored by 11 In Touch
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How To Harden Microsoft 365 for Maximum Security in Financial Institutions By RESULTS TECHNOLOGY For community banks, Microsoft 365 is a powerful tool for productivity. But with great power comes great responsibility. Financial institutions are prime targets for cyberattacks, and a default Microsoft 365 setup leaves too many doors open for malicious actors. It’s not enough to simply use these tools; you must actively secure them. This process is known as Microsoft 365 hardening. It involves systematically securing your cloud environment to reduce its attack surface — the sum of all potential entry points for a security breach. For banks, this is a regulatory necessity. Hardening ensures your system only runs what is absolutely required for business functions, removing unnecessary services and permissions while deliberately configuring security features to their strongest settings. So, how can you transform your standard Microsoft 365 environment into one that meets stringent compliance standards? This guide outlines the essential steps and best practices for maximum Microsoft 365 security. Why Microsoft 365 Hardening Is Imperative for Banks The Federal Financial Institutions Examination Council (FFIEC) mandates that banks minimize their attack surface and enforce strong access controls. A standard, out-of-the-box Microsoft 365 configuration does not meet these requirements. Default settings often include services and permissions that, while convenient, create significant vulnerabilities. For instance, a system might come with mail and file-sharing services enabled by default, even if they aren’t needed for that system’s specific purpose. Each unnecessary service is another potential gateway for an attack. If system administrators overlook these unused features, they often go unpatched and unmonitored, becoming weak links 13 In Touch
in your security chain. By hardening your systems, you adopt a proactive defense strategy, closing security gaps before they can be exploited and demonstrating due diligence to auditors. 7 Steps to Improve Microsoft 365 Security Securing your Microsoft 365 environment is an ongoing process, not a one-time task. Here are seven steps community banks must take to achieve an advanced security posture: 1. Minimize the Attack Surface The first principle of hardening is to eliminate anything non-essential. Every service, application and user account adds to your attack surface. • Determine Required Services: Start by documenting the exact purpose of each system and application. What are the minimum software, hardware and services needed to fulfill that purpose? • Install Only What’s Necessary: During setup, install only the minimum components required. If a server doesn’t need web services, don’t install them. This follows the principle of “secure by design.” • Remove Unused Software: Regularly audit your systems to identify and remove any software or services that are no longer in use. 2. Enforce Secure Identity and Access Controls Controlling who can access your data — and what they can do with it — is fundamental to security. Microsoft 365 offers powerful tools to manage access, but they must be configured correctly. • Enable Multi-Factor Authentication (MFA): This is non-negotiable. Enforce MFA for all users, especially administrators. A compromised password should never be enough for an attacker to gain access. • Use Conditional Access Policies: Configure policies to block or challenge logins from risky locations, unmanaged devices or outdated browsers. For example, you can block all access attempts from outside your approved countries of operation. • Implement Role-Based Access Control (RBAC): Adhere to the principle of least privilege. Assign permissions based on user roles, granting only the minimum access necessary for employees to perform their jobs. Don’t give every user global admin rights. 3. Apply System Updates Continuously Outdated software is a common entry point for attackers. A diligent patching process is critical for Microsoft 365 hardening. • Install Patches Promptly: Ensure all necessary security patches and updates are installed as soon as they become available. • Use Up-to-Date Versions: Always run the most secure and current versions of all applications and operating systems. This reduces the number of known vulnerabilities in your environment. 4. Configure Robust Logging and Monitoring You cannot defend against what you cannot see. Comprehensive logging provides the visibility needed to detect and respond to threats. • Enable Logging: Turn on detailed logging for all critical activities within Microsoft 365, including sign-ins, administrative changes and data access. • Monitor and Alert: Use tools like Microsoft Sentinel or other Security Information and Event Management (SIEM) solutions to centralize logs, monitor for suspicious activity and generate real-time alerts for potential security incidents. 5. Secure Your Data and Communications Protecting sensitive financial data is the ultimate goal. Encryption and data loss prevention are your primary tools for this task. • Enable Encryption: Ensure data is encrypted both “at rest” (when stored on servers) and “in transit” (when moving across networks). • Use Data Loss Prevention (DLP): Configure DLP policies to identify, monitor and automatically protect sensitive information. You can create rules to block the sharing of data categories like credit card numbers or Social Security numbers outside the organization. • Configure Microsoft Defender for Office 365: Enable “Safe Links” to scan URLs for malicious content and “Safe Attachments” to check email attachments for malware in a sandboxed environment before delivery. By hardening your systems, you adopt a proactive defense strategy, closing security gaps before they can be exploited and demonstrating due diligence to auditors. 14 In Touch
6. Change Defaults and Test Your Security Default settings are designed for ease of use, not maximum Microsoft 365 security. It’s crucial to change them and then validate your defenses. • Change All Default Passwords: Immediately change any default credentials on new systems or applications. These are publicly known and an easy target for attackers. • Test Your Configuration: After hardening your systems, conduct penetration testing and vulnerability scans to ensure your configurations are secure and identify any remaining weaknesses. 7. Maintain Ongoing Governance and Audits Security is a continuous cycle of assessment and improvement. Your work is never truly done. • Periodic Audits: Regularly audit your systems to ensure that hardware, software and services are still authorized and correctly configured. • Stay Informed: Keep up with emerging threats and evolving FFIEC guidelines to adapt your security posture accordingly. • Document Everything: Maintain thorough documentation of your configurations, policies and procedures. This is essential for demonstrating compliance during an audit. Conclusion Hardening Microsoft 365 is a complex but essential task for any community bank. It requires deep technical expertise, a thorough understanding of regulatory requirements and a commitment to continuous vigilance. While these steps provide a roadmap, implementing them effectively can be a significant challenge for IT teams juggling multiple priorities. At RESULTS Technology, we specialize in providing managed IT and compliance services tailored for community banks. We help institutions like yours navigate the complexities of Microsoft 365 security and compliance, ensuring your technology is not just a tool for business but a fortress for your data. FMSI www.fmsiconsulting.com 913.955.3355 FMSI is a small business founded and located in Kansas, specializing in assisting community banks to succeed, a mission consistent with core CBA values. We have partnered with community banks for nearly 25-years providing core advisory services including asset/ liability, investment, and liquidity management. FMSI advisors actively assess market conditions and bank balance sheets of different size, mix, and capital levels. Market conditions are constantly changing presenting opportunities and challenges for CBA member banks. Interest rates are increasing for the first time in nearly a decade and now is a perfect time to partner with a trusted, industry leader. Establishing an FMSI relationship provides confidence your bank is optimizing the balance sheet, deploying necessary strategies, maximizing profitability, and managing balance sheet risks. FMSI is a Kansas CBA Endorsed Provider 15 In Touch
CONVERSATIONS By LINDSAY E. LaNORE, Senior Executive Vice President, Chief Learning & Experience Officer, ICBA INVITING QUESTIONS TO Spark BETTER We all know how powerful curiosity can be. Every great leader knows that inviting feedback and questions from their team can be a highly collaborative and productive process. However, the ways we solicit questions can vary — as can the results. To get the results you want, consider making subtle adjustments to the way you invite questions and solicit feedback from your team in meetings or other contexts. Let’s look at three different methods, starting with the classic: “Does anyone have any questions?” When it comes to a conversation starter, it’s polite, simple and familiar. But it’s often met with silence. 16 In Touch
As a question, it leaves ambiguity in the air, implying that questions are optional or worse, not even wanted. It can signal that you, as a leader, are ready to move on. There’s also a great deal of social pressure attached to it. Participants may hesitate to reply, thinking their question isn’t “good enough,” or they may want others to break the ice and speak first. As a result, this approach generally yields low engagement, and questions often remain unasked. Let’s try a more interactive approach: “What questions do you have?” The most important quality of this prompt is that it assumes there are existing questions. It implies that curiosity is normal and encouraged. It invites participation and signals openness, with an expectation of dialogue. And yet, it may still be too broad, leaving some team members unsure where to begin. It may also feel performative if it isn’t backed by genuine interest. That said, it lowers the threshold for speaking up, solicits more thoughtful responses and encourages moderate engagement. The Two-Question Method The third approach isn’t a question at all, but rather an invitation to participate: “Ask me two questions.” Asking everyone in the room to formulate two questions makes participation a shared responsibility and creates a psychologically safe space by making asking questions the norm. It may feel a little forced, especially if trust hasn’t already been built. Your team may also feel unprepared or put on the spot. However, normalizing this kind of dialogue in meetings means that while they may be caught off guard the first time, they certainly won’t be the second or third time it happens. This invitation encourages high engagement and, when used with care, signals that questions are valued, fostering more meaningful conversations. In today’s fast-paced and stressful work environments, we need all the advantages we can get. It’s important to recognize that even the smallest adjustments can make a big difference. So, go ahead: ask me two questions! 17 In Touch
When it comes to card revenue, having the right bank identification number (BIN) type is critical. BINs are the first six to eight digits on a card that identify the issuing institution and card type, but their impact extends beyond labeling a transaction. BINs are assigned differently for commercial or consumer accounts, reward- or non-reward-based transactions, and debit or credit payments. The right mix can make the difference between a highly profitable card program and the status quo. Different BIN types trigger different interchange levels — the percentage a bank can earn on each transaction — so they can drastically affect a card program’s returns. For instance, a $10 million portfolio using an incorrect BIN structure could lose five to 10 basis points of interchange — tens of thousands annually in unrealized revenue. For this reason, every community bank with a card program should take time to assess its BIN status, ensure it aligns with the ways the card is being used, look for ways to maximize revenue and seek to optimize its program. Specifically, community banks should consider the following steps: 1. Incorporate business BINs into portfolios. ICBA Payments works with clients to optimize their card programs and often uncovers consumer BINs being used by small businesses. Using a consumer BIN for a business transaction equals lost revenue: Business BINs pay 90 to 100 basis points more than consumer cards. By simply deploying the right BIN for the type of transaction, community banks stand to earn more. 2. Limit the number of PIN-based point-of-sale (POS) networks in portfolios. There are network participation fees for these networks, so by limiting the portfolio to one PIN POS, community banks can lower their costs and support better revenue margins. 3. Develop campaigns targeting higher interchange transactions and encouraging card use. Travel and dining drive higher interchange rates, so consider campaigns that encourage card use in these segments. Little shifts add up to a lot: If a bank with 10,000 cards can drive one more transaction per month across their card base, it will earn $65,000 more in interchange per year. Community banks can increase interchange revenue through simple strategic shifts because, at its core, interchange optimization is about accuracy. Banks that confirm their BIN classifications, analyze interchange by product type and ask for transparency on how transactions are routed will see stronger returns on their card programs. Next Steps To optimize your BINs, reach out to your ICBA Payments relationship manager or email payments@icba.org. Jacob Eisen (jacob.eisen@icba.org) is CEO of ICBA Payments and its wholly owned subsidiary TCM Bank. UNLOCK HIDDEN CARD REVENUE with BINs By JACOB EISEN, CEO, ICBA Payments 18 In Touch
SAVE THE DATE 2026 ANNUAL CONVENTION & TRADE SHOW July 22-24, 2026 Sheraton Overland Park Hotel at the Convention Center 6100 College Blvd. Overland Park, KS 66211 CALL (913) 234-2100 TO RESERVE YOUR ROOM! 19 In Touch
FDIC regulations impose deposit interest rate restrictions on insured financial institutions that are less than well capitalized. Such restrictions have been in place since 1992 and were designed to prevent a less than well capitalized institution from offering deposit rates that significantly exceed the prevailing rates in its normal market area. On Dec. 15, 2020, the FDIC issued a final rule that amends its methodology for calculating interest rate limits. As of April 1, 2021, the agency uses different approaches to determine the National Rate, the National Rate Cap and the Local Market Rate Cap, which the FDIC uses to ensure that an institution offers interest rates appropriate for its capitalization status. National Rate Historically, the National Rate was calculated as a simple average of rates paid by all depository institutions and branches that offer and publish rates for specific products. Under the new regulation, the FDIC defines the National Rate as the weighted average of rates paid by all IDIs and credit unions on a given deposit product (for which data are available), based on each institution’s market share of domestic deposits, not its number of branches, as was previously the case. National Rate Cap A less than well capitalized bank may not offer a deposit rate higher than the National Rate Cap for deposits of similar size and maturity. In its new regulation, the FDIC offers two options for determining the National Rate Cap. These options were configured to ensure that less than well capitalized institutions can compete for deposits in both high-rate and rising-rate environments, as well as in low-rate or falling-rate environments. As of April 1, 2021, the National Rate Cap is defined as the higher of: • the National Rate plus 75 basis points; or • 120% of the current yield on similar maturity U.S. Treasury obligations plus 75 basis points or, in the case of any non-maturity deposits, the fed funds rate plus 75 basis points. Local Market Rate Cap When generating deposits in its local market, a less than well capitalized bank may establish its interest rate offer using the Local Market Rate Cap, which is now equal to 90% of the highest rate offered on a particular deposit product by an insured depository institution or credit union in the institution’s geographic local market area. An institution utilizing the Local Market Rate Cap will be required to notify its FDIC regional director that it intends to offer a rate that exceeds the National Rate Cap. This notification must be supported by evidence that another financial institution in its local market area is offering a rate on a particular deposit product in excess of the National Rate Cap. The specified local market may include the state, county or metropolitan statistical area in which the insured depository institution accepts or solicits deposits. FDIC INTEREST RATE RESTRICTIONS Rate Limits Under 12 CFR Part 337.7 By DEBBIE WALKER, Director of Regulatory and Compliance, QwickRate 20 In Touch
Rates for Odd Terms Standard maturity terms include: one month, three months, six months, 12 months, 24 months, 36 months, 48 months and 60 months. All other term periods are considered “off tenor” for the purpose of this regulation. If a bank offers a deposit with an off-tenor maturity for which the FDIC does not publish a National Rate Cap, and if the off-tenor maturity term is not being offered by another institution within the bank’s local market area, the bank must use the rate provided in the next lower standard maturity term for that product when determining its applicable national or local rate cap. For example, an institution seeking to offer a 26-month certificate of deposit must use the rate provided for a 24-month certificate of deposit to determine the institution’s applicable national or local rate cap. For more information, contact Debbie Walker, Director of Regulatory and Compliance at QwickRate, at (678) 797-4056, or call customer service at (800) 285-8626. QwickRate® provides the premier non-brokered CD marketplace for funding and investing, with fast connections to more than 3,000 institutions to proactively manage liquidity needs. QwickRate offers other affordable tools and services to help simplify and make work easier for bankers. The IntelliCredit loan review and credit intelligence solutions provide banks with a more efficient way to detect and manage risk, enabling them to move a decades-old loan review process online. QwickAnalytics provides time-saving bank research, performance analysis and regulatory tools, including CECLSolver and Credit Stress Test. The FDIC publishes the National Rate Cap information on its website, along with monthly updates, which can be accessed by scanning the QR code. (The FDIC maintains the discretion to publish updates more or less frequently, if needed.) https://www.fdic.gov/nationalrates-and-rate-caps 21 In Touch
Congratulations to the banks celebrating January and February anniversaries as chartered institutions! January 150 years Bank of the Flint Hills — Wamego 142 years Citizens State Bank — Cheney 139 years The Bank of Holyrood — Holyrood 122 years Bendena State Bank — Bendena 118 years Citizens State Bank of Marysville — Marysville 112 years Cottonwood Valley Bank — Cedar Point 106 years Farmers State Bank — Dwight 103 years First Option Bank — Osawatomie February 140 years Legacy Bank — Colwich 125 years Denison State Bank — Holton 113 years Citizens State Bank — Hugoton ANNIVERSARIES MEMBER FDIC 40years GROWING STRONGER TOGETHER Lending Services Operational Services Audit Services* 800-347-4MIB mibanc.com * Audit Services are offered thru MIB Banc Services, LLC, a subsidiary of our holding company. 22 In Touch
PRODUCTS AND SERVICES REFERENCE LIST 2025‑2026 CBA OFFICERS AND DIRECTORS Tanner Johnson Chairman Swedish-American Bank Steven Suellentrop Chairman‑Elect Legacy Bank Cheri Fahrback Secretary/Treasurer First National Bank of Hutchinson Joe Rottinghaus Immediate Past Chairman Conway Bank DIRECTORS Matt Engle Farmers State Bank Chris Floyd Dream First Bank Blake Jones Lyndon State Bank Brandon Lee Union State Bank Margaret Nightengale Grant County Bank Tom Sheik State Bank of Bern Irv Mitchell Past Chairman Wilson State Bank STATE ICBA DIRECTOR Blake Heid First Option Bank CBA STAFF Shawn Mitchell President and CEO shawn@cbak.com Nikki Dohrman Senior Vice President/ Executive Director nikki@cbak.com Yvonna Hansen Vice President of Member Services yvonna@cbak.com Stuart Little Little Government Relations LLC OFFICERS AND DIRECTORS The following CBA Associate Members are ready to serve you when you need them. Please keep this list handy, and the next time you’re looking for a specific service, you’ll know where to look first! Remember, this is just a sampling of what each company provides. The “*” represents an agreement for a specific endorsed product with that company. Not all products that these companies offer are endorsed by CBA. To see a detailed list and explanation of endorsements, visit CBA at www.cbak.com. Keep in mind that the services listed by each company on this page may only be a sampling of the many services they offer. By their CBA Associate Membership, these companies have shown their commitment to serving community banks. Please look to these companies first, whenever possible, to meet your banking needs. ABSTRACTING Security 1st Title Wichita, KS . . . . . . . . . . ...........(316) 267‑8371 ACCOUNTING/TAX RETURNS Allen, Gibbs & Houlik LC Wichita, KS . . . . . . . . . . ........... (316) 267‑7231 Varney & Associates, CPAs LLC Manhattan, KS . . . . . . . . ......... (785) 537‑2202 ACH *SHAZAM Johnston, IA . . . . . . . . . . .......... (515) 288‑2828 ADVERTISING SPECIALTIES *Works24 Brian: Edmond, OK . . . . . ....... (800) 460‑4653 ALARMS & SECURITY PRODUCTS Federal Protection Springfield, MO . . . . . . . ........ (800) 299‑5400 Oppliger Banking Systems Inc. Lenexa, KS . . . . . . . . . . .......... .(800) 487‑7875 ARTIFICIAL INTELLIGENCE *Agent IQ Drew: Austin, TX . . . . . . . ....... (830) 708‑9370 ASSET LIABILITY MANAGEMENT *Financial Management Services Inc. (FMSI) Chuck: Overland Park, KS (913) 955‑3355 See ad pg. 15 *QwickRate Marietta, GA . . . . . . . . . .........(800) 285‑8626 ATM EQUIPMENT (NEW/USED) Federal Protection Springfield, MO. . . . . . . . ....... (800) 299‑5400 Oppliger Banking Systems Inc. Lenexa, KS . . . . . . . . . . ........... (800) 487‑7875 AUCTION Purple Wave Manhattan, KS . . . . . . . . ......... (785) 537‑7653 BALANCE SHEET CONSULTING *Financial Management Services Inc. (FMSI) Chuck: Overland Park, KS (913) 955‑3355 See ad pg. 15 BANK OPERATIONS The Baker Group Oklahoma City, OK . . . . . . ....... (800) 937‑2257 *QwickRate Marietta, GA . . . . . . . . . .........(800) 285‑8626 BANK/PEER PERFORMANCE *QwickRate Marietta, GA . . . . . . . . . .........(800) 285‑8626 BANKRUPTCY Spencer Fane LLP Overland Park, KS . . . . . . .......(800) 526‑6529 BANK STOCK LOANS & LOAN OVERLINES Commerce Bank Kansas City, MO . . . . . . . . . . . . . . . .(800) 821‑2182 *S&P Global Stacy: Charlottesville, VA . . . . ..... (434) 951‑4419 23 In Touch
BOND ACCOUNTING First Bankers Banc Securities Overland Park, KS . . . . . . ....... (913) 469‑5400 *ICBA Securities Corporation Jim: Memphis, TN . . . . . . . .......(800) 422‑6442 COMPLIANCE ASSISTANCE/REVIEWS *Advanced Business Solutions (ABS) Sandy: Olathe, KS . . . . . . . ........ (913) 340‑7041 Allen, Gibbs & Houlik LC Wichita, KS . . . . . . . . . . ........... (316) 267‑7231 *BHG Bank Group Tom: Syracuse, NY . . . . . . . ........ (315) 372‑4510 *MPA Systems David: Fort Worth, TX . . . . . ..... (888) 233‑1584 Purple Wave Manhattan, KS . . . . . . . . ......... (785) 313‑2094 Varney & Associates, CPAs LLC Manhattan, KS . . . . . . . . ......... (785) 537‑2202 Young & Associates Inc. Kent, OH . . . . . . . . . . ........... (800) 525‑9775 CONSULTING *Bank Compensation Consulting (BCC) Rich: Plano, TX | (303) 482‑1844 See ad pg. 12 *ICBA CRA Solutions Kristine . . . . . . . . . . . ............. (914) 656‑8643 Young & Associates Inc. Kent, OH . . . . . . . . . . ........... (800) 525‑9775 CORRESPONDENT SERVICES Commerce Bank Kansas City, MO . . . . . . . . . . . . . . . .(800) 821‑2182 First National Bank of Hutchinson Hutchinson, KS | (800) 293‑0683 See ad pg. 8 The Bankers Bank Oklahoma City, OK . . . . . . ......(800) 522-9220 CORE SERVICES Data Center Inc. (DCI) Hutchinson, KS | (620) 694‑6800 See ad pg. 27 *SHAZAM Bill M. Johnston: IA . . . . . . . .......(515) 306‑8012 CRA/COMPLIANCE *ICBA CRA Solutions Kristine . . . . . . . . . . . ............. (914) 656‑8643 CREDIT AND PORTFOLIO RISK MANAGEMENT Young & Associates Inc. Kent, OH . . . . . . . . . . ........... (800) 525‑9775 CREDIT CARD PROGRAM *ICBA Payments Heather: Washington, D.C. . . . ... (800) 242‑4770 CREDIT SUPPORT *Advanced Business Solutions (ABS) Sandy: Olathe, KS . . . . . . . ........ (913) 340‑7041 DATA ANALYTICS *QwickRate Marietta, GA . . . . . . . . . .........(800) 285‑8626 DATA PROCESSING Data Center Inc. (DCI) Hutchinson, KS | (620) 694‑6800 See ad pg. 27 DEBIT/ATM CARD SERVICES *ICBA Payments Heather: Washington, D.C. . . . ... (800) 242‑4770 *SHAZAM Matt M. Johnston: IA . . . . . . ...... (515) 480‑5767 DIGITAL LENDING *BHG Bank Group Tom: Syracuse, NY . . . . . . . ........ (315) 372‑4510 DIGITAL RELATIONSHIP BANKING *Agent IQ Drew: Austin, TX . . . . . . . ....... (830) 708‑9370 DIRECTORS AND OFFICERS INS. *Travelers Danielle: St. Louis, MO . . . . ..... (800) 255‑5072 *UNICO Group Inc. Diana: Lenexa, KS | (800) 755‑0048 See ad pg. 28 DIRECTORS EXAMS Allen, Gibbs & Houlik LC Wichita, KS . . . . . . . . . . ........... (316) 267‑7231 Varney & Associates, CPAs LLC Manhattan, KS . . . . . . . . ......... (785) 537‑2202 DISASTER RECOVERY FACILITY PROGRAM *MPA Systems David: Fort Worth, TX . . . . . ..... (888) 233‑1584 EDUCATION *ICBA CRA Solutions Kristine . . . . . . . . . . . ............. (914) 656‑8643 EMERGENCY FACILITIES/ MODULAR BANK BUILDINGS FOR LEASE *MPA Systems David: Fort Worth, TX . . . . . ..... (888) 233‑1584 EMPLOYEE AND EXEC. BENEFITS *Bank Compensation Consulting (BCC) Rich: Plano, TX | (303) 482‑1844 See ad pg. 12 ESCROWS Security 1st Title Wichita, KS . . . . . . . . . . ...........(316) 267‑8371 FINANCIAL INST. BOND *Travelers Danielle: St. Louis, MO . . . . ..... (800) 255‑5072 *UNICO Group Inc. Diana: Lenexa, KS | (800) 755‑0048 See ad pg. 28 HUMAN RESOURCES *UNICO Group Inc. Diana: Lenexa, KS | (800) 755‑0048 See ad pg. 28 INFORMATION TECHNOLOGY Integris Olathe, KS . . . . . . . . . . ........... (325) 947‑5550 Kansas Bankers Technologies Salina, KS . . . . . . . . . . . ...........(888) 752‑8435 *RESULTS Technology Overland Park, KS . . . . . . . .......(877) 435‑8877 Varney & Associates, CPAs LLC Manhattan, KS . . . . . . . . ......... (785) 537‑2202 INSURANCE — BANK *Bank Compensation Consulting (BCC) Rich: Plano, TX | (303) 482‑1844 See ad pg. 12 *Travelers Danielle: St. Louis, MO . . . . ..... (800) 255‑5072 *UNICO Group Inc. Diana: Lenexa, KS | (800) 755‑0048 See ad pg. 28 24 In Touch
INTEREST RATE RISK SERVICE *Financial Management Services Inc. (FMSI) Chuck: Overland Park, KS (913) 955‑3355 See ad pg. 15 *ICBA Securities Corporation Jim: Memphis, TN . . . . . . . .......(800) 422‑6442 INTERNAL AUDIT *Advanced Business Solutions (ABS) Sandy: Olathe, KS . . . . . . . ........ (913) 340‑7041 INTERNET BANKING Data Center Inc. (DCI) Hutchinson, KS | (620) 694‑6800 *ICBA Payments See ad pg. 27 Heather: Washington, D.C. . . . ... (800) 242‑4770 INTERNET WORLD WIDE W.E.B. Oppliger Banking Systems Inc. Lenexa, KS . . . . . . . . . . ........... (800) 487‑7875 INVESTMENTS Commerce Bank Kansas City, MO . . . . . . . . . . . . . . . .(800) 821‑2182 *Financial Management Services Inc. (FMSI) Chuck: Overland Park, KS (913) 955‑3355 See ad pg. 15 First Bankers Banc Securities Overland Park, KS . . . . . . ....... (913) 469‑5400 *ICBA Securities Corporation Jim: Memphis, TN . . . . . . . .......(800) 422‑6442 IT SECURITY Integris Olathe, KS . . . . . . . . . . .......... .(325) 947‑5550 Kansas Bankers Technologies Salina, KS . . . . . . . . . . . ...........(888) 752‑8435 *RESULTS Technology Darla: Overland Park, KS . . . . ....(877) 435‑8877 LEGAL SERVICES Spencer Fane LLP Overland Park, KS . . . . . . .......(800) 526‑6529 LENDING *BHG Bank Group Tom: Syracuse, NY . . . . . . . ........ (315) 372‑4510 LOAN COLLECTIONS AND WORKOUTS Spencer Fane LLP Overland Park, KS . . . . . . .......(800) 526‑6529 LONG RANGE PLANNING Varney & Associates, CPAs LLC Manhattan, KS . . . . . . . . ......... (785) 537‑2202 MARKETING *SHAZAM Johnston, IA . . . . . . . . . . .......... (515) 288‑2828 *Works24 Brian: Edmond, OK . . . . . ....... (800) 460‑4653 MERCHANT PROCESSING *SHAZAM Johnston, IA . . . . . . . . . . .......... (515) 288‑2828 MERGERS/ACQUISITIONS Olsen Palmer Kansas City, MO . . . . . . . . . . . . . . . (816) 379‑4029 Spencer Fane LLP Overland Park, KS . . . . . . .......(800) 526‑6529 MOBIL CUSTOMER ENGAGEMENT *Agent IQ Drew: Austin, TX . . . . . . . ....... (830) 708‑9370 NETWORK SECURITY Kansas Bankers Technologies Salina, KS . . . . . . . . . . . ...........(888) 752‑8435 PAYMENTS *ICBA Payments Heather: Washington, D.C. . . . ... (800) 242‑4770 PORTFOLIO MANAGEMENT *Financial Management Services Inc. (FMSI) Chuck: Overland Park, KS (913) 955‑3355 See ad pg. 15 RETIREMENT PLANNING First Bankers Banc Securities Overland Park, KS . . . . . . ....... (913) 469‑5400 SECONDARY MORTGAGE MARKET LENDING FHLBank Topeka Topeka, KS . . . . . . . . . . .......... (800) 933‑2988 Mortgage Investment Services Shawnee, KS . . . . . . . . . .......... (913) 390‑1010 SECURITY MONITORING Federal Protection Springfield, MO . . . . . . . ........ (800) 299‑5400 SUPPLEMENTAL HEALTH INSURANCE *UNICO Group Inc. Diana: Lenexa, KS | (800) 755‑0048 See ad pg. 28 TECHNOLOGY SERVICES Integris Olathe, KS . . . . . . . . . . ........... (325) 947‑5530 Kansas Bankers Technologies Salina, KS . . . . . . . . . . . ...........(888) 752‑8435 *QwickRate Marietta, GA . . . . . . . . . .........(800) 285‑8626 *RESULTS Technology Darla: Overland Park, KS . . . . ....(877) 435‑8877 *S&P Global Stacy: Charlottesville, VA . . . . ..... (434) 951‑4419 TELECOMMUNICATIONS CONSULTING Verge Network Solutions Inc. Oklahoma City, OK . . . . . ....... (405) 782‑8400 TELECOMMUNICATIONS SERVICES Verge Network Solutions Inc. Oklahoma City, OK . . . . . ....... (405) 782‑8400 TELECOMMUNICATIONS SYSTEMS Verge Network Solutions Inc. Oklahoma City, OK . . . . . ....... (405) 782‑8400 TITLE INSURANCE Security 1st Title Wichita, KS . . . . . . . . . . ...........(316) 267‑8371 WEBSITE DEVELOPMENT *S&P Global Stacy: Charlottesville, VA . . . . ..... (434) 951‑4419 WHOLESALE LENDING FHLBank Topeka Topeka, KS . . . . . . . . . . .......... (800) 933‑2988 Mortgage Investment Services Shawnee, KS . . . . . . . . . .......... (913) 390‑1010 Last Update: January 2026 Visit CBA online at www.cbak.com. 25 In Touch
x In partnership to grow Kansas’s community banks. BANK WEBINARS Live & On-Demand Business Deposit Accounts: Disclosures, Documentation & Details 2026 Agricultural Lending Challenges: Economic Conditions, Managing Troubled Borrowers & Updates on the ACRE Act & Government Support Payments Workplace Violence: Prevention Strategies & Survival Tactics SARs: New FAQs Reduce SAR Filings Audit Simplified: The Auditor's Objective, Procedures & New Accounting Standards 2026 Regulatory & Industry Updates for Credit Professionals ACH Specialist Series: ACH Tax Refund Posting & Liabilities Call Center Training: Security, Regulations & Legal Issues AI Series: AI in Electronic Banking: Rules, Requirements & Regulatory Readiness Private Mortgage Insurance: From Calculation to Cancellation BSA Program Management: Audits, Training, Internal Controls & Officers Audit Ready: Preparing for Your 2026 Cyber or IT Exam Decrypting Personal Tax Returns Part 1: Form 1040, Schedules B & C Consumer Deposit Accounts: Disclosures, Documentation & Details Responding to Elder Exploitation in Real Time: Delaying, Denying & Escalating Transactions When Loans Change: Handling Refinancings & Modifications Annual Anti-Harassment Training FEB. 2 FEB. 3 FEB. 4 FEB. 4 FEB. 5 FEB. 9 FEB. 10 FEB. 11 FEB. 12 FEB. 17 FEB. 18 FEB. 19 FEB. 23 FEB. 24 FEB. 25 FEB. 26 FEB. 27 Understanding FinCEN Rules, Advisories & Notices IRA Series: Beneficiary Payouts & Processes Escheatment Essentials: Managing Dormant Accounts & Unclaimed Property Managing ATM Operations & Risk Exercising the Right of Setoff Against Deposit Accounts AI Series: Auditing AI & Automation: Are Controls Keeping Up with Technology? Opening Nonprofit Accounts: Compliance Standards & Procedures Title Insurance in Lending: Risk, Recovery & Real Estate Protections ACH Specialist Series: 2026 ACH Rules Update & Initiatives Decrypting Personal Tax Returns Part 2: Form 1040, Schedules D, E & F Consumer Real Estate Appraisal Reviews: Do You Know What to Look For? Teller Excellence Series: Check Components, Legal Issues & Endorsements Where Does Flood Insurance Go Wrong? New Compliance Officer Boot Camp Preparing Practically Perfect Proof of Claims, Including Recent Bankruptcy Rule Changes Lending Compliance for New Loan Officers Building a Stablecoin Payments Strategy for Financial Institutions Financial Education as a Growth Strategy MAR. 2 MAR. 3 MAR. 4 MAR. 5 MAR. 9 MAR. 10 MAR. 10 MAR. 11 MAR. 12 MAR. 16 MAR. 17 MAR. 18 MAR. 23 MAR. 24 MAR. 25 MAR. 26 MAR. 30 MAR. 31 fin-ed.info/cbak
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