Academics

The curriculum for the 2020 Session is designed to provide officers of financial institutions the knowledge and information necessary for advancement to senior positions. To achieve its objective, the School utilizes a combination of teaching platforms such as lectures, cases, and computer-based simulations. An informal atmosphere allows maximum interaction between students and faculty.

YEAR ONE

Courses

Asset/Liability Management

Stephen Lacewell (Required)

Asset/Liability Management provides a basic understanding of a bank’s techniques to measure and manage interest rate risk. Discussion focuses on the responsibilities of a bank’s asset and liability management committee, the sources of interest rate risk, and tools to measure the sensitivity of earnings and market value of equity to changes in interest rates. Topics include: the repricing (GAP) model; duration; economic value of equity; simulation models; and balance sheet adjustment and hedging techniques.

Financial Markets

Michael J. Highfield (Required)

An overview of financial markets and institutions. Topics include the role of intermediaries, the nature and functions of money, a review of the time value of money; the level and structure of interest rates; interest rate risk versus price risk; money market and capital market assets; diversification; and the role of derivative assets in risk management. This course is designed to provide foundational finance knowledge for the remaining coursework at the Graduate School of Banking at LSU.

Monetary Economics

Brandon Cline (Required)

Monetary Economics is designed to assist the banker in analyzing and explaining economic conditions and forces.  Topics pertain to the entire banking and economic system, but relate directly to risk management, A/L composition, and other decisions made within the bank.  The course addresses the effects of policy decisions on financial markets; it takes participants “inside” the Federal Reserve as they learn how monetary decisions are made and implemented.  The course provides a practical framework for determining how fiscal and monetary policies affect global, national, and local economies.  Other topics include: economic measures and indicators, regulation, interest rate risk, and the trade-offs associated with economic decision making.

Strategic Bank Marketing

John Oxford, CFMP (Required)

Strategic Bank Marketing  – In a conservative and commoditized industry that provides the market place with little choice due to product parity and regulatory restrictions, how do you make your bank stand out?

From marketing strategy and targeting to brand management, technology and budgeting, participants will develop an understanding of modern bank marketing and take home fresh ideas and tactics on how to make their bank stand out in a sea of sameness.

Upon completion of this course, the participant should have a basic understanding of modern bank marketing, branding, promotions, budgeting, public relations and applicable tactics.  This course will take a deep and exciting dive into the four “Cs” of modern marketing:  Content, Connection, Conversion and Campaigns.

Electives

Building Business Partnerships

Jack Hubbard (Elective)

Building Business Partnerships – Selling has changed radically since Eve completed the world’s first transaction with Adam.  Over the years, the sales approach that seemed to generate the most traction was launched in 1968 when Xerox Corporation created an internal training process that became know as Needs Satisfaction Selling to combat fierce competition in the photocopying industry.  This and the Consultative Selling model that began in 1970, worked very well for decades since the seller knew much more about their product than the buyer.

This elective takes a cradle to leadership look at what it takes to build and sustain a business banking Performance Culture.  You won’t go home with scripts and there is nothing to memorize.  No manipulation or tricks.  Today’s “go to” bankers are Resource Managers who earn that title through respect, value creation and by providing new ideas that help businesses thrive.  When they win, you win, the bank wins, and everyone succeeds.

Credit Analysis for Lenders

Ken B. Cyree (Elective)

Credit Analysis for Lenders is an advanced course designed for the student with commercial lending experience who has a working knowledge of accounting and ratio analysis.  Emphasis will be placed on refining those techniques, which lead to sound commercial lending decisions and becoming a value-added lender.  This includes analysis of ratio trends, working capital, cash flows, developing and using a cash budget, and other important elements in commercial lending operations.

Credit Analysis for Non-Lenders

Gary Higgins (Elective)

Credit Analysis for Non-Lenders is designed to assist less experienced lenders, and others with little or no formal commercial credit analysis training, to assess credit risk.  Emphasis is given to the importance, methods, and limitations of various risk appraisal tools – including those associated with financial statements, ratios, and cash flows.  Case studies are used to demonstrate how these tools are used and how they relate to specific loan requests.  The lender’s viewpoint is stressed through the use of practical examples and interactive exercises.

Credit Risk Management

Gary Higgins (Elective)

Credit Risk Management introduces students to credit risk management in the lending function. Comprehensive credit risk management requires that banks identify and measure risks in the portfolio, develop appropriate policies, procedures, systems and controls to manage and monitor risk and assure that they are working. Portfolio credit risk management is a tool to improve the predictability of portfolio credit quality during economic cycles. A bank study project provides students with an opportunity to assess their institution’s tolerance for risk, to develop a risk profile and assess their institution’s control environment supporting their credit management process.

FURTHER YOUR CAREER

YEAR TWO

Courses

Bank Regulatory Law

Carl J. Chaney (Required)

The Bank Regulatory Law course is designed to assist bankers in meeting the challenges of the rapidly changing regulatory environment. Topics include regulatory enforcement actions, mergers and acquisitions (including FDIC assisted deals), bank secrecy act, C.R.A., fair lending, bankruptcy, lender liability, and survival tactics for the new financial services industry. Attention is also given to current and proposed legislation as well as discussing the future of the financial services industry.

Public Relations & Crisis Management

Ron Sachs (Required)

Public Relations & Crisis Management – Understanding the importance of protecting the brand of any organization is at the heart of this relevant course.  Organizations that don’t engage in regular public relations and community service fade in the marketplace and risk losing customer/public/opinion leader support if a real problem ever becomes public.

The course will present multiple ways for organizations to ‘buff’ their brands with active media relations efforts.  This includes how best to promote strategically beneficial community service and philanthropy as a matter of ongoing priority — and how to develop productive relationships with select news media.

The Innovation Lab

Jason Henrichs (Required)

The Innovation Lab – Innovation. Digital Transformation. Cultural Change. Everyone nods their heads when these phrases are bandied about, but what do they really mean and more importantly how are they implemented.

The Innovation Lab is an integrated course, combining theory and actionable steps, for students of innovation in all stages of their innovation journey. The Lab begins with an introduction to strategy and why the 5-year strategic plan is dead. We swiftly move to alternating modules of innovation best practices and hands on developing your own innovation practice. Whether you manage a team, a department or are team of one, these exercises will change how you approach your job, up your productivity and magnify your impact.

Managing Bank Performance

Paul S. Allen (Required)

Managing Bank Performance focuses on two facets of measuring and managing bank performance, and all models, strategies, and discussions prepare students for the Bank Management Simulation course which is completed in the third year of the school. The first portion of Managing Bank Performance identifies the various drivers of bank performance which includes measurement of the drivers and discussions as to how the drivers can be used in concert with each other to achieve the desired goals of profitability. Additional discussions demonstrate how and why these drivers differ between banks of different sizes in the banking industry.

The objective of the second portion of the course is to identify the various risks faced by banks and to develop strategies for managing these risks for the purpose of achieving greater returns. The primary risk subjects to be discussed include interest rate, liquidity, credit, and operational risks. The course includes extensive discussion of Asset/Liability Management modeling inputs and outputs, including the development of assumptions, and the ALM models are presented from the viewpoints of bank management and bank regulatory oversight. Financial derivatives as used in managing bank risk are also presented.

Risk Management and Cybersecurity

Chad Tagtow (Required)

Risk Management and Cybersecurity is designed to equip bankers with the tools to recognize and manage risk in a rapidly evolving cybersecurity landscape. Banking is all about managing risk. Today’s banker needs to understand the unique risks and threats in today’s cyber-world due to rapid advances in technologies that are critically leveraged in every area of the bank. Topics include managing risk, risk assessment process, risk appetite, cyber-insurance, vendor management, law and regulations, emerging threats, business continuity planning, and incident response. Specific attention is given to breaches, ransomware, phishing, advanced persistent threats, corporate account takeover, and cloud security.

Electives

Commercial Real Estate Financing

Cal Evans (Elective)

Commercial Real Estate Financing focuses on the state of CRE (Commercial Real Estate) industry, the techniques used to analyze, finance, and structure real estate transactions, and the current regulatory environment.  The course commences with an overview of the principles of property valuation, and quickly moves into coverage of multifamily, office, retail, industrial, and hotel underwriting and lending.  CRE sector performance is discussed concurrently and is followed by a review of the current perspective of regulatory bodies on lending concentration issues and specific sector risks.  The course ends with instruction on how to create a CRE market intelligence model for your own bank that can strengthen underwriting, identify lending opportunities, and satisfy the demands of regulatory entities.

Mergers and Acquisitions

Chris L. Hargrove (Elective)

Mergers and Acquisitions is divided into three parts—the first deals with the financial, regulatory and social aspects of mergers, the second is concerned with the implementation of the process, and the third relates to the integration and personnel aspects of a merger. Financial and economic considerations include the determination of the cash price or stock exchange ratio and comparisons between the two methods. The implementation takes the process from the pricing phase to the determination of terms and conditions. Critical personnel issues such as job reassignments, terminations and consolidations of positions, and the changes in “corporate cultures” are addressed in practical terms. The course also focuses on the challenges of remaining independent.

Negotiate to Win for Bankers

James C. Thomas, Jr. (Elective)

Negotiate to Win for Bankers is a no-nonsense, highly interactive, “how-to” program that combines short input lectures, exploratory discussions, realistic exercises, and feedback to deliver a rapid and dramatic improvement in negotiating skills.  The course equips bankers with the very latest negotiating best practices, an in-depth understanding of how and why they work, and the confidence to put them to immediate, profitable use. As banks struggle with unprecedented regulatory, economic, technological, and competitive challenges, effective negotiating has emerged as a make-or-break career competency.  Whether it’s bargaining with customers over rates or structure, supporting credits through the approval process, dealing with staff performance problems, sorting out compliance issues with regulators, or simply managing everyday differences with colleagues and clients, our effectiveness at most of the things we do is critically impacted by how well we negotiate.

Recruiting and Retaining the Right Employees

Mark Faircloth (Elective)

Recruiting and Retaining the Right Employee – In a series of real-life cases, this course present specific steps which help managers to be effective in attracting and keeping talented employees.  Bankers will learn how to better understand and apply successful interviewing questions, goal setting steps, team dynamics, group communication and individual coaching to a series of actual bank situations.  Special attention is given to talent sourcing, under-performing employees/departments, individual motivation and career path development.

Rural and Small Business Lending

David M. Kohl (Elective)

Rural and Small Business Lending examines the domestic and global megatrends that impact credit risk and business development opportunities in your rural and agricultural enterprise businesses. Consumer and population trends, rural and agricultural structure, real estate values and intergenerational business transfer are emphasized. The course examines actual small business enterprise cases including underwriting benchmarks, best management practices, common denominators of problem credit, and credit scoring systems applications, including the ten golden rules for operating small business enterprises.

Sources of Non-Interest Income

Dan M. Harbison (Elective)

Pressures on a bank’s traditional source of profit—the spread between interest income and interest expenses—have encouraged bank management to look to non-traditional sources of revenue and profits. Sources of Non-Interest Income focuses on some of these sources and addresses the managerial issues involved in entering into these areas. Among the areas discussed are brokerage services, insurance services, service charges, overdraft protection, mortgage banking, and merchant services.

Treasury Management

Mark Krawczyk (Elective)

Treasury Management – Understanding what treasury management is – and how to be intelligent about and provide appropriate treasury management products/services to your customers can have a direct impact to the ‘bottom line.’  Your customer’s treasury management operations deal with regulatory and oversight issues, treasury management products/services and short-term borrowing and investment practices and instruments.  Understanding what treasury management is and your customer’s service and product needs in this area can play a key role in determining how competitive (translated: ‘profitable’) your bank can be in the treasury management marketplace.  The focus of this course is to see YOUR role as a banker (as well as YOUR bank’s treasury management services/products) from the customer’s perspective.

Troubled Asset Resolution

J. Michael Allen (Elective)

In the past few years, bankers have experienced and are experiencing a period of unprecedented economic challenge.  Asset quality and loan performance metrics have improved for most.  But, as competition once again begins to get “frothy,” these improvements will be tested.   Capital preservation and liquidity are more precious to bankers today than ever before in our modern time.  Virtually all markets are affected.  These challenges are of a depth and breadth few have seen—let alone have experience at handling.  While asset quality trends are improving for the industry, many banks continue to battle troubled borrowers and are desirous of avoiding a “repeat of the past.”  Problem loans are a new reality for some.  How will your portfolio respond to continued pressure?  Are your internal management practices and board activities where they need to be?  How has this environment affected your relationship with your regulatory agencies? Troubled Asset Resolution is designed to provide some assistance, guidance and provoke thought as to how you handle loan performance challenges in your shop and be positioned to effectively manage the next generation of problem loans that might possibly already reside on your balance sheet.

Cases

Case Problems

For two weeks during the first year and for one week during the second year, a series of cases are studied. Classes will be divided into groups of approximately 8-10 students for discussion of these cases, and each discussion group will be assigned an instructor. Preparation for the cases is done not only before the resident session begins, but also at night during the resident session. Specific assignment of students by name and place will be made for both preparation and discussion groups. The cases cover special credit areas, specific phases of bank management, and business finance.

Among the areas to be included are:

  • Bank Financial Analysis
  • UCA Cash Flow
  • Compliance Management
  • Core Ideology, Culture & Strategy
  • Ethics
  • Financing the Closely Held Business
  • Human Resource Management
  • Improving Market Capitalization
  • Internal Controls and Loss Prevention
  • Problem Loans and Workouts
  • Real Estate Finance
  • Seasonal Lending

Along with the cases, students have a unique opportunity to gain familiarity with personal computer uses in banking. Instruction is directed toward decision-making with the use of computers as management tools. Students use computers to practice such techniques as credit analysis, forecasting, modeling, and asset/liability management.

GO ABOVE AND BEYOND

Seniors are free to leave after graduation exercises which should be concluded by 10:00 am on Friday, June 5th. First and second year students should complete their final examinations by 5:45pm on Thursday, June 4th. Buses will begin transporting bankers to the airport on Friday morning 8:00 am – 11:30am. Apartments close at Noon.

YEAR THREE

Courses

Bank Management Simulation

Ernest W. Swift (Required)

Bank Management Simulation utilizes a computer-based learning exercise designed to give participants an overview of the bank management decision-making process.  Students develop strategies for the management of functional bank areas, with specific emphasis on planning and decision-making in areas such as loans, deposits, investments, funds management, asset/liability management, risk management, etc.  The primary focus is on profitability and growth, but attention also is directed to marketing, the pricing of bank services—both current and future, and the management of risk.

The senior class is divided into teams, with each team effectively managing an $800 million dollar bank.  The computer model allows students to make decisions, to receive quick feedback on the effectiveness of their decisions, and then to make new decisions which adjust bank operations to compensate for a large number of internal and external forces including competition, the economy, and regulatory constraints.  Within a two-week period, simulation teams experience the equivalent of two years of bank operations.

The course is supervised by qualified instructors who have extensive real-world banking experience as CEOs, presidents, or examiners.  The computer model, (BMSim) or Bank Management Simulation, was developed by the ABA and currently is maintained by a consortium of regional banking schools.

Banking on Leadership

Rita Floyd (Required)

Banking on Leadership – This course is designed to instruct bankers on the importance of being effective leaders inside and outside their organization by touching on various topics to include ethical leadership, effective communication, positive impact, performance coaching, dealing with conflict and being good stewards in the community.

Bankers should walk away with a better understanding of who they are as individuals and how they can impact others inside and outside their organizations.  They should be able to identify potential career derailers and be able to determine their effectiveness as a leader.

Interpreting Economic Change

David M. Kohl and Thomas H. Payne (Required)

The commercial banker must interpret domestic and global change and adjust to changing business conditions in all aspects of banking practice.  Bankers are provided with the practical knowledge and basic tools needed to assess the overall economy and its effect on institutional risk and financial performance.  The course includes an analysis of major banking trends associated with economic, competitive, regulatory, political, and social change.  Special attention is given to aspects of economic indicators, both domestic and globally, that impact bankers’ decision making and strategic planning processes.

Leadership in Times of Change

Stephen R. Robichaux (Required)

Is it as important to be an effective leader outside your organization as it is inside your organization? Is there such a thing as ethical. The banking industry is in the spotlight and Leadership in Times of Change engages the participants in an interactive learning process aimed at leading through the current crisis. Leadership theories that have dominated our thinking and practice for the last century are presented and summarized into a relevant whole that provides a firm foundation for today’s leaders. Leadership styles are presented and assessed, and leadership levels are linked to effectiveness in today’s tough markets. Exercises and tools for leading organizational change are presented to help leaders succeed in today’s complex organizations and business environment. A model for personal leadership development is presented for participants to continue their life-long process of growth.

Electives

Commercial Real Estate Financing

Cal Evans (Elective)

Commercial Real Estate Financing focuses on the state of CRE (Commercial Real Estate) industry, the techniques used to analyze, finance, and structure real estate transactions, and the current regulatory environment.  The course commences with an overview of the principles of property valuation, and quickly moves into coverage of multifamily, office, retail, industrial, and hotel underwriting and lending.  CRE sector performance is discussed concurrently and is followed by a review of the current perspective of regulatory bodies on lending concentration issues and specific sector risks.  The course end with instruction on how to create a CRE market intelligence model for your own bank that can strengthen underwriting, identify lending opportunities, and satisfy the demands of regulatory entities.

Mergers and Acquisitions

Chris L. Hargrove (Elective)

Mergers and Acquisitions is divided into three parts—the first deals with the financial, regulatory and social aspects of mergers, the second is concerned with the implementation of the process, and the third relates to the integration and personnel aspects of a merger. Financial and economic considerations include the determination of the cash price or stock exchange ratio and comparisons between the two methods. The implementation takes the process from the pricing phase to the determination of terms and conditions. Critical personnel issues such as job reassignments, terminations and consolidations of positions, and the changes in “corporate cultures” are addressed in practical terms. The course also focuses on the challenges of remaining independent.

Negotiate to Win for Bankers

James C. Thomas, Jr. (Elective)

Negotiate to Win for Bankers is a no-nonsense, highly interactive, “how-to” program that combines short input lectures, exploratory discussions, realistic exercises, and feedback to deliver a rapid and dramatic improvement in negotiating skills.  The course equips bankers with the very latest negotiating best practices, an in-depth understanding of how and why they work, and the confidence to put them to immediate, profitable use. As banks struggle with unprecedented regulatory, economic, technological, and competitive challenges, effective negotiating has emerged as a make-or-break career competency.  Whether it’s bargaining with customers over rates or structure, supporting credits through the approval process, dealing with staff performance problems, sorting out compliance issues with regulators, or simply managing everyday differences with colleagues and clients, our effectiveness at most of the things we do is critically impacted by how well we negotiate.

Recruiting and Retaining the Right Employees

Mark Faircloth (Elective)

In a series of real-life cases, Recruiting and Retaining the Right Employees presents specific steps and skills which help managers to be effective in these areas: 1.) Attracting employees who fit the job and the bank, 2.) Connecting individual skills and styles to organization goals, 3.) Managing individuals and teams both proactively and reactively, and 4.) Creating job and career paths for all performance and motivation levels.

Bankers understand and apply successful interview questions, goal setting steps, team dynamics, group communication and individual coaching to a series of actual bank situations. Special attention is given to talent sourcing, under-performing employees/departments, individual motivation and career path development. Fast paced and hands-on, this 5-part series applies a practical, human element to the school’s overall curriculum of risk, regulatory and fiscal management.

New for 2019:
Managing Different Generations within the Workforce. A mixed group of faculty, staff and students will discuss strengths, weaknesses, motivations and stereotypes of the primary 4 age groups employed by banks today. Bring your questions and challenges and an open mind.

Rural and Small Business Lending

David M. Kohl (Elective)

Rural and Small Business Lending examines the domestic and global megatrends that impact credit risk and business development opportunities in your rural and agricultural enterprise businesses. Consumer and population trends, rural and agricultural structure, real estate values and intergenerational business transfer is emphasized. The course examines actual small business enterprise cases including underwriting benchmarks, best management practices, common denominators of problem credit, and credit scoring systems applications, including the ten golden rules for operating small business enterprises.

Sources of Non-Interest Income

Dan M. Harbison (Elective)

Pressures on a bank’s traditional source of profit—the spread between interest income and interest expenses—have encouraged bank management to look to non-traditional sources of revenue and profits. Sources of Non-Interest Income focuses on some of these sources and addresses the managerial issues involved in entering into these areas. Among the areas discussed are brokerage services, insurance services, service charges, overdraft protection, mortgage banking, and merchant services.

Troubled Asset Resolution

J. Michael Allen (Elective)

In the past few years, bankers have experienced and are experiencing a period of unprecedented economic challenge.  Asset quality and loan performance metrics have improved for most.  But, as competition once again begins to get “frothy,” these improvements will be tested.   Capital preservation and liquidity are more precious to bankers today than ever before in our modern time.  Virtually all markets are affected.  These challenges are of a depth and breadth few have seen—let alone have experience at handling.  While asset quality trends are improving for the industry, many banks continue to battle troubled borrowers and are desirous of avoiding a “repeat of the past.”  Problem loans are a new reality for some.  How will your portfolio respond to continued pressure?  Are your internal management practices and board activities where they need to be?  How has this environment affected your relationship with your regulatory agencies? Troubled Asset Resolution is designed to provide some assistance, guidance and provoke thought as to how you handle loan performance challenges in your shop and be positioned to effectively manage the next generation of problem loans that might possibly already reside on your balance sheet.