Pub. 12 2017-2018 Issue 2

July/August 2017 7 Extraordinary Service for Extraordinary Members. PRESIDENT’S MESSAGE NBA Strategic Plan Now Underway ■ President’s Message — continued on page 11 Richard J. Baier, President & CEO, Nebraska Bankers Association W HILETRAVELINGACROSSINTERSTATE80RECENTLY,ISPENT some time reflecting upon the very first, boxy cell phone I owned in roughly 1994. This heavy device offered questionable quality and service, but it was very cool. Clearly, times and technology have changed! Today, our lives are driven by smart phones and new technologies— email, text messaging, calendars, contacts, internet searches, directions, movies, entertainment, etc. No one industry has been impacted more dramatically by changes in technology and resulting consumer preferences than banking and financial services. These rapid technological advances were one factor that led your NBA Board of Directors to embark upon a strategic planning process in late 2016. At the July meeting, the NBA Board accepted the final stra- tegic planning document and recommendations fromFinancial Shares Corp. (FSC). The plan was developed following a variety of member surveys; board retreats; member, nonmember, and staff interviews; and a thorough data review. The plan outlined four primary strategic goals. Within these goals, the plan identified 55-plus strategic action steps. The board and staff analyzed these specific implementation steps and settled on a list of eight to 12 priorities for the coming year. A complete copy of the plan can be found on the NBA website at http://bit.ly/NBAStrategicPlan. Following is listing of the four primary goals along with a sampling of action steps within each category. Goal #1: Increase Organizational Efficiency a. Consolidate accounting functions between the NBA and NBISCO 2017- 2018 b. Conduct a thorough financial review of all NBISCO and NBA educational offerings 2017- 2018 c. Finalize VEBA online enrollment 2018 d. Evaluate offering NBA/NBISCO/VEBA programs to associate members and preferred vendors 2017- 2018 e. Solicit outside experts to review and offer strategies for VEBA to better navigate the changing healthcare marketplace 2017- 2018 Goal #2: Enhance Organizational Effectiveness a. Develop a formal social media strategy 2017- 2018 b. Engage next generation (young) bankers inmaking school presentations and hosting peer groupmeetings 2018 c. Craft formal succession plans for key NBA staff and the lobbying team 2017- 2018 d. Extend the terms for NBA Board members 2018 e. Conduct a member dues review to assure consistency in the marketplace 2018- 2019 Goal #3: Improve Advocacy & Industry Promotion a. Initiate a candidate school for Nebraskans seeking local and state elected office 2018- 2019 b. Host a Young Bankers of Nebraska (YBON) day at the Nebraska Capitol 2018 c. Develop targeted marketing/promotional efforts to showcase the importance of Nebraska banks and careers in banking 2017- 2019 d. Lead a statewide discussion/strategy about improving financial literacy 2018- 2019 e. Increase effectiveness of banking internship programs at all banks and extend internship matchmaking to all higher education institutions 2018- 2019 Goal #4: Pursue Growth in a Disciplined Manner a. Conduct research/survey member institutions about specific business needs to support new preferred vendors and services 2017- 2019 b. Meet with large-member institutions to discuss collaboration on education and training opportunities 2017- 2018 c. Continually evaluate products and services that assist members with the talent recruitment and development process 2017- 2019 d. Help growing member institutions meet CRA-related requirements (i.e., SBIC, financial literacy) 2018- 2019 e. Identify specific product offerings to expand to partnerships with other state bankers associations 2019