PUB. 13 2024 ISSUE 2 OFFICIAL PUBLICATION OF THE VIRGINIA ASSOCIATION OF COMMUNITY BANKS 2024 VACB — WILLIAMS MULLEN 24th ANNUAL BANKERS’ CUP TOURNAMENT
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© 2024 Virginia Association of Community Banks | The newsLINK Group, LLC. All rights reserved. The Community Banker is published four times each year by The newsLINK Group, LLC for the Virginia Association of Community Banks and is the official publication for this association. The information contained in this publication is intended to provide general information for review and consideration. 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 specific circumstances. The statements and opinions expressed in this publication are those of the individual authors and do not necessarily represent the views of the Virginia Association of Community Banks, 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. The Community Banker is a collective work, and as such, some articles are submitted by authors who are independent of the Virginia Association of Community Banks. While The Community Banker encourages a first-print policy, 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. CONTENTS 8 16 VACB Board of Directors CHAIR Joseph R. Witt, CPA The Old Point National Bank Hampton CHAIR-ELECT Tara Y. Harrison Virginia National Bank Charlottesville VICE CHAIR Lisa E. Kilgour MainStreet Bank Fairfax ICBA VIRGINIA DELEGATE Blake M. Edwards Jr. Skyline National Bank Independence PRESIDENT & CEO Steven C. Yeakel, CAE VACB Richmond VACB DIRECTORS CLASS OF 2024 Chris R. Snodgrass The Bank of Marion Marion Blake M. Edwards Jr. Skyline National Bank Independence CLASS OF 2025 Dabney T.P. Gilliam Jr. The Bank of Charlotte County Phoenix CLASS OF 2026 LeAnne R. Emert Benchmark Community Bank Kenbridge Cetric A. Gayles Citizens Bank & Trust Blackstone Aaron Green Pendleton Community Bank Harrisonburg James E. Hendricks Village Bank Midlothian Robert J. Hobbs CornerStone Bank Lexington Paul M. Mylum National Bank Roanoke Thomas L. Rasey Jr. The Farmers Bank of Appomattox Appomattox Matthew H. Steilberg C&F Bank Toano VACB STAFF Katharine C. Garner, CMP Vice President Education & Communications Kelli C. Mallinger Member Services Administrator Chairman’s Message 4 Execution of Our Value Proposition By Joe Witt, CPA, Chair, VACB President’s Column 6 A New Wave of Success To Build On! By Steven C. Yeakel, CAE, President and CEO, VACB 8 2024 VACB — Williams Mullen 24th Annual Bankers’ Cup Tournament 12 Lessons Learned Over 30 Years By Alan J. Kaplan, Founder and CEO, Kaplan Partners 14 To All CRA Officers: Bless Your Heart! By Steffani Jenkins, CRA Liaison, ICBA CRA Solutions 16 Strengthening Your Bank’s Resilience The Critical Role of Portfolio Management and Loan Review Processes By Rachael Carter, SVP of Client Success, Teslar Software 19 Save the Date VACB 47th Annual Convention & Trade Show 3 The CommunityBanker
Chairman’s Message EXECUTION OF OUR VALUE PROPOSITION Joe Witt, CPA Chair, VACB Fellow Community Bankers, Congratulations! We are about halfway through 2024 following one of the toughest years in modern banking history. Virginia community bankers have weathered the storm, and we continue to serve our communities with purpose, strength and gratitude. Community banks are the center of growth and stability for our local economies. Expanding upon our themes for this year, I would like to focus this column on our third theme: Execution of our Value Proposition. Traditional banking has been challenged over the past several decades with new and increased competition from non-traditional competitors, increased regulation, an increasingly unfriendly and biased media, consumerism and rapid industry consolidation. The larger institutions now control the majority of deposits in the U.S. Credit unions in Virginia control nearly half of all deposits in the commonwealth. As community bankers, we have many issues unique to us. Our mission is focused on our communities, small businesses, our neighbors and our local economies. Our message can easily be diluted or even lost if we do not speak with one unified voice. The VACB and the ICBA provide quality collaboration among its members, educational opportunities for community bankers, a nationally focused “ICBA ThinkTech” which provides the latest in technology and innovation through vendor partnerships, and most importantly, exclusive national advocacy for community banks. This is our Value Proposition. When our collective and unified voices are heard, community bankers are stronger. At the end of April, community bankers from across the nation converged on Washington, D.C. for the ICBA Capital Summit. I am proud that the VACB led its largest delegation ever, with 28 bankers participating from 16 banks. Only two large states sent more bankers. We were able to have valuable meetings with Sens. Warner and Kaine and meet with several key House members. The Summit represents the value add that the VACB brings to Virginia Community Bankers. Our message to our elected officials 100% represented the interest of community banks and was not compromised by other members of the financial sector. Your Board and Executive Committee have a busy summer ahead. We continue the recruiting process with our partner, Vetted Solutions, to find the next executive to lead the VACB. In early October, we will once again convene for our annual meeting at the beautiful Kingsmill Resort in Williamsburg, Virginia. It will be a time to come together as community bankers to celebrate our industry, the impact we have on our communities and Steve’s retirement. In the interim, enjoy the summer and time off with your families. Sincerely, Joe Witt Chair 4 The CommunityBanker
Is your community bank innovative? Meet Charles. Charles keeps ICBA members informed about emerging solutions that help solve specific community bank challenges. He listens to bankers concerns and plans programs that help get to the core of what our members need most. Even when he’s biking through the streets of Atlanta, he’s thinking about how we can help community bankers level up their fintech game. As an ICBA member, you’ve got Charles in your corner. Learn more at icba.org/innovation
President’s Column A NEW WAVE OF SUCCESS TO BUILD ON! Steven C. Yeakel, CAE President and CEO, VACB As I look ahead to a busy summer, including plenty of respite for a change (two 50th high school reunions!), I also look back with gratitude on a very successful spring calendar, including three five-star major events within four weeks between mid-April and mid-May. You and your colleagues turned out in force for numerous education events and another beautiful day on the links for our 24th Annual Golf Tournament. Thank you. But the crown jewel of that time, an event that has the potential to supercharge the future of our association, was the ICBA Capital Summit, where nearly 30 VACB bankers showed up to advocate for their profession and their communities. Only Illinois and Minnesota, with hundreds more charters than Virginia, sent more bankers to Washington for the event. Despite the challenge of working with so many bankers and the logistics of scheduling 13 congressional meetings, I found the work to be inspirational, because of the power of the diversity in our group. Sixteen banks were represented. Eleven bankers attended for the first time. Every congressional district was represented — a first! With special thanks to those who took part, and those who enabled them to do so, we’ll list the names of participating banks and bankers on the next page and add a few photos to reflect the enthusiasm of these crucial meetings. Thanks again for your engagement. There’s more work to do, of course, and we hope our team of direct advocates continues to grow. Onward! 6 The CommunityBanker
2024 CAPITAL SUMMIT ATTENDEES Bank of Charles Town Alice Frazier Christopher Turley Benchmark Community Bank LeAnne Emert Mike Arthur Blue Ridge Bank Steve Farbstein C&F Bank Matthew Steilberg Citizens Bank & Trust Company Cetric Gayles LINKBANK Carolyn Kline Johnson Adam Nalls MainStreet Bank Jeff Dick Abdul Hersiburane Lisa Kilgour Tommy Cary Debra Cope Tom Floyd National Capital Bank Brad Duncan Ian Kilby Claire O’Connor Old Point National Bank Joe Witt Pendleton Community Bank Aaron Green Jonah Pence Primis Bank Kim Williams Skyline National Bank Blake Edwards Anthony Edwards Summit Community Bank Phillip Quintana The Farmers Bank of Appomattox Tom Rasey Village Bank Jay Hendricks VACB Steve Yeakel 7 The CommunityBanker
2024 VACB — WILLIAMS MULLEN 24th ANNUAL BANKERS’ CUP TOURNAMENT 8 The CommunityBanker
Virginia has experienced a stunning spring this year, and it was never more evident than at the VACB 24th Annual Bankers’ Cup Golf Tournament on May 13 at Spring Creek Golf Club in Zion Crossroads. VACB member bankers and associate members gathered for a day of fun and fellowship on the green. The mood was congenial, with golfers looking forward to being together on a gorgeous day and playing a fast round of golf. This year’s tournament was again graciously co-sponsored by Williams Mullen, and 16 teams wasted no time getting to their spots for the shotgun start. To get the morning started on the right foot, this year’s tournament featured the ever-popular tune-up/warm-up beverage station sponsored by Revio. Out on the fairway, players were well‑fed and hydrated, thanks to our supporting sponsors. Stifel, an endorsed provider of ICBA, and the Federal Home Loan Bank of Atlanta were our sponsors of the beverage carts during the tournament, and 9 The CommunityBanker
Sentry Management provided boxed lunches. Many thanks also to S&P Global who provided golf balls for all the players! Our tournament wouldn’t be complete without thanking our Captain’s Club sponsors, Banc Card of America, Community Bankers’ Bank, Pendleton Community Bank and Revio. As the Spring Creek golf pro tallied up tournament results to determine the winners, golfers enjoyed a meal, a beverage and networking at the post-tournament reception and meal. VACB Vice Chair Lisa Kilgour from MainStreet Bank and VACB’s Steve Yeakel awarded team and contest prizes. The 24th Annual Bankers’ Cup tournament was a tremendous success once again, and we thank all our members for their support, both on and off the green! We could not do what we do without your continued help and support! 10 The CommunityBanker
FIRST PLACE TEAM (Team comprised of S&P Global and Oak View National Bank) Ryan Chakalos S&P Global Dave Meadows Oak View National Bank Kyle Utz S&P Global Josh Woodson S&P Global SECOND PLACE TEAM (One of the two teams from Bank of Charlotte County) Jimmy Clay Robbie Elliott Scott Martin Derek Mason THIRD PLACE TEAM (Team comprised of Revio and Jay Stafford, retired) Sanjay Bhaskar Shaan Bhaskar Shiv Bhaskar Jay Stafford Benchmark Community Bank, retired VACB CLOSEST TO THE PIN WINNER Ryan Chakalos S&P Global VACB LONGEST DRIVE WINNER — FEMALE Beth Moncure Benchmark Community Bank VACB LONGEST DRIVE WINNER — MALE Parker Shama Virginia National Bank 11 The CommunityBanker
As Kaplan Partners celebrates our 30th anniversary this year, I’ve been contemplating how best to mark this milestone. It is hard to fathom how our firm has grown and evolved from those early days when the business launched in the second bedroom of our townhouse in downtown Philadelphia. We’ve learned and seen a lot since then, so I thought that I would share some of the most critical lessons we’ve learned about leadership and governance over the past three decades. There is no doubt that the business environment will remain challenging for the foreseeable future. However, I have observed that the most successful organizations over time — regardless of industry — are those whose boards, CEO and senior leaders place the highest value on human capital across their institution. Here are five areas where our lessons learned may be worth pondering for the future: 1. Talent Matters: Everyone knows the old saying, “People are our most important asset.” Yet, given today’s workforce dynamics, historically low unemployment and demographic challenges, the issues of employee attraction, development and retention need to be taken to another level. Boards and CEOs should be questioning their chief human resources officers about their plans to tackle these challenges, and CEOs need to take the lead on people issues. If your human resources leaders are not bringing strategic thinking to the human capital arena, it may be time to revisit this area, as talent management is not going to get any easier in the years ahead. The variable on plan execution always comes down to talent. 2. CEO Succession: The decision of organizational leadership is a board’s most important responsibility. Yet many boards do not emphasize this adequately, often allowing a long-tenured and well-liked CEO to dodge the questions of succession or their own retirement plans. For a firm with viable internal CEO successors, the lack of a planned succession timeline can breed extreme frustration for internal contenders, perhaps even causing some to depart for a perceived better opportunity. In addition, many boards also have little real experience navigating the challenges and dynamics of leadership succession and may benefit from outside assistance of some sort for this most important decision. 3. Board Performance: Boards today will benefit from taking a closer look at how they operate, what topics they mainly discuss and how everyone behaves in the boardroom. As Bill McNabb, former chairman & CEO of Vanguard, has emphasized, most boards acknowledge that they would like to spend more time on key subjects such as talent, strategy and risk. The need for boards to add more strategic thinking, business sophistication, By Alan J. Kaplan, Founder and CEO, Kaplan Partners LESSONS LEARNED OVER 30 YEARS 12 The CommunityBanker
technology savvy and financial acumen remains urgent. Forward-thinking boards should also put in place director education requirements to ensure that board members remain current on key technical, governance and industry best practices. It is difficult to be a high performing company without a high performing board. 4. Board Succession: Many boards are aging and slowing the pace of board refreshment by raising or even eliminating mandatory retirement ages. Boards need to take a hard look at director longevity and tangible contributions, especially for long-tenured directors. In addition, boards are generally striving to get younger and more diverse while elevating the level and scope of the board’s knowledge base. Nearly all boards today conduct some kind of general evaluation or self-assessment on a regular basis, but moving towards “performance based assessments of directors for continued board service” has become the gold standard. Many directors fear individual peer evaluation, as they view this as a means to drive non-renewal, but often those same fearful directors are usually on the weaker end of the spectrum. Proactive board refreshment has proven to be a hallmark of highly effective boards. 5. Lead From the Front: People do not want to be managed as much as they want to be led. Successful leaders have the ability to lay out a vision for an organization, communicate that vision and create the “followership” which drives execution. Leaders who are authentic in their approach leave employees feeling that their contributions — however small in the grand scheme — really matter. As Maya Angelou eloquently stated, “… people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” This is a defining characteristic of great leaders. Leading any organization today is more complex than at any time in history, and leading with authenticity and intentionality is vital. Boards will benefit from redefining their approach to governing while remembering that they are not the managers of the business. At the end of the day, success in business always comes down to talent — executive leadership, high quality directors and the folks just trying to bring in business or serve customers every single day. As our firm has learned, maintaining and elevating the focus on human capital across the board is the surest way to long-term success. Alan J. Kaplan is founder and CEO of Kaplan Partners, a Philadelphia‑based retained executive search and board advisory firm celebrating its 30th anniversary this year. You can reach Alan at (610) 642-5644 or alan@kaplanpartners.com. 13 The CommunityBanker
TO ALL CRA OFFICERS: BLESS YOUR HEART! By Steffani Jenkins, CRA Liaison, ICBA CRA Solutions Have you ever been told “Bless your heart!” after talking about a challenging situation? Being from the South, this is what comes to mind when a banker tells me they’ve just been gifted with the title of “CRA Officer,” along with all their other responsibilities. CRA requirements and compliance are evolving; therefore, learning the basics of CRA is critical. If your bank is an HMDA and/or small business reporter, the first thing your examiner will typically do at the onset of a CRA exam is perform a data integrity review of your HMDA LAR and your small business loans. If your error percentage is above 5%, this sets the stage for the CRA exam and … bless your heart! It’s probably not going to go well. Review every loan to ensure the loan is coded correctly and that all reportable fields for CRA match the application or other supporting documentation. Depending on the volume of loans, this could be a full-time job, but the results are worth the money and effort to ensure your data is accurate. Most intermediate-small and large banks are required to report their Community Development activities for consideration by their regulator at exam time. The big question is always “How much is enough?” Your last Performance Evaluation (PE) should be a good indicator. If they used words like “poor” or “adequate,” you need to step up your game. Set goals for each assessment area 14 The CommunityBanker
has made a loan, provided a service and donated to the CRA qualified organization. This denotes a true “partnership.” Document, document and document! That’s a critical piece of CRA that many either don’t do or aren’t doing enough. Your community development activities must be documented to not only prove CRA qualification but also prove that an impact was made by the activity. If you can’t describe the impact, then you probably aren’t going to impress the examiner with the activity. Often, the impact can be demonstrated through photos. If a financial education class is taught, take photos of the event. This not only shows the number of participants but also demonstrates their attention to the teacher and the topic. Examiners are going to review each of your assessment areas to determine the opportunity to provide CRA qualified activities. They make this determination via many factors that include demographics, competition, economic conditions, peers and your bank’s product offerings. Give the examiners the answer to these questions at the beginning of the exam. For those areas where it may appear the bank is deficient, discuss the deficiencies and what steps the bank has taken to mitigate them. This is all included in the CRA Self-Assessment (SA). The SA gives the bank an opportunity to talk about their successes as well as explain the reason for deficiencies. Include your market leaders’ input in the SA. If a business closes in a small town and it eliminates jobs for low- and moderate-income people, then this is going to affect the bank’s ability to lend. Your market leaders can relay this information to you so it can be documented in the SA. If you aren’t making mortgage loans to low-income people, provide financial education in that market and document that in the SA. This is your opportunity to brag about your successes, opine on any perceived deficiencies and, as the examiners always say, “Tell your story.” Next, provide training on CRA for employees. I recently heard a CRA officer say they only provide an annual computer-based training. This is important but it’s not enough. In-person training allows you to have the full attention of your audience, and they are more likely to ask questions. Include branch managers, presidents and commercial lenders. All these people are integral to a successful CRA program. Also, provide annual training for your board of directors. They need to understand CRA at a high level and know how the bank is performing related to CRA. Document all CRA training efforts and provide this information to the examiner at exam time. Lastly, don’t wait until the exam to get to know your examiners. Develop a relationship with them throughout the exam period. Suggest that you meet with them on a quarterly basis to discuss your CRA program, deficiencies and new product or program considerations. Also, get to know the regulators’ public affairs person in your area. They can also assist with strengthening your program. Though CRA is a federal requirement for banks, it can also have a positive impact on our communities. When the job seems never-ending, think about the lives you impact and the areas that are improved by your efforts. The “Bless your heart” moments won’t seem quite so bad, and your bank will benefit both in reputation and in exam ratings. based on your last PE as well as your deposit market share in each assessment area. Review your peer bank PEs as well. This is a good indicator of opportunity for the market, and it can give ideas for your own CRA program. The partnerships we create can go a long way in alleviating the stress of finding CRA-qualified activities, or it can hinder them. At the beginning of each year, create a road map of where you want that year to lead you, based on a needs analysis and assessment area analysis. Next, find the best of the best non-profit organizations that can help you implement. Examiners like “trifecta” relationships, one where the bank 15 The CommunityBanker
STRENGTHENING YOUR BANK’S RESILIENCE
In today’s financial landscape, community financial institutions find themselves navigating through a unique set of challenges. The wave of bank failures throughout 2023 put a spotlight on the volatile side of the industry, making it critical for community institutions to remind the world of their resilience. Thriving in today’s unpredictable environment requires establishing and maintaining critical strategies for safeguarding your portfolio, including streamlined portfolio management processes and procedures to identify and mitigate risks earlier. SIMPLIFY ANNUAL LOAN REVIEW One of the primary defenses against portfolio vulnerabilities is for institutions to ensure they’re doing appropriate Annual Loan Review (ALR). Having an established procedure in place for conducting ALR enables institutions to proactively address potential issues before they escalate. When establishing a consistent procedure, it of course should be as easy as possible. Many of the cumbersome tasks associated with ALR, such as identifying and aggregating loans eligible for review, assigning them out and digging for the needed data, can be automated with the right technology. Once the ideal procedure is identified and the essential tools have been determined, institutions can also consider workflow automations that set clear deliverables and deadlines, provide notifications to The Critical Role of Portfolio Management and Loan Review Processes By Rachael Carter, SVP of Client Success, Teslar Software 17 The CommunityBanker
appropriate team members and automate routing and imaging. Easy access to data will also transform an institution’s approach to managing loan portfolios, ensuring FIs can maintain rigorous standards of due diligence while also focusing on growth and other initiatives. Transparency into comprehensive loan information, such as associated relationships, origination data and potential risk details, empowers bankers to make informed decisions without the hassle of digging through multiple systems for that data. THE POWER OF CONCENTRATION REPORTS In November 2023, Citizens Bank of Sac City, Iowa, failed due to overexposure in the commercial trucking industry. The trucking industry has struggled the past couple of years amid economic declines, which is part of the reason this caused the failure. However, this bank failure could have been avoided if their concentrations had been more diversified. By knowing where they currently stand in their concentrations, banks know where they can focus their growth efforts to reduce the need to implement heightened credit risk procedures as a result of being overly concentrated — in CRE specifically — or by growing portfolios in certain areas too rapidly. The Federal Banking Agencies’ joint guidance on CRE loan concentrations, recently updated in July 2023, recommends that institutions track their levels of exposure granularly enough to determine and adjust concentration limits as market conditions change. Keeping a close eye on current concentrations internally is often easier said than done. Access to data is key to doing this successfully, and many banks are unable to collect the data needed to produce reports this granular. It is common for institutions to operate with separate legacy systems that do not aggregate data. To gather needed data, many banks would need to search their core(s), other systems and hard copy files and backfill data into their current systems or spreadsheets, which requires a lot of resources most institutions can’t spare right now. It is also recommended that banks have a portfolio management system that provides the information needed to measure and monitor concentration risk. This includes data points relevant to a bank’s lending strategy, underwriting standards and risk tolerances, such as debt service coverage levels, loan segmentations to determine diversification within a portfolio and established concentration limits. For optimal efficiency and scalability, banks need a system that can be readily accessed and easily (or automatically) updated. Concentration reports suggested by the agencies’ guidelines include concentration by property type, borrower concentration reports, loans requiring loan policy exception approvals, number and volume of exceptions by nature, justification and trends, performance of exception loans compared with loans underwritten within guideline, and typical loan production and performance reports by type, region, officer, etc. Streamlining reporting processes can help institutions stay on top of data trends without adding extra lift. There are tools available to allow for more enhanced reporting and analysis. With these systems, bankers can easily build out reports such as these or even automate such reports and have them delivered via email. INTERNAL LOAN REVIEW AND AUDIT PROCESSES A recurring theme we’ve noticed with the bank failures that occurred last year is that many of their weak points could have been mitigated or avoided with appropriate internal loan reviews and audit checks. There is a lot of value in these processes. Regularly reviewing and auditing loan portfolios ensures that potential issues Staying mindful of the benefits of early detection, risk mitigation and portfolio optimization will help foster a proactive culture and maintain business strategy. 18 The CommunityBanker
VACB 47th ANNUAL CONVENTION & TRADE SHOW October 6-8, 2024 Kingsmill Resort Williamsburg, VA SAVE THE DATE are identified and addressed promptly, maintaining the health and integrity of the institution’s portfolio. Streamlining and standardizing this process can significantly enhance operational efficiency and decisionmaking accuracy. Consistent processes are critical for increasing operational efficiency, especially amid talent shortages, and they help avoid oversights or missing information. Adopting technology for these processes can help aid in identifying loans in need of review, speed up the time it takes to complete the review and ensure accuracy of reviews by aggregating data from multiple cores and systems. Technologies that offer integrations into imaging systems would further streamline the review process and workflows. The right approach not only simplifies the internal loan review process but also ensures it is consistent and trackable across the entire organization, whether it’s a small team within a single region or a larger department across multiple states. EMBRACING AUTOMATION AND CONTINUOUS MONITORING Bankers should not consider these measures as a response to negative outcomes or difficult times, but rather as having the tools in place to remain ahead of the curve. It’s easy to not worry about the bad times when things are going well, which is where automation of these processes adds an extra benefit. Automating these processes not only increases the efficiency and accuracy of portfolio management, but also allows institutions to easily stay on top of their portfolio and uncover any potential surprises before they become problematic. Staying mindful of the benefits of early detection, risk mitigation and portfolio optimization will help foster a proactive culture and maintain business strategy. In doing so, institutions can ensure the stability and health of their portfolios, safeguarding against the unforeseen and securing their future regardless of the economic environment.
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