2026 ISSUE 4 Official Publication of the Community Bankers Association of Kansas 2026 ANNUAL GOLF CLASSIC Service: The Heart of the Community Bank Difference Endpoint Detection in Modern Banking Strengthening the First Line of Defense
“Bankers' Bank of Kansas is the definition of a trusted partner. Trust, for me, is enough. I am confident when I share information with BBOK it won't leave their organization. When a partnership starts with trust, everything else follows.” JAY KENNEDY, FIRST NATIONAL BANK BBOK.com 316.681.2265 555 N Woodlawn, Bldg. 5 Wichita, KS, 67208 Backing the banks building our communities.
4 FLOURISH Service: The Heart of the Community Bank Difference By Rebeca Romero Rainey, President and CEO, ICBA 6 PORTFOLIO MANAGEMENT Playing Under Par Community Banks Should Take a Page Out of the Golfer’s Playbook By Dillon Wiedemann, Senior Vice President of the Financial Strategies Group, The Baker Group 8 2026 Annual Golf Classic 12 Proactive Planning for CRA Success By William J. Showalter, CRCM, CRP, Senior Consultant, Young & Associates Inc. 14 Community Banker Appreciation Tailgate Sept. 12, 2026 | KSU vs. WSU 16 FRAUD WATCH When Your Bank Is Where the Money Lands By Scott Anchin, Senior Vice President, Strategic Initiatives and Policy, ICBA 18 Endpoint Detection in Modern Banking Strengthening the First Line of Defense By Sean Martin, Director of Product Strategy for Managed Services, CSI 20 SHAZAM Celebrates 50 Years of Innovation By Patrick Dix, VP, Client & Association Engagement, SHAZAM 22 Anniversaries 23 Products and Services Reference List 25 Officers and Directors 26 Train Smarter. Not Harder. 50+ Webinars for Community Bankers | August & September CONTENTS ISSUE 4 cbak.com ©2026 The Community Bankers Association of Kansas (CBAK) | MBR Connect™, formerly The newsLINK Group LLC. All rights reserved. In Touch is published six times per year 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 (801) 676-9722. 82026 ANNUAL GOLF CLASSIC 18 ENDPOINT DETECTION IN MODERN BANKING 4SERVICE: THE HEART OF THE COMMUNITY BANK DIFFERENCE 3 In Touch
FLOURISH SERVICE: The Heart of the Community Bank Difference By REBECA ROMERO RAINEY President and CEO, ICBA In the months that have passed since we came together at ICBA LIVE, I’ve been reflecting on one key sentiment that came across loud and clear: Community banks have a unique and profound impact on the lives of those we serve. At LIVE, retired U.S. Army Staff Sergeant Travis Mills, a quadruple amputee, shared his story of perseverance and courage, inspiring everyone in the room. But an electric current shot through us all when he indicated that the work he does today to support families of military veterans has been made possible by his local community bank. Everyone sitting in the crowd made a connection in real time that the work they do is vital to helping humanity. That truth is reflected in the way in which we conduct business. One of my favorite things to do while traveling is to meet with bankers in their community. The story is the same in every market: Community banks go the extra mile to serve. I recently met with a banker in Colorado who recounted stories of the businesses his bank supported. From the college and hospital to local restaurants and farmers, he knew their histories and current challenges. Community bankers might take this approach for granted, but this is the side of relationship banking that makes the difference. The difference is the relationships, the history and the desire to invest and support the long-term viability of the community, one small business at a time. Lenders of Choice Shortly after this visit in Colorado, I had a meeting with the head of the National Economic Council. We went back to the data: Community banks fund 60% of U.S. small business loans and 80% of the banking industry’s agricultural loans. While this aggregate information tells a story, it doesn’t explain that we do it because it’s what’s right for our communities. That’s why leaders need to hear the stories of community bank service. Hearing them reveals, without a doubt, that community banks are the hearts of their communities, and their communities have their hearts. That love for what we do and who we serve transcends day-to-day business to ensure we make a real difference. At ICBA, this is what we’re fighting for and standing up to support through advocacy, education and innovation. We strive to bring you the solutions that help you make a difference every day. Just as LIVE’s “Anchored in Purpose” theme said, the work community banks do matters, and we must continue amplifying that message for all who need to hear it. Where I’ll Be I’ll be meeting with the boards of ICBA and the ICBA Services Network. I’ll also be attending the Independent Banks of South Carolina and BankIn Minnesota 2026 annual conventions. 4 In Touch
PORTFOLIO MANAGEMENT PLAYING UNDER PAR One thing that might have gone unnoticed over the past few months is the book price for the average community bank’s bond portfolio. It has dipped below par (100 cents on the dollar), according to the more than 700 financial institutions that process bond accounting reports with The Baker Group, though individual bank results may vary. More surprisingly, this hasn’t been the case since 2009. When the Fed began raising rates in 2022, prices on the universe of bonds swung from premiums to discounts. Portfolio managers admirably continued adding bonds to the portfolio in the face of steep unrealized losses. Today, they’re being rewarded for that faith as bond portfolio yields sit at 14-year highs and book prices are below par for the first time in roughly 17 years. Given that we find ourselves in not-recently-charted territory, it’s a good time to examine what this means for the bond portfolio and some lessons we can learn from the game of golf. Protecting the Scorecard It’s not often I find myself playing under par in golf, but one key to keeping that streak going for as many holes as possible is playing smart and managing risk. Just as taking too much risk in golf can turn a bad shot into a bad hole, buying the wrong bond or reaching for yield at the wrong time can wipe out years of progress. Community Banks Should Take a Page Out of the Golfer’s Playbook By DILLON WIEDEMANN Senior Vice President of the Financial Strategies Group, The Baker Group 6 In Touch
Club Selection Matters A golfer doesn’t win with just one club, and neither does a balance sheet manager. As portfolio managers continue to book bonds at discount prices, the following positive things can happen: 1. In falling-rate scenarios, institutions should see the yield on their bond portfolios drift up. This is driven by faster prepayments causing quicker discount accretion to par as cash flow comes back sooner than was anticipated when the bonds were purchased. This is an excellent hedge against the margin erosion that typically happens in falling-rate environments. 2. Total return potential should improve. A discount bond has more positive convexity than the same bond purchased at a premium. Imagine a callable agency purchased at 100 cents on the dollar. That bond’s price appreciation potential is limited to basically zero, because anything above par would be considered in-the-money to be called away. Now imagine the same callable agency purchased at 94 cents on the dollar. This bond has six points of price appreciation potential before getting to a price above par where it can be called away. But club selection matters. An area of weakness for discount bonds is in rising-rate scenarios. As rates go up, we get less cash flow than anticipated, and the discount accretion slows down, causing our yield to drift lower. Few, if any, would have rising rates as their base case scenario, but it’s important to acknowledge all scenarios as an effective portfolio manager. Continue to add discounts and focus on structure as you make investment selections, but if you start to notice that your portfolio is full of discounts, don’t be afraid to diversify by adding bonds that have premiums. Just as discounts can offer positive yield drift in falling-rate scenarios, premiums can offer positive yield drift in rising-rate scenarios. Adding both premiums and discounts gives the portfolio a natural yin and yang as rates move in either direction. It also protects the portfolio from being overly exposed to one scenario. As I wrap this column up, it’s time to come clean and admit that I stole these points of wisdom from a far better golfer than myself. I would give credit, but the name conveniently escapes me, as the advice was borrowed without asking. Even so, it’s the first time in a long time that bond portfolios have been positioned with these yields and book prices. Now is not the time to start playing like we need to make up strokes. Continue to focus on building a portfolio with a disciplined strategy, and you should continue to reap the rewards. Dillon Wiedemann (dwiedemann@gobaker.com) is a senior vice president of the Financial Strategies Group at The Baker Group, ICBA Securities’ endorsed broker-dealer. As fixed-income portfolio managers, we don’t have the benefit of uncapped gain potential like stocks do. Our yield can fluctuate based on prepayments, but we have a limit on what our investments can earn. That’s why taking too much credit risk is an asymmetrical risk: The maximum upside is capped to the yield we earn, but the maximum downside is total loss of principal. Our philosophy has always been to take credit risk on the loan side, where you draw from experience in evaluating credit risk, but you’re also better compensated for taking that risk. Reaching for yield in the bond portfolio can often mean taking on unknown risks. In today’s world of artificial intelligence, those potential risks are only growing. As a recent example, consider owning a corporate bond in IBM. IBM is a longstanding titan of Fortune 500 companies, but who could’ve predicted that a new AI coding tool would send the stock tumbling over fears that it could wipe out a strong revenue-generating business line for IBM? I’m certainly not calling for IBM to begin defaulting on its debt, but it’s an example of how quickly the picture can change and why adding bonds with agency or government guarantees protect the portfolio against credit risk, even if it means a little less yield. 7 In Touch
2026 ANNUAL Golf Classic 8 In Touch
On June 1, CBA proudly hosted its Annual Golf Classic at the Salina Country Club, establishing a prime venue for industry professionals to forge valuable connections. The event, set against the stunning backdrop of a beautiful day, provided an unparalleled opportunity for networking and partnership development. 9 In Touch
Participants engaged in a spirited golf tournament, fostering camaraderie and collaboration among attendees. This successful gathering was made possible through the decisive support of our key sponsors: • Bank Compensation Consulting (BCC) • Bankers’ Bank of Kansas • Data Business Equipment (DBE) • Data Center Inc. (DCI) • FHLBank Topeka • ICBA Securities/The Baker Group • LendingStandard • Midwest Independent BankersBank • Office of the State Bank Commissioner (OSBC) • Olsen Palmer • RESULTS Technology • SHAZAM Inc. • The Bankers Bank Their unwavering commitment and contributions were instrumental in driving the event’s success and solidifying its impact within the industry. 10 In Touch
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Proactive Planning for CRA Success There was a lot of talk a few years ago about the regulatory agencies updating their rules implementing the Community Reinvestment Act (CRA). The Office of the Comptroller of the Currency (OCC) even revised its CRA rule. But the other agencies did not follow suit, and the OCC rescinded its amendments, reverting to the previous regulation. The last time the agencies overhauled their CRA rules was during the Clinton administration in the 1990s. So, it’s probably due — banking and the communities it serves have changed significantly in the past 20 or so years — but that effort will take some time. For now, we have to make sure we are serving our communities to the best of our abilities and complying with the current CRA rules. The 1990s-era CRA rules are more performance-focused than the previous rules, but they are not objective. The rules and examination procedures do spell out what examiners will review. However, because many subjective terms and flexible standards are used, how examiners will review CRA performance is not specified. Examiner judgment is the guiding principle here. This leaves banks not knowing whether their performance is satisfactory until after an examination is completed. Banks cannot eliminate this risk of examiner criticism entirely, but steps can be taken to significantly reduce it, including good strategic planning. Why Manage CRA? Many banks feel they are doing a pretty good job of meeting the credit (and other banking) needs of their local communities. So, why should they invest significant time and effort in managing their CRA climate and performance? The answer is that good CRA performance is just good business. As with any other business function, smooth operation depends on good management. Directing the CRA function also allows banks to navigate the CRA examination process more easily and can prevent unexpected and unnecessary delays in future mergers, branching and other corporate applications. Setting the Stage A bank can, to some extent, set the framework within which its performance will be judged. A formal way to do this is to choose the formal CRA strategic plan option, where the bank writes its own lending, investment and service goals with input from its community. The bank’s supervisory agency reviews and approves the plan, then assesses the bank’s performance against the plan’s goals. There is a less formal way to accomplish the same ends. A bank can formulate an internal CRA strategic plan that sets out objective standards against which its performance can be gauged. An important element of such a plan is to establish realistic goals based on local community factors (economic conditions, credit needs and demand, etc.) and the bank’s situation (size, financial condition, stability, etc.). One crucial component of such a scheme is the ongoing internal monitoring and reporting of results. An informal plan should be shared with examiners, assuming the goals are being met, to provide them with the objective standards the bank wants to use to measure its CRA performance. This allows the bank to control its destiny to a greater extent by building the gauge for rating its performance, one that accounts for its own and its community’s unique situation. By WILLIAM J. SHOWALTER, CRCM, CRP Senior Consultant, Young & Associates Inc. 12 In Touch
Banks cannot eliminate this risk of examiner criticism entirely, but steps can be taken to significantly reduce it, including good strategic planning. Other advantages of an informal plan over a formal one are that it does not have to be negotiated with members of the public, formally approved by regulators or made public. Drafting a Plan A CRA plan should be developed to align with the bank’s existing planning structure and culture. It should build on the bank’s identified strengths in its performance and aim to shore up any weak areas. The team assembled to draft the plan should be diverse and represent all areas of the bank that affect and touch on CRA performance. This brings the strengths and viewpoints of a variety of bank players into the process and helps get wide “buy-in” to the plan, an important element for its success. The plan also must be tailored to fit the CRA environment within which the bank operates — the size and CRA type of the bank (small, intermediate small, large retail, limited purpose or wholesale), past CRA performance of the bank, characteristics of the bank (culture, business lines, etc.) and local community conditions (employment and income levels, economic needs, etc.). This process will guide the bank in deciding how to address its CRA responsibilities. Elements of the CRA planning and management process include: • Setting clear, attainable goals for a “satisfactory” CRA rating, and more ambitious, stretch goals for an “outstanding” rating • Managing the information about the bank’s CRA performance (data revolving around the three key tests in the CRA examination scheme for large retail banks and thrifts: lending, investments and services), including analysis of that data to get a picture of the bank’s ongoing performance • Establishing and nurturing relationships with active community partners, with a positive approach to working together for the betterment of the local community Conclusion Banks can control their CRA destiny. However, to do so, the entire process must be managed proactively — plans drawn up, goals set, information managed and community partnerships nurtured. Dynamic, ongoing management of the entire CRA process, with appropriate accountability standards for all players, can yield positive results not only for banks but also for their communities. William J. Showalter, CRCM, CRP, is a senior consultant with Young & Associates Inc. (younginc.com), with over 40 years of experience in compliance consulting, advising and assisting financial institutions on consumer compliance and compliance management issues. He has also developed and conducted compliance training programs for individual banks and their trade associations and has authored or co-authored numerous compliance publications and articles. Bill can be reached at (330) 678-0524 or wshowalter@younginc.com. 13 In Touch
COMMUNITY BANKER Appreciation Tailgate Sept. 12, 2026 KSU vs. WSU RSVP for the CBA Tailgate Register online at www.cbak.com or complete this form and email it to nikki@cbak.com. Please note you do not have to have game tickets to attend the Tailgate. (To purchase tickets, contact KSU.) REGISTER to attend the Tailgate below! Contact Name: Contact Email: Names of Attendees: Bank: City: 5897 SW 29th Street • Topeka, Kansas 66614 • Phone: (785) 271-1404 • Email: info@cbak.com • www.cbak.com Tailgate Registration Deadline is August 21! Get Ready To Be Our Guest! Enjoy complimentary food and drinks starting three hours before kickoff at the CBA tent, situated at the Bill Snyder Family Stadium at Kansas State University (2201 Kimball Ave., Manhattan, KS). KSU tailgates are set up at the northeast lawn of the stadium or the lawn of the rowing center. Kindly provide a contact name and email address to receive the exact location before game day. 14 In Touch
Is your community bank thriving? Meet Sean. Sean works hand-in-hand with community banks in the Midwest to find ICBA member benefits that help them achieve their bank’s goals. Sean is a proud cheesehead and Green Bay Packers shareholder, cheering on the team to the Super Bowl each year when he’s not on the road representing ICBA. For community banks in the Midwest, he’s your biggest champion helping you partner with ICBA for success. Learn more at icba.org/membership
FRAUD WATCH When Your Bank Is Where the Money Lands By SCOTT ANCHIN Senior Vice President, Strategic Initiatives and Policy, ICBA Community banks have built strong fraud-prevention practices for customers sending money out. Tellers are trained to spot unusual wires. Verification thresholds catch large transfers. Conversations at the counter give customers who have been groomed by fraudsters the chance to reconsider their transactions. This work has long put community banks on the front lines of fraud prevention, but it captures only one side of the problem. The other side is inbound activity. Investment fraud, romance scams and online extortion schemes all produce money that must land somewhere before it can move on. Sometimes, it lands at community banks. A fraud network recruits a money mule, someone to move money on their behalf, either knowingly or unknowingly, through a job posting, a relationship or coercion. The mule opens an account, presenting documentation that looks routine. The account receives inbound transfers from victims at other institutions, sent at the fraudster’s direction. Within days or even hours, the funds move, often to cryptocurrency exchanges or 16 In Touch
other accounts in a layered chain. By the time the originating bank or law enforcement traces the funds back, the money has typically moved on. Account opening can move faster at smaller banks than at large institutions, and fraud networks have noticed. Inbound activity runs against a smaller volume base at smaller institutions, which cuts both ways for detection. Much fraud detection technology was built around outbound patterns. Federal authorities have been documenting the pattern. FinCEN issued an advisory in August 2025 describing how recruited money mules open accounts across multiple institutions to receive and move illicit proceeds. The agency issued additional guidance in September 2025 covering similar schemes targeting individual victims, where mules typically take a percentage fee for moving funds. The Department of Justice’s annual Money Mule Initiative has acted against thousands of mules in each recent cycle. A few operational priorities deserve attention. Account-opening reviews should weigh indicators federal authorities have flagged, including inconsistent occupation information, addresses that match those of other recently opened accounts and documentation that suggests third-party preparation. Transaction monitoring should give inbound activity the same level of scrutiny as outbound activity. Incoming wires that are quickly followed by transfers to cryptocurrency exchanges or money services businesses are the clearest indicator of a mule account in use. Community banks should consider building or expanding an active 314(b) practice, one of the strongest tools available, as information sharing lets institutions coordinate directly when suspicious patterns appear. Filings should name the suspected mule, describe the inbound and outbound pattern and reference the relevant typology source so law enforcement has what it needs to act. Community banks that embed inbound detection into their fraud posture make it harder for these schemes to run. The attention to individual accounts that defines community banking is exactly what this work requires. Scott Anchin (scott.anchin@icba.org) is senior vice president of strategic initiatives and policy for ICBA. The Department of Justice’s annual Money Mule Initiative has acted against thousands of mules in each recent cycle. 22318 Midland Drive • Shawnee, KS 66226 • NMLS #194708 YEARS 26 Local Partners, Shared Values, Stronger Communities We’re not a national giant – we’re your local wholesale lending partner. Together, we bring your customers the best of both worlds: • Fannie Mae Seller/Servicer • Government programs – FHA, VA, and USDA-GRH • Local expertise – We live and work in your community • Trusted partnership – Backed by 26 years of service • More options – Flexible lending without losing the personal touch Andrew Holtgraves Senior Vice President 913-558-2555 andrew@mischomeloans.com PARTNER WITH US 17 In Touch
By SEAN MARTIN Director of Product Strategy for Managed Services, CSI Most modern banking attacks no longer begin at the network perimeter. They begin on endpoints like employee devices, where remote access, cloud applications and day-to-day business activity create more opportunities for attackers to gain a foothold. More than half of financial institutions experienced a cyberattack in the past year, underscoring how frequently these devices are now targeted. Effective endpoint detection gives financial institutions the visibility needed to identify suspicious activity on employee devices before threats spread across the organization. Why Endpoints Have Become the Primary Attack Surface Every remote login, cloud application session, downloaded attachment and employee device creates another opportunity for attackers to gain access. Because so much business activity flows through these devices, they’ve become one of the most frequent and easiest ways for cyber threats to gain access. Attackers increasingly exploit trusted workflows such as email access, remote logins and cloud sessions rather than attempting to bypass hardened perimeter controls. Phishing emails, stolen credentials and social engineering tactics are designed to blend into normal workflows. After compromising a single endpoint, attackers can quickly access internal systems and expose sensitive data. This often occurs before traditional controls detect anything wrong. Many traditional security tools were designed to identify known threats, not suspicious behavior occurring across thousands of user interactions and devices. That gap often delays detection until attackers have already moved deeper into the environment. Keeping laptops and other endpoint devices secure is crucial to protecting against endpoint-based attacks. Why Legacy Security Falls Short Traditional perimeter security was built for a very different operating environment. However, the environment has changed. Today’s environment includes remote access, cloud platforms, third-party integrations and employees connecting from virtually anywhere. At the same time, the way organizations operate has shifted, with more cloud usage, remote work and connected systems making the traditional perimeter far less effective. Many legacy tools still rely heavily on known threat signatures, while modern attacks frequently involve legitimate credentials, trusted applications and behavior that initially appears normal. They constantly change, making them harder to detect. AI-assisted phishing and automated attack tooling are also Endpoint Detection in Modern Banking Strengthening the First Line of Defense 18 In Touch
accelerating the pace at which attackers can identify and exploit weaknesses. As a result, endpoints have become one of the most difficult areas to monitor consistently. A single compromised device can provide attackers with access to internal systems, user accounts and sensitive operational data. Financial institutions need security operations capable of detecting and responding to suspicious activity before attackers can move laterally. From Reactive Security to Proactive Defense As institutions recognize the need to shift from reacting to threats to stopping them earlier in the process, endpoint detection and response (EDR) plays an important role. Rather than relying solely on known threat signatures, EDR platforms continuously monitor device activity for indicators such as privilege escalation, unusual access patterns and suspicious process behavior. Identifying threats is only part of the challenge. Many institutions see more alerts than internal teams can realistically manage. Without consistent monitoring and clear response processes, important signals can be missed or delayed. This, in turn, gives attackers valuable time to move further into the environment. Examiners increasingly expect institutions to demonstrate not only that threats are detected, but that response activity is timely, documented and repeatable. Endpoint visibility has become a core operational requirement for both incident response and examiner readiness. To meet these rising demands, institutions must go beyond detection and begin building a more modern, proactive approach to endpoint security. Building a Modern Endpoint Security Strategy The challenge is no longer simply identifying threats but responding quickly when suspicious activity arises. As attack timelines shrink, institutions need security operations that can quickly investigate alerts, isolate compromised devices and contain threats before they spread. But as defenses evolve, so do attackers. They are becoming more sophisticated, using automation and AI to scale their efforts, creating a widening gap between the speed of attacks and the speed at which institutions can detect and respond. Closing that gap requires operational discipline around endpoint security as much as technology. To get started, institutions should focus on a few key priorities. • Gain Full Endpoint Visibility: Ensure you have a clear, centralized view of all devices across your environment, both on premises and remote. After all, you can’t protect what you can’t see. • Maintain a Reliable Patching Program: Unpatched systems can quickly become easy entry points for attackers. A consistent, timely patching program helps close vulnerabilities before they’re exploited. • Adopt Behavior-Based Detection: Move beyond signature-based tools and implement solutions that identify suspicious activity based on behavior, not just known threats. • Enable Real-Time Response Capabilities: Contain threats quickly by isolating compromised devices, stopping malicious processes and limiting lateral movement before damage spreads. • Establish Continuous Monitoring: Threats don’t operate on a schedule, so 24/7 monitoring ensures alerts are investigated and addressed without delay. • Require MFA for All Users: Phishing-resistant MFA helps prevent stolen credentials from becoming an open door to your systems. Enforcing it across all users significantly reduces the risk of unauthorized access. Institutions are increasingly combining EDR technology with managed monitoring and response services to reduce investigation delays and improve coverage. By pairing the right tools with defined workflows and dedicated oversight, institutions can strengthen their defenses without overextending internal teams. Protecting devices and data is essential, and the right technology partner can be the difference maker against modern cyber threats. Closing the Endpoint Response Gap For many financial institutions, the challenge is no longer acquiring security tools. It’s sustaining the operational workload that comes with them. Alerts need to be reviewed, activities investigated and decisions made quickly. Without dedicated resources, it’s easy for things to get delayed or overlooked. Key endpoint response functions requiring ongoing operational support include: • Monitoring endpoint activity 24/7. • Reviewing and prioritizing alerts as they come in. • Investigating suspicious behavior and identifying what actually needs attention. • Supporting response actions, such as isolating devices or stopping malicious activity. Reinforce Your Front Line of Defense Endpoint detection isn’t just another layer of security; it’s where most attacks begin. Institutions that can detect and respond more quickly are far better positioned to stop threats before they spread. By identifying suspicious activity early and acting quickly, they can contain threats before they disrupt operations, expose sensitive data or impact account holders. Sean Martin, the director of product strategy for managed services at CSI, has worked to establish cybersecurity programs for financial institutions for over 15 years. Previously, Sean has served as network and security operations manager, product manager, and in various engineering roles since 2001. In his current role, Sean identifies and implements solutions designed to maximize security and profitability for financial institutions. Sean speaks regularly on a variety of financial technology topics, including managed services and IT security best practices. 19 In Touch
SHAZAM Celebrates 50 YEARS of Innovation By PATRICK DIX, VP, Client & Association Engagement, SHAZAM This summer, SHAZAM®, the nation’s only core debit network and debit processor serving community banks, marks a significant milestone. Fifty years ago, a group of bankers decided they wanted a voice in the newly evolving electronic payments system. They created the network you know today as SHAZAM. In those five decades, SHAZAM pioneered the PIN-debit point-of-sale transaction, introduced a national debit product and was among the first to introduce a system to significantly reduce fraud losses. How It All Started SHAZAM’s story is rooted in ensuring everyone has access to payments technology. In the mid-1970s, a group of Iowa bankers realized they needed to find a way to access the same electronic funds transfer technology services the larger banks were offering to their customers. These community bankers helped establish the Iowa Transfer System, now known as SHAZAM, as one of the first electronic funds transfer networks in the world. The network eventually became a state-authorized central routing unit for both ATM and POS debit transactions. SHAZAM’s first president and CEO, Dale Dooley, literally built the system from the ground up. He was the visionary who found efficiency and prioritized security 20 In Touch
See how SHAZAM has strengthened community financial institutions for half a century. gets a vote. This ensures that everyone has an equal voice in the future of our company and the products and services we invest in. These members also select our board of directors. These directors are representatives from SHAZAM-member financial institutions and provide direction to executive leadership on strategic planning and major decisions on company business. “SHAZAM’s membership model is unique to the financial services industry,” says Paul Waltz, SHAZAM President and CEO. “Serving our members, and not shareholders, allows our organization to make long-term decisions that are in the best interests of community financial institutions.” Setting the Stage for Continued Success As SHAZAM celebrates 50 years, we find ourselves facing some of the same questions bankers did back in 1976. That’s why our mission of strengthening financial institutions remains critical to the payments industry and to our member owners. We are committed to continuing our investment in payments innovation, developing the latest tools for bank customers and supporting the long-term health of community banking. We are proud to be the Community Bankers Association of Kansas’ endorsed payments partner, and we are looking forward to another 50 years of strengthening financial institutions! Patrick is a seasoned media professional with 25 years of experience as a broadcast journalist. He leads SHAZAM’s strategic partnerships with more than 70 industry organizations and trade associations, supporting their advocacy efforts and ensuring community financial institutions have a strong voice in the payments industry. Patrick brings his storytelling approach to audiences across the country on a variety of topics, provides commentary to help audiences understand complex topics and delivers easily digestible takeaways they can use at their institution. He’s a graduate of the University of Missouri with a degree in journalism and has been with SHAZAM since 2015. enhancements like the PIN at the point of sale. Dale had a passion, particularly for the community banking industry, but it was his visionary leadership of the payments system that is still part of the foundation of the modern system we use today. SHAZAM’s legacy of payments industry leadership includes several notable firsts, from launching the world’s first integrated point-of-sale pilot to pioneering fuel pump debit card transactions. All of those technical advancements were driven by the needs of our member banks and guided by the belief that their customers should have access to the latest, most secure technology at a price that kept the bank profitable. Over the decades, SHAZAM has added core, digital banking and document imaging to its lineup of tools our members use every day. Each time we added a service, we asked, “Will this help community banks stay competitive in their market?” As we look to the future where digital assets and artificial intelligence offer both opportunity and risk, we are asking the same questions and prioritizing member needs first. By Bankers, for Bankers As a member-owned organization, SHAZAM is uniquely structured to put its clients first. At the heart of this model are our financial institution clients who apply to become members. Every member financial institution, regardless of asset size, 21 In Touch
JULY 144 years The Halstead Bank — Halstead 140 years Wilson State Bank — Wilson 125 years Union State Bank — Everest 124 years First National Bank — Scott City 120 years Bank of the Plains — Plains 120 years The First State Bank of Healy — Healy 108 years GNBank, N.A. — Girard 60 years Garden Plain State Bank — Wichita Congratulations to the banks celebrating July and August anniversaries as chartered institutions! ANNIVERSARIES AUGUST 149 years Howard State Bank — Howard 134 years Baldwin State Bank — Baldwin City 125 years Lyndon State Bank — Lyndon 27 years Community Bank of Wichita Inc. — Wichita COMPETITIVE RATES We take pride in our operational efficiency which results in MIB being able to provide valuable services at highly competitive prices. Call us to find out how much you could save. Lending Services Operational Services Audit Services mibanc.com MEMBER FDIC HIGH VALUE SERVICES, Chris Bryan 816-500-6253 Travis Anderson 402-440-2448 22 In Touch
PRODUCTS AND SERVICES REFERENCE LIST 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 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 Data Business Equipment (Formerly Oppliger) Lenexa, KS . . . . . . . . . . .......... .(800) 487‑7875 Federal Protection Springfield, MO . . . . . . . ........ (800) 299‑5400 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 *OptimaFI (Formerly QwickRate) Pam: Memphis, TN . . . . . . .......(800) 285‑8626 ATM EQUIPMENT (NEW/USED) Data Business Equipment (Formerly Oppliger) Lenexa, KS . . . . . . . . . . ........... (800) 487‑7875 Federal Protection Springfield, MO. . . . . . . . ....... (800) 299‑5400 AUCTION Purple Wave Manhattan, KS . . . . . . . . ......... (785) 537‑7653 BALANCE SHEET CONSULTING *Financial Management Services Inc. (FMSI) Chuck: Overland Park, KS . . . . .... (913) 955‑3355 BANK OPERATIONS The Baker Group Oklahoma City, OK . . . . . . ....... (800) 937‑2257 *OptimaFI (Formerly QwickRate) Pam: Memphis, TN . . . . . . .......(800) 285-8626 BANK/PEER PERFORMANCE *OptimaFI (Formerly QwickRate) Pam: Memphis, TN . . . . . . .......(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 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 *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. 5 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 23 In Touch
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 *OptimaFI (Formerly QwickRate) Pam: Memphis, TN . . . . . . .......(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 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 *Travelers Danielle: St. Louis, MO . . . . ..... (800) 255‑5072 *UNICO Group Inc. Diana: Lenexa, KS | (800) 755‑0048 See ad pg. 28 INTEREST RATE RISK SERVICE *Financial Management Services Inc. (FMSI) Chuck: Overland Park, KS . . . . .... (913) 955‑3355 *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 See ad pg. 27 *ICBA Payments Heather: Washington, D.C. . . . ... (800) 242‑4770 INTERNET WORLD WIDE W.E.B. Data Business Equipment (Formerly Oppliger) 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 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 LendingStandard Lenexa, KS . . . . . . . . . . ...........(866) 981-5883 Rocket Pro Detroit, MI . . . . . . . . . .......... (704) 650-0622 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 24 In Touch
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 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 See ad pg. 17 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 *OptimaFI (Formerly QwickRate) Pam: Memphis, TN . . . . . . .......(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 See ad pg. 17 Last Update: June 2026 Visit CBA online at cbak.com. 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 25 In Touch
When a Business Owner Dies, Sells, or Delegates Authority Remote Deposit Capture (RDC): Lessons Learned for Consumer & Business Users Countdown to New FDIC Signage Effective April 1, 2027 HMDA: Avoiding Common Errors Alert! IRS Proposed Remittance Rule: No Exemption Like Regulation E Record Retention in the Digital Age: What to Keep, When to Destroy, What Holds Up in Court? Executive Order 2026: New Expectations for CIP, CDD, and Credit Risk Management Effective Board Packets: Maximizing Reporting Effectiveness FDIC, AI & Risk Management: How to Inventory, Assess & Govern AI Activity Writing a Top-Notch BSA Policy Troubled Loan Modification Recommended Practices Identity Theft Red Flags & FACT Act Compliance Force-Placed Flood Insurance Deep Dive Fair Lending Essentials, Exam Issues & Compliance 2026 BSA & OFAC Frontline Training Collection Series: The Latest in Skip Tracing Tools & Techniques Conducting an RTP Audit Conducting a Physical Security Review & Risk Assessment Debit Card Fraud: Tips, Tools & Tested Procedures Fraud Series: Confronting ACH Origination Fraud Efficient BSA Exam Preparation: Current Issues & Lessons Learned Handling W-9s, W-8BENs & IRS Mismatches Financial Sector Artificial Intelligence Executive Oversight Commercial Credit Analyst Series: Commercial Loan Underwriting Fundamentals Enhancing Videoconference Compliance & Communication for Financial Institutions Handling Garnishments, Levies & Subpoenas: A Legal Compliance Toolkit SAR Decision-Making Escrow Deep Dive: From Loan Estimate to Annual Analysis AI Policy Design & Implementation Advertising Compliance Part 1: Text, Print, TV & Radio Payment Systems: Who, What, and How? ID Verification 101: Understanding Identification Types & Spotting Fraud Collection Series: Fixed Income Collection Challenges & Solutions BSA Review Part 1: Breaking Down the Regulation Reg E Requirements for Debit Card Error Resolution Security Assessments: A Security Program Essential Stablecoin for Boards and Senior Management Teller Excellence Series: Opening Nonresident Alien Accounts Agricultural Lending in a Down Cycle: Identifying, Managing & Resolving Credit Risk Fraud Series: Internal Controls for Deposit & Check Fraud 2026 Federal Hemp Ban: What It Means for Your BSA Program IRA Series: Roth IRA Distributions Construction Loans: Framing a Strong Compliance Program Advertising Compliance Part 2: Electronic Advertising, Including Social Media, Internet & Texting When a Depositor Dies: Next Steps FDIC Most Frequently Cited Exam Violations 2026 Commercial Credit Analyst Series: Commercial Lending Risk Assessment & Mitigation Provisional Credit Under Reg E: Parameters, Timeframes & Landmines Data Breaches & Ransomware: Are You Prepared? Frontline Fraud Prevention: Stopping Fraud at the Teller Line Employee Discipline: What Every Manager Needs to Know AUG. 3 AUG. 4 AUG. 5 AUG. 6 AUG. 6 AUG. 10 AUG. 10 AUG. 11 AUG. 11 AUG. 12 AUG. 13 AUG. 17 AUG. 17 AUG. 18 AUG. 18 AUG. 19 AUG. 19 AUG. 20 AUG. 20 AUG. 24 AUG. 25 AUG. 25 AUG. 26 AUG. 27 AUG. 31 SEP. 1 SEP. 2 SEP. 3 SEP. 3 SEP. 8 SEP. 8 SEP. 9 SEP. 10 SEP. 11 SEP. 14 SEP. 15 SEP. 15 SEP. 16 SEP. 16 SEP. 17 SEP. 18 SEP. 21 SEP. 21 SEP. 22 SEP. 23 SEP. 23 SEP. 24 SEP. 28 SEP. 29 SEP. 29 SEP. 30 x In partnership to grow Kansas’s community banks. fin-ed.info/cbak TRAIN SMARTER. NOT HARDER. 50+ Webinars for Community Bankers | August & September
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