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WinnersWinnersAWARDInside:Inside:The 2023 CSBS Community Bank Case Study Competition is Underway! BANKING INTERN PROGRAM EXPANDS STATEWIDE The PA Bankers College Intern Program Gearing Up to Expand Statewide in 2023WOMEN IN BANKING RECOGNITION OF EXCELLENCE PROGRAM Call to nominate peers for Women in Banking Recognition of Excellence Awards

2 » PA Bankers Association pabankers.comPA BANKERS SERVICES CORPORATIONwwhipple@pabankers..comWEBBER ADVISORS(814) 695-8066 x4186THE BENECON GROUP(888) 400-4647(717) 255-6925

PA Bankers Association » Winter 2022 3BRINGING TIMELY NEWS AND INFORMATION TO THE MEMBERSHIP OF THE PA BANKERSthisISSUEIN EVERY ISSUEFEATURES6 Chairman’s Insights8 From the CEO to the CEO10 Ten on Page Ten12 Community Corner18 Workforce Development22 From Your Peers34 Government Relations40 A Look Ahead42 Vendor Articles18 Banking Intern Program Expands Statewide22 Young Professionals Committee Future Under 40 Awards30 Young Professionals Conference Wrap Up32 Women in Banking Commitee Call to Nominate 16WinnersWinnersAWARDInside:Inside:The 2023 CSBS Community Bank Case Study Competition is Underway! BANKING INTERN PROGRAM EXPANDS STATEWIDE The PA Bankers College Intern Program Gearing Up to Expand Statewide in 2023WOMEN IN BANKING RECOGNITION OF EXCELLENCE PROGRAM Call to nominate peers for Women in Banking Recognition of Excellence Awardson the cover30

4 » PA Bankers Association pabankers.comYour Trusted Source for Electricityand Natural Gas ProcurementWHAT OUR CLIENTS ARE SAYING...Explore the benefits of working with APPI Energy today:805.698.1548pchaconas@appienergy.comappienergy.comCONTACT YOUR DEDICATED ENERGYCONSULTANT, PETER CHACONAS, FOR MOREINFORMATION:ENDORSED BY:SINCE 2009"APPI Energy evaluated each one of our accounts, recommending that someremain with the local utility and others could reduce costs in contracts withdifferent competitive suppliers. Their thorough analysis assures us that they aretrustworthy and always represent our best interests. Our consultant manages allaspects of our electricity supply, saving us a tremendous amount of time andeffort.”THOMAS RUDYExecutive Vice PresidentCitizens & Northern Bank Pennsylvania Bankers Association Member

PA Bankers Association » Winter 2022 5PA Bankers STAFF DIRECTORYGeneral Number (717) 255-6900President & Chief Executive Ocer  dcampbell@pabankers.com | (717) 255-6916Government AairsAdministrative Assistant, Communications and Government Aairs adoyle@pabankers.com | (717) 255-6937Vice President, Advocacy and Government Aairs ekanter@pabankers.com | (717) 255-6910Federal Government Relations & General Counsel Legal Assistant lbrandt@pabankers.com | (717) 255-6936General Counsel lrynd@pabankers.com | (717) 255-6935Finance & Operations Registrar and Records Coordinator jillametrano@pabankers.com | (717) 255-6927 Receptionist and Administrative Assistant mhenry@pabankers.com | (717) 255-6900 Director, Information Technology cferraro@pabankers.com | (717) 255-6921 Director, Finance amoshgat@pabankers.com | (717) 255-6938 Senior Vice President, Finance & Operations mstaton@pabankers.com | (717) 255-6923Member Relations, Professional Development & PA Bankers Services Corporation Vice President, Professional Development jcatalano@pabankers.com | (717) 255-6939 Director, PA Bankers Services Corporation tchambers@pabankers.com | (717) 255-6928 Director, Member Relations kmcdermott@pabankers.com | (717) 255-6914 Member Relations Administrative Assistant lscott@pabankers.com | (717) 255-6903 Senior Vice President, Member Relations and Professional Development, and Managing Director, PA Bankers Services Corporation cwallett@pabankers.com | (717) 255-6913 Vice President, Business Development wwhipple@pabankers.com | (717) 255-6925 Professional Development Assistant mwisniewski@pabankers.com | (717) 255-6934magazineSTAFF      J. Duncan Campbell III   Jacqueline A. Catalano Tiani A. Chambers Erin L. Kanter Louise A. Rynd Michelle L. Staton Cynthia L. Wallett Wayne R. Whipple PA Bankers Services Corporation Board of Directors and Ocers   M. Theresa Fosko, SPHR  Tracy E. Watkins, SPHR Treasurer J. Duncan Campbell III  Ginger G. Kunkel John H. Montgomery John C. Gill Thomas C. Graver, Jr., CPA Dale A. Westwood Eugene J. Draganosky Brendan J. McGill Joseph R. Toth Karl F. Krebs Philip L. Freeman, Jr. Scott E. Fritz Timothy M. Finnerty, Esq, CPA Address Correspondence to: paBanker Magazine c/o Pennsylvania Bankers Association 3897 N. Front St., Harrisburg, PA 17110 Tel. (717) 255-6912 Email: adoyle@pabankers.compaBanker Magazine is published four times a year by the PA Bankers Services Corporation (Services Corporation), a subsidiary of the Pennsylvania Bankers Association (PA Bankers). The Association serves Pennsylvania banks and nancial institutions with educational programs, member services and represents members on the state and federal level. Since 1895, PA Bankers continuously worked to be the premier nancial services organization supporting a diversied membership through volunteer participation, a knowledgeable sta, state of the art technology and a commitment to excellence.paBanker Magazine is the ocial publication of PA Bankers.EditorialThe opinions expressed in articles by authors other than Association sta and ocers are the responsibility of the authors only and not necessarily those of the PA Bankers, the Services Corporation or its members. All articles, unless otherwise notied, have been written by paBanker Magazine sta. Questions and comments should be addressed to the Managing Editor. PA Bankers members may reproduce any non-commercial part of this publication with verbal permission from the editor. All others must receive written permission from the editor prior to reproduction of any part of this publication. Copyright ©2003 PA Bankers Services Corporation. All Rights Reserved.Printed by: HAAS Printing CoSponsored by:

6 » PA Bankers Association pabankers.coms we approach the end of another year, I’d like to reflect on how much we as a society, and our industry, have grown over the last few decades. Most of us likely remember what it was like to use a landline phone to call our friends and family and see how they were doing since we were not able to follow their latest adventures on social media. Or, even better, how many of you remember using dial-up internet to do work, or even no internet at all? Times have changed, and while we may have fond memories of the ways of the past, current technology has made it possible to connect and learn like never before. These things bring about growth and efficiency for our industry. Through the latest developments in mobile banking and processing systems, we have been able to efficiently serve our customers and immediate communities, while having the capabilities to increase our geographical and financial reach. Needless to say, the limits are endless as our world continues to evolve. AFinding Value in Your MembershipMARK RITTERExecutive Vice President & Chief Administrative OfficerThe Northumberland National BankI have been involved in the Pennsylvania Bankers Association for more than three decades, and I know firsthand that through these necessary changes, PA Bankers continues to provide the highest value to its members through education and training, advocacy, leadership development and products and services to help our members succeed. As a member of PA Bankers, you not only have opportunities for networking with other members, but you have opportunities to learn, grow, serve and engage with your peers, communities and lawmakers. LEARN WITH PA BANKERSWith your PA Bankers membership, you have access to more than 50 professional development opportunities each year, including:• Conferences and seminars: comprehensive overviews of hot topics, featuring nationally recognized speakers.• Schools: similar to 100-400 college-level courses in the areas of banking, consumer lending, commercial lending, etc.• Convention: hundreds of bankers gather each year to network with and learn from other C-Suite executives and banking industry experts.• Webinars: Through two unique partnerships (OnCourse Learning and FinPro), PA Bankers offers live or on-demand webinars for your financial institution on timely, banking-specific topics. GROW WITH PA BANKERSIf you are looking for higher-level training, meant to help you advance the careers of your employees or yourself, PA Bankers offers the following opportunities:• PA Bankers Leadership Institute: Participants go “behind the curtain” to examine the success that comes from a strong organizational culture and assess how it relates to performance, leadership, engagement and communication to enhance the bank’s bottom line.• Director Training: Ongoing education on current topics and various elements of bank chairman’sINSIGHTS

PA Bankers Association » Winter 2022 7supervision to include the FDIC Directors College, Directors Institute and online training through FinPro.• Personalized Professional Development: streamlined training and education plans tailored by function in each bank through the Ladders of Learning program.• Advanced School of Banking: A three-year program, analogous to 200–400 college-level course study with the BankExec™ asset/liability simulation comprising a significant portion of Year III.Your PA Bankers membership also allows you to better your institution and the industry through several workforce development, next-gen banker and operational initiatives, including:• CSBS Community Bank Case Study Competition: a national program that pairs undergraduate college/university student teams with local community banks to conduct original case studies.• BankWork$: Working with individuals who typically would not consider banking/financial services positions, BankWork$ offers opportunities to develop a lasting career in the banking industry and succeed in well-paying jobs. • PA Bankers Intern Program: provides real-world experiences with project-based assignments by gaining exposure, opportunity and support to develop and grow both personally and professionally.• PA Bankers’ DEI initiatives: PA Bankers strives to support its members in developing and meeting sustainable DEI goals by providing DEI resources, such as training opportunities, a scorecard, DEI TRACC and a self-assessment. SERVE WITH PA BANKERSPA Bankers offers opportunities to serve communities and our industry through:• Financial literacy initiatives: Teach Children to Save, Get Smart About Credit and Boy/Girl Scouts financial literacy badges.• PA Bankers volunteerism: opportunities to serve on policy committees, advisory committees and boards of directors for the purpose of advancing the PA banking industry. ENGAGE WITH PA BANKERSPA Bankers provides dynamic programming for individuals to maximize their membership such as: • PA Bankers Networks: peer-based, interactive groups that include Women in Banking, Young Professionals and Retired Bankers.• Contact Banker Programs: bankers who volunteer to develop or maintain close contacts with their elected officials at the federal and state levels.• Annual advocacy events: PA Bankers Day at the State Capitol, ABA GR Summit and Washington Regulatory Visit.• PaBPAC State: Assists individuals in organizing for more effective political action and making contributions to political candidates who support banking ideals.This is just a glimpse of what your membership includes. From a steady stream of legislative and regulatory proposals that would place an undue burden on our ability to do what we do best – take in deposits and make loans to the urgent need to attract and retain a diverse workforce, and the need to work with our elected officials to develop and execute economic development plans to make Pennsylvania more competitive – we need our Association more than ever. Equally important, PA Bankers can provide the tools we need to grow our banks, serve our customers, support our communities and develop our employees. As we close out 2022 and begin to make our final preparations for 2023, I would encourage you to reflect on the immeasurable value that PA Bankers can provide to your organization. Most importantly, I would encourage you to consider getting you and your team members more involved in our Association. We are here to help you connect with other banking professionals, learn the latest in banking trends and advocate as we navigate this rapidly-changing world. Finally, I want to thank all of you for your efforts over the past year to support the association, industry and citizens of Pennsylvania, and I wish you and your families the best this holiday season.

8 » PA Bankers Association pabankers.comI’m writing this column, having just passed the leadership baton of the Alliance of State Bankers Associations (Alliance) to my friend and colleague, Fred Green of South Carolina. The Alliance is a critically important tool for our industry’s advocacy efforts that many of you reading this article may not be familiar with, but now you will be. I have had the honor of serving as its Chair for the past twelve months, and also serving as a member of the American Bankers Association (ABA) board of directors, as a result of this leadership position with the Alliance.The Alliance is, as what you might expect, a coalition of state bankers associations. What does the Alliance do? Well, for starters, 51 state bankers associations (Puerto Rico is the 51st member of this Alliance) come together with the ABA to develop unified policy positions on legislative and regulatory issues ranging from representment to ESG and everything in between. If you have ever joined us for a Washington regulatory visit or legislative trip, you are familiar with the array of topics we cover with policymakers.The unity of message that this Alliance can deliver to 100 US Senators and our federal regulatory agencies is a differentiator amongst other industries in Washington. In the past congressional session, the Alliance and its 51 state association members and the ABA have communicated support or opposition to Congress and the federal regulatory agencies on the following issues:• Income Tax Reporting• PPP Loan Forgiveness• SAFE Banking Act• CRA Modernization• Credit Union Expansion• Credit Card Interchange and Routing• ESG Principles• Banking Fees• Small Business ReportingJust consider if PA Bankers were to voice a position on one of these issues to Senator Toomey, while the South Carolina Bankers voiced a counter position to Senator Tim Scott on the same issue. Senator Toomey and Senator Scott have both proven themselves to be major allies to the industry, and so having a divided position would likely cause them to tell us to go back and figure it out before seeking their support. This fracture would not inure to our industry’s benefit in this example. Consistency of messaging means all the difference as we work to present a unified policy front, and that’s exactly what our industry gets from the Alliance.Another strength of the Alliance is our ability to work together, politically. The federal political action committees of most of the state associations are formally affiliated, which means that, as an industry and in coordination with the ABA, we are able to collectively provide political support to those members of Congress who support the banking industry—pro-banking, pro-business, bipartisan candidates. Leveraging the political strength that comes from the members of the state bankers association and the ABA, has a tremendously positive impact for the industry. The PAC efforts, combined with the Voter Education Fund engagement by the state association memberships, translates to millions of dollars of industry support, differentiating our industry from others, vis a’ vis relevance with policymakers. Many thanks to all of our PA Bankers members who have given to PaBPAC* and to the Voter Education Fund this year. This support will be Reflecting on the Importance of the Alliance of State Bankers Associationsfrom the CEO to the CEODUNCAN CAMPBELLPresident & CEO PA Bankers AssociationA

PA Bankers Association » Winter 2022 9constantly and consistently needed for the banking industry to maintain its leadership impact, both in Washington and in Harrisburg.Beyond the policy and political benefits of the Alliance, I learn daily from my colleagues that lead these other state associations. We talk regularly. We give each other support. We steal ideas from each other (stealing is a permitted principle of the Alliance). Most of all, we respect each other. With the issues that we are constantly confronting as an industry, being able to look to your left and to your right and seeing people that you trust by your side, gives all of us the confidence we need to represent our members and our industry to the fullest.The strength of our industry depends upon the strength of our state bankers associations, and so there will be times when I may call or email you with a word of encouragement, asking that you consider joining a peer state association. I have been on the road with my colleagues from our bordering states in meetings with our PA Bankers members, demonstrating the importance of this Alliance to our macro industry goals. Virginia and Ohio; West Virginia and Maryland; Delaware, New Jersey and New York. Each of the state associations has its programming and member engagement initiatives—we respectfully compete in some regards, but we also work to collaborate wherever it makes good sense for our members. The Mid-Atlantic Leadership Forum is one good example of state association collaboration for the good of our collective members. If you are not familiar with this conference, it is a regional effort by the state associations of Virginia, West Virginia, Maryland, Delaware and Pennsylvania, geared at learning and growing together. I hope you will hold Sept. 10-11, 2023 on your calendar to meet in Lansdowne, Virginia for this important industry leadership forum.I know that the PA Bankers officers have witnessed the work of the Alliance, firsthand, during their years of service to the association. They have seen the same commitment from my colleagues across the nation that we, in Pennsylvania, strive to deliver to our members, day in and day out. And we all benefit from the policy expertise provided to the Alliance by the ABA. These state associations range from two or three employees to 40 employees (PA is in the middle with 18). Even our larger state associations cannot possibly possess the robust policy experience that comes with our formal Alliance with the ABA, and so we must all recognize the significance of this joint effort, as rarely, does an industry have such effectiveness coordinating at the national/state levels; the unification of policy position; the political strength and the overall representation on behalf of our collective members.I am proud to have had the opportunity to lead the Alliance of State Bankers Associations for the past year. I hope this message helps to explain the importance of the Alliance. You will hear it referenced from time to time and may wonder why we make such a big deal about it. Well, as we forge ahead with the multitude of policy issues confronting our industry at the federal level, know that Pennsylvania is not alone in the battle. We have the leadership and support of an Alliance of 51 state bankers associations and the ABA, working together to make a difference on your behalf.Wishing you all a very happy holiday season. We are grateful for your leadership and support of the Pennsylvania Bankers Association.Diversity, Equity and Inclusion Success Stories and Best PracticesWould you like to share what your bank is doing in the diversity, equity and inclusion space with PA Bankers? Please reach out to Michelle Staton, senior vice president, finance & operations, mstaton@pabankers.com.

10 » PA Bankers Association pabankers.com10 Reasons why you Should Join the Bank Health Care Consortium of PA It's Best to Shop for Healthcare in Good Years...Not BadtenONpageTENThe Bank Heath Care Consortium of PA (BHCCPA) is a unique health care alternative for Pennsylvania-based financial institutions and Affiliate Members of the PA Bankers Association. Since its launch in July 2007, the PA Bankers Services Corporation, Webber Advisors and The Benecon Group, Inc. have collaborated to provide every consortium member with leverage and benefits of economies of scale, plan design flexibility and significant cost control strategies for their group health plan.The value of the program is based upon the collective efforts of the entire consortium. Every additional member reinforces the alliance and the ability to control your own destiny. In addition, as health care reform legislation continues, a self-funded program will aid every organization in positioning themselves to better control long-term costs. Participants not only have the ability to change the game but be part of the solution!TMEET THE CURRENT BHCCPA BOARD PRESIDENTShelly Stockmal, SHRM, SCPVictory Community Leader, SVP, The Victory Bank Ability to leverage group purchasing power and credit surplus premiums toward future health care costsAll costs associated with the program are fully disclosed and shared by all participants, including administrative and legal expensesCustom selection of plan design and carrier by organizationExceptional customer service and support to the bank and its employeesFinancial institutions are provided ownership and serve on the BHCCPA boardMonthly monitoring of plan performance and cost of benefitMultiple health care options, including medical and prescription plans, as well as a vision and dental programProtection from excessive costs in years when high/shock medical claims are experiencedReduced premium taxes and reduced renewal rates controlled by actuaries that work for youWellness and disease management programs to reduce claims and control costs 

PA Bankers Association » Winter 2022 11  In the address block, address them as “The Honorable First and Last Name.” In the greeting, address them as “Senator/Congressman, Representative Last Name”.  Why are you advocating for this issue? Is it work-related or personal?   “I am writing to you today in support of HB1234, which allows [explain what the bill does]…”   Are you a constituent? Do you work in their district? Do you go to the same church?  If you have numerical data, add it to solidify your point.   If your letter is lengthy, offset important content in the middle by using bold or italics or even use bullets. How will you prepare for your next exam? Visit the Bank Exam Prep Center and get the insight you need about how regulatory exams are being administered.Bank Exam Prep Center is your regulatory exam central. Prep before your exam and be sure to return after to take a survey and share your experience.Can you predict what regulators will ask?Visit the Bank Exam Prep Center• What questions are examiners digging in on?• What are the hot topics as field examiners meet with your peers?• How are regulators addressing COVID-19 lending practices?• What discussions are taking place over pandemic operational challenges?MEET THE CURRENT BHCCPA BOARD PRESIDENTShelly Stockmal, SHRM, SCPVictory Community Leader, SVP, The Victory Bank

12 » PA Bankers Association pabankers.comcommunityCORNERC&N recently made a $20,000 donation to the North Penn Valley Boys & Girls Club. Nearly 4,000 children and teenagers between the ages of 6 and 18 benefit from the positive environment that the North Penn Valley Boys & Girls Club provides for the Lansdale, Souderton and Ambler areas. C&N's donation will be used for art, science, music and photography programs that will continue to encourage the area's youth to enrich their interests.In addition, they donated $16,000 to the Bucks County Historical Society under the EITC program. The Bucks County Historical Society is a unique cultural and educational institution located in Doylestown. C&N's recent donation will be used for engaging summer camp experiences and field trips for a hands-on learning experience.The bank also donated $6,811.33 to the Children’s House in Towanda, which helps children who have experienced trauma by providing a safe and supportive environment. The donation will help the organization to continue to do very important work for its community. Another donation of $4,230.97 was made to the Family Promise of Lycoming County to help children and their families regain their independence. Family Promise is committed to helping families without homes secure housing and providing assistance with food, clothing and other needs. Lastly, C&N donated $3,428.97 to the Kiwanis Club of Sullivan County. Kiwanis is a global organization of volunteers dedicated to changing the world - one child and one community at a time.WelcomeAnkura ConsultingAnovaaPricewaterhouseCoopers LLPRelPro, Inc.SimpleNexus, an nCino CompanyBrentwood BankNEW TO PA Bankers

PA Bankers Association » Winter 2022 13Building in clear strategyand consistent applicaon.That’s Review Alliance.Request a demo today.Call (833) 683-0701 orinfo@bankersalliance.orgHolding Company of Compliance Allianceand Review AllianceNow that exams are done, let’s get you ready for 2023.Offload the me-consuming hard workof auding, monitoring, and monthly reporng.Explore how R/A’s audit teams are help-ing banks succeed.20222023

14 » PA Bankers Association pabankers.comcommunityCORNERThe Dime Bank recently donated $9,750 to Lacawac Sanctuary to support the nature preserve, environmental education center and biological field station. The Lacawac Sanctuary is a nonprofit conservation, research and education center providing the community with a host of quality environmental, historical and cultural programs.Additionally, earlier this year, The Dime Bank donated $10,000 to NeighborWorks Northeastern PA via the Neighborhood Assistance Program. NeighborWorks rejuvenates neighborhoods and creates opportunities for individuals and families to improve their lives through quality housing and financial guidance. This donation supports the 2022 Carbondale Beautiful Blocks Program. The program provides matching grants of up to $1,000 per property to groups of five residents or more to help them make exterior home improvements.Univest Financial recently presented two organizations with donations earned through the Fightin’ Phils “Double Plays Pay” sponsorship in which Univest provides a donation each time the Fightin’ Phils made a double play. The two organizations are: Mary’s Shelter ($2,500), a multifaceted comprehensive housing and social service agency that addresses pregnancy, parenting and youth homelessness through proactive preventative work, crisis intervention services and stabilization back into the community; and Second Harvest Bank ($2,500), which obtains food, distributes it to people in need through area nonprofits and provides resources for education and advocacy to end hunger.It’s Time to Move Up to a Higher Level of Productivity and Trust withFieldSmart PROPERTY and ENVIRONMENTAL INSPECTIONS■ Property Inspections ■ Environmental Inspections■ Commercial Evaluations■ Restricted AppraisalsGET STARTED: BoxwoodMeans.com/ContactLEARN MORE:BoxwoodMeans.com/ServicesFree Up Your Loan Ocers from Performing Site Visits and Leave the Fieldwork to the Pros ®

PA Bankers Association » Winter 2022 15 First Citizens Community Bank team members recently volunteered at the Jonestown Outreach Pantry. FCCB employees and customers donated 162.55 pounds of food and a cash donation.Earlier this year, New Tripoli Bank employees volunteered to help the Lowhill Food Pantry check dates, restock shelves and weed the flower beds outside.Do you have  that you'd like to share?Send your bank's community news to Amy Doyle for a chance to be featured in paBanker Magazine or on PA Bankers' social media channels and website.

16 » PA Bankers Association pabankers.comcommunityCORNERThroughout July and August, 1ST SUMMIT BANK employees collected school supplies at each of its 17 community offices to be donated to local schools and nonprofits. Altogether, school supplies were donated to students at 22 different educational facilities across the Bank’s five county service region. 1st Summit Bank’s annual Red Wagon Project encourages employees, customers and community members alike to donate school necessities at one of the Bank’s offices. Many items like pens, paper, notebooks and backpacks were contributed. If cash was donated, bank employees went shopping for needed supplies. At the end of the campaign, 1st Summit Bank employees donated the collected and purchased items to schools in Cambria, Somerset, Blair, Indiana and Westmoreland counties.First Keystone Community Bank recently made donations to Columbia County Volunteers in Medicine Clinic, Inc., Plymouth Borough Police Department, Bundles of Blessings and the Edwardsville Fire Department. The bank’s employees also volunteered their time at a Berwick High School football game, the Dallas Harvest Festival, Pickle Me Poconos and the United Way of Wyoming Valley Day of Caring.

PA Bankers Association » Winter 2022 17F&M Trust recently donated $5,000 to the American Heart Association, Capital Region in support of its mission to be a relentless force for a world of longer, healthier lives. The American Heart Association has invested more than $5 billion in research, making it the largest not-for-profit funding source for cardiovascular disease next to the federal government.In remembrance of 9/11, Penn Community Bank team members participated in the Travis Manion Foundation’s Remembering the Sacrifices of Our Heroes name reading event in Doylestown.Additionally, several of the bank’s employees teamed up with St. Luke’s to distribute meals to Quakertown-area students as part of its summer meals program.The bank also donated $15,000 to Habitat for Humanity of Montgomery and Delaware Counties in support of its Home Buying, Almost Home Financial Empowerment and Neighborhood Revitalization Programs. LINKBANKCNB Bank recently raised $30,100 at its 11th annual Charity Golf Tournament, benefitting the American Cancer Society and breast cancer awareness. Since the start of this golf outing, CNB has successfully raised more than $240,000 for local charities.LINKBANK recently awarded $15,000 to The Joshua Group. The Joshua Group positively impacts the Harrisburg community by focusing on the education and support of at-risk youth living in the Allison Hill neighborhood.

18 » PA Bankers Association pabankers.comworkforceDEVELOPMENTs we shared in previous communications, the PA Bankers Association partnered with Shippensburg University of Pennsylvania in 2021 to better build brand awareness of various career pathways in the banking industry. A pilot was held in 2022 in Central PA with a handful of member banks and Shippensburg University to develop and refine the intern program before launching statewide in 2023. Now in year two, we have several initiatives on the horizon as we expand the effort for all member banks across the Commonwealth to join the partnership.First, we are developing a one-week externship experience for students to explore and discover the banking industry. The residential pilot will occur in May 2023. With success, a second cohort will be recruited for an August 2023 experience. The externship will take place at Shippensburg University and invite students from universities in the entire PASSHE system to participate. A team of member banks is joining PA Bankers and Shippensburg University to plan the experience. During the weeklong session, students will participate in sessions on retail banking, wealth management, and commercial banking. In addition, students will visit local banks to learn about key occupations and meet senior leaders.Next, we are establishing an early talent internship program to launch in the summer of 2023. This program will feature a rotational paid internship program geared towards first- and second-year students with the ongoing intent to raise awareness about careers in the banking industry. Universities within the PASSHE system will recruit students to participate in the program, and Shippensburg University will work with its Office of Exploratory Studies (undeclared or undecided majors). A team of member banks is joining PBA and Shippensburg University to plan the experience.APA Bankers College Intern Program Gearing Up to Expand Statewide in 2023

PA Bankers Association » Winter 2022 19CINNAIRE.COMTransforming Communities. Transforming Lives.It takes more than good intentions to transform communities. It takes capital, development capacity and trusted partnerships. In 25 years, we’ve delivered more than $7.3 billion in community impact. Overcoming challenges. Solving problems. Backed by a commitment to creating healthy communities that has never wavered.The Return on Investment: Safe, Aordable Homes. Healthy Communities. Better Lives.Shippensburg University is creating a recruitment toolkit for banks that have established job-specific internships like marketing, IT, credit analysis, etc. The toolkit will include information on how to connect with PASSHE universities to recruit university students into part- and full-time jobs and internships, how to best schedule on-campus recruitment activities, and provide tips and best practices for internship programs. The university will work directly with the other PASSHE universities to recruit students into the early talent and existing internship programs for summer 2023. We encourage our member banks to share job postings for existing intern positions with Shippensburg University so they can assist with recruiting interns from PASSHE universities. Shippensburg University is also creating an internship toolkit on how to develop and implement an internship program at your bank with assistance from Shippensburg's Career Center. The toolkit will be ready for distribution in January 2023.Finally, Shippensburg University will provide a leadership development program to interns across all member banks during the summer of 2023. The program, delivered live via zoom, features university faculty and industry experts who cover critical skill development topics based on the NACE (National Association of Colleges and Employers) standards. Some examples of session topics included emotional intelligence, personal branding and networking, DEI in the workplace, and communication and intentional listening. Interns at all member banks may participate. Look for more information in the spring.This partnership and the deliverables over the next year allow us to highlight the fantastic career opportunities in the banking industry, create meaningful experiences that will benefit college students across the state, and increase talent coming into the banking industry. If you are interested in participating, please contact Michelle Staton with the PA Bankers Association.

20 » PA Bankers Association pabankers.comworkforceDEVELOPMENTThe 2023 CSBS Community Bank Case Study Competition is Underway!The CSBS Community Bank Case Study Competition is a nationwide academic competition for undergraduate students. Through this competition, undergraduate student teams partner with local community banks to conduct original case studies on relevant topics. In addition to providing undergraduate students with an excellent opportunity to engage and gain valuable knowledge of the banking industry, the case study competition serves as a platform for community banks to tell their individual stories. It is an opportunity to build an understanding of the community bank business model and the role community banks play in local communities, and it is a mechanism for connecting academics and millennials with the community banking industry. •  Teams will be asked to learn about how their chosen institution is (1) recruiting, training and retaining talent; (2) looking at succession planning and demographic changes in their area; and (3) how the bank is using technology to improve their operations.• Jan. 23, 2023 •  Feb. 20, 2023  Contact Karen McDermott, kmcdermott@pabankers.com, today. COMMUNITY BANK CASE STUDY COMPETITION

PA Bankers Association » Winter 2022 21We’re Mobile! The PA Bankers App keeps you connected with PA Bankers like never before. SEE HOW YOU CAN UTILIZE THE APP BELOW:1DOWNLOAD THE FREE APP IN THE GOOGLE PLAY AND APPLE APP STORES TODAY.Register for events at your fingertips.2Update your personal/business information on the go.3Have all event details in one place (i.e., handouts, evaluations, speaker bios, etc.).4Access the updated PA Bankers calendar at all times.5Connect directly to the association’s social channels and stay up-to-date on association news.6Browse for products and services for your institution.Read paBanker magazine on the go.78 Access resources designed for PA Bankers' members. Receive "Instant Alerts" to stay informed.9Advocate for the industry from any location.10

22 » PA Bankers Association pabankers.comfrom yourPEERSThank you to our sponsor, Crowe LLP, for their support of this program. MICHAEL BORICKAACCCCOOUUNNTTIINNGG SSUUPPEERRVVIISSOORRTTHHEE DDIIMMEE BBAANNKKAwardsHONORING FUTURE LEADERS OF OUR INDUSTRYThe Future Under 40 Award recognizes an young industry leaders who have made a tremendous impact in their institution, the community and the industry. 2022FUTURE UNDER 40HONOREEN O MIN ATOR COMMENTS:Michael joined The Dime Bank as a Mortgage Loan Processor in 2015. Within a year he transferred into the Finance/Accounting department and has worked his way up to Accounting Supervisor with both hands and one foot on the next rung of the ladder. He is an absolute genius in Excel and shares his knowledge with other staff not only in the department but also throughout the entire bank. He is a regular invited guest to our ALCO meetings. He is a graduate of the PA Bankers Advanced School of Banking and is currently participating in the Leadership Institute.

PA Bankers Association » Winter 2022 23Thank you to our sponsor, Crowe LLP, for their support of this program. JON BOYDVVPP//FFIINNAANNCCIIAALL SSOOLLUUTTIIOONNSS BBRRAANNCCHH MMAANNAAGGEERR BBUUSSIINNEESSSS BBAANNKKEERRFFIIRRSSTT CCOOMMMMOONNWWEEAALLTTHH BBAANNKKAwardsHONORING FUTURE LEADERS OF OUR INDUSTRYThe Future Under 40 Award recognizes an young industry leaders who have made a tremendous impact in their institution, the community and the industry. 2022FUTURE UNDER 40HONOREEN OMINATOR COMMENT S :When Jon is asked about his professional accomplishments, the phrase that first comes to his mind is “Do good by doing good," a phrase that has resonated with Jon throughout his banking career. During Jon's five-year tenure at First Commonwealth Bank (FCB), he has been recognized as a top performer. In 2021, Jon and his team were announced as one of the top performing offices within FCB's retail network. Jon and team secured this accomplishment by completing $11 million in total lending. This year Jon and his team are trending toward earning the same recognition. Jon is an active member in various nonprofit, philanthropic and community groups and currently serves as treasurer on the Board of Directors for Acre of Beaver county.

24 » PA Bankers Association pabankers.comfrom yourPEERSThank you to our sponsor, Crowe LLP, for their support of this program. MEGAN DELLAPINAVVPP//SSEENNIIOORR CCOORRPPOORRAATTEE BBAANNKKEERRFFIIRRSSTT CCOOMMMMOONNWWEEAALLTTHH BBAANNKKAwardsHONORING FUTURE LEADERS OF OUR INDUSTRYThe Future Under 40 Award recognizes an young industry leaders who have made a tremendous impact in their institution, the community and the industry. 2022FUTURE UNDER 40HONOREEN O MIN ATOR COMMENT S :Megan has been employed at First Commonwealth Bank for eight years. During her tenure, Megan developed industry reports for the multifamily segment for the bank, analyzing the bank’s multifamily portfolio through discussion of historical trends and expected projections. Megan has also managed an underwriting portfolio of over $260 million analyzing existing credits as well as new origination through credit analysis. Megan is an active member in her community and serves as treasurer on the board of Commercial Real Estate Women (CREW).

PA Bankers Association » Winter 2022 25Thank you to our sponsor, Crowe LLP, for their support of this program. AwardsHONORING FUTURE LEADERS OF OUR INDUSTRYThe Future Under 40 Award recognizes an young industry leaders who have made a tremendous impact in their institution, the community and the industry. 2022FUTURE UNDER 40HONOREEJESSICA GEHMANSSEENNIIOORR RREELLAATTIIOONNSSHHIIPP MMAANNAAGGEERRLLIINNKKBBAANNKKN O MINATOR COMMENTS :Jessica “Jess” Gehman is an exceptional young banker and has many attributes that make her a great asset to LINKBANK and the banking industry. Jess has a desire to constantly learn, she has a helper’s heart, and she relentlessly pursues excellence. She is tenacious, competitive, kind and always willing to go the extra mile. These many positive attributes have helped her to achieve success early in her career. Jess’s positive impact does not stop at work. She is an active volunteer in her community and currently serves as a loan review committee member of ASSETs of Lancaster.

26 » PA Bankers Association pabankers.comfrom yourPEERSThank you to our sponsor, Crowe LLP, for their support of this program. AMANDA SPINELLADDIIRREECCTTOORRBBNNYY MMEELLLLOONNAwardsHONORING FUTURE LEADERS OF OUR INDUSTRYThe Future Under 40 Award recognizes an young industry leaders who have made a tremendous impact in their institution, the community and the industry. 2022FUTURE UNDER 40HONOREEN O MIN ATOR COMMENT S :Through her actions and accomplishments, Amanda has demonstrated a strong dedication to betterment of our team members and the community as a whole. In an effort to attract accounting and finance talent in the Greater Pittsburgh area, Amanda played a lead role in the establishment of an early career program within Finance - Controllers. She worked across organizational lines and partnered with HR and other teams within Controllers to ensure a successful program to attract and retain talent in Western PA. Her efforts helped foster a pipeline to local colleges / universities. Amanda spearheaded a program to teach Finance Literacy to Pittsburgh City High School students through a partnership with a local nonprofit organization, Urban Impact. This included high school visits, summer camp sessions on both weekdays and weekends.

PA Bankers Association » Winter 2022 27Thank you to our sponsor, Crowe LLP, for their support of this program. AwardsHONORING FUTURE LEADERS OF OUR INDUSTRYThe Future Under 40 award recognizes an young industry leaders who have made a tremendous impact in their institution, the community and the industry. 2022FUTURE UNDER 40HONOREETIMOTHY TAYLOR, JR.DDIIRREECCTTOORR OOFF DDIIGGIITTAALL && RREETTAAIILL SSAALLEESSLLIINNKKBBAANNKKN O M INATOR C O MMENT S :Tim has been in the banking financial industry for 18 years, starting as a teller. He has held roles such as Teller, Financial Services Rep, Manager, Market Leader, Talent Development Manager, Operations Manager and Director of Digital and Retail Sales. Tim is an effective manager and has successfully coached and helped team members flourish. He's passionate about helping team members grow and become the best that they can be. Tim developed and successfully executed bank-wide training programs focused on merger related needs, such as operations/sales to bring about consistent and high quality processes and policies, product knowledge, and systems training. Along with his many contributions to the community, Tim developed and facilitated financial literacy courses for Youth in Foster Care and Youth on Probation programs, as well as courses delivered through PA Forward.

28 » PA Bankers Association pabankers.comfrom yourPEERSThank you to our sponsor, Crowe LLP, for their support of this program. PATRICK THOMASVVPP// FFIINNAANNCCIIAALL SSOOLLUUTTIIOONNSS BBUUSSIINNEESSSS BBAANNKKEERRFFIIRRSSTT CCOOMMMMOONNWWEEAALLTTHH BBAANNKKAwardsHONORING FUTURE LEADERS OF OUR INDUSTRYThe Future Under 40 Award recognizes an young industry leaders who have made a tremendous impact in their institution, the community and the industry. 2022FUTURE UNDER 40HONOREEN O MIN ATOR COMMENTS :Patrick began his banking career at First Commonwealth Bank 4.5 years ago as a Financial Solutions Center Manager (FSCM). During his time as an FSCM, Patrick was 146.34-percent to goal in Business Loan Production, 291.71-percent to goal in Consumer Loan production, ranked third in the company for small business loan production, and processed 60 PPP loans. Coming from a family of involved fire fighters, Patrick feels that his community involvement has always been the foundation of who he is as a person and professional. Throughout his time as a banker, he has been involved in serving the community in several capacities.

PA Bankers Association » Winter 2022 29Thank you to our sponsor, Crowe LLP, for their support of this program. BRIAN KARRIPEEVVPP//CCHHIIEEFF CCRREEDDIITT OOFFFFIICCEERRFFIIRRSSTT CCOOMMMMOONNWWEEAALLTTHH BBAANNKKAwardsCHAMPIONHONORING AN INFLUENTIAL SENIOR LEADER OF OUR INDUSTRYThe Young Professionals Champion Award recognizes an influential senior leader who inspires and promotes the growth of young professionals in the industry.2022YOUNG PROFESSIONALSHONOREEN O M INATOR COMMENTS:Brian is a leading example of how to develop and inspire our young professionals here at First Commonwealth Bank (FCB). Brian takes his conversations with young professionals seriously and understands the value in these conversations. Brian stated that we use what we learn from these conversations to make each other and our bank better. Recently, Brian leveraged his philosophy and learned that our experienced young professionals like to discuss their careers and timelines to reach their next personal goal. By listening carefully, Brian uncovered an opportunity to create clearer career paths. This resulted in making a heavy investment within our Credit Administration team, creating a new “pathing and ladders” career development program.

30 » PA Bankers Association pabankers.comfrom yourPEERSYOUNG PROFESSIONALS Conference: Wrap-uppproximately 100 industry professionals traveled to Hershey in September for the Young Professionals Conference. Throughout the event, attendees had the opportunity to network, gain industry insights, recognize the Future Under 40 award winners, and learn the keys to leadership in today’s banking industry. Speakers included Claudia Williams, The Human Zone, LLC, who spoke on positive intelligence; Blake Lynch, WITF, who spoke on purpose and how “giving first is an asset and not a liability;” Drew An Brubaker, Herbein | Mosteller HR Solutions, who spoke on managing conflict in a multigenerational workforce; and Garry Gilliam, former NFL player and founder of The Bridge Eco-Village, who spoke on persevering through adversity. Attendees also had the opportunity to register for a volunteering opportunity at The Bridge Eco-Village, which occurred the day before the conference. PA Bankers would like to thank all attendees and sponsors, PA Bankers Services Corporation and Crowe LLP, for their support of the conference and Future Under 40 Awards Program. A

PA Bankers Association » Winter 2022 31he Bridge is a for-purpose initiative that looks to acquire dilapidated properties and convert them into eco villages, mixed-used development for people to eat, learn, live and play. The nonprofit engages with the community to provide a whole community approach or self-sufficiency programs. These programs teach individuals how to use The Bridge’s resources and where to find them. These individuals learn everything from how to start businesses, how to farm, the basics of real estate and the stock market, and the principles of mental health.“It takes a village to build an eco-village!” The Bridge offers opportunities for private investment; donations; consultation in DEI, social justice, community building and youth leadership; and volunteerism at the facility. Reach out to The Bridge team to get started.TWhat is The Bridge Eco-Village?

32 » PA Bankers Association pabankers.comThrough the Women in Banking Recognition of Excellence Program, we wish to acknowledge rising stars and leaders throughout our industry going the extra mile to promote and inspire women in the workplace to reach their full potential. Each year, the program honors four individual leaders during the annual Women in Banking Conference in the three categories. Anyone (member or non-member) can nominate a candidate, and prior nominees may be re-nominated. from yourPEERSNominations are currently open, and the deadline to nominate your peers is Jan. 31, 2023.WOMEN IN BANKING NETWORKCelebrating a woman who has achieved success within a leadership role and displays courage, values and ethics, as well as undeniable enthusiasm for the industry, her institution and the community. Celebrating a woman up to the age of 35 who is making a significant impact in her industry and community, making her ‘one to watch.’ (2 awards): Celebrating a seasoned male or female professional at a PA Bankers financial and/or Affiliate Member who continuously promotes and inspires women in the workplace to reach their full potential.

Ensuring everyone has access to safe banking products and services is critically important, and PA Bankers has partnered with the CFE Fund to expand the number of member banks in Pennsylvania offering certified Bank On certified accounts to reduce the number of unbanked and underbanked in the state. PA Bankers is supporting the Bank On effort across Pennsylvania through the statewide Bank On Keystone Coalition, as well as supporting the local Bank On Coalitions in Allegheny, Allentown and Philadelphia. The coalitions include banks, nonprofits, community-based organizations and local government - all interested in increasing the number of banks offering Bank On accounts and ensuring that all Pennsylvanians have the opportunity to be financially healthy.If you are interested in learning more about the existing coalitions or seeing how you can get involved, click here.Building stronger nancialfutures for Pennsylvania residents

34 » PA Bankers Association pabankers.comgovernmentRELATIONSIn an American Banker op-ed earlier this year, I called out the CFPB under the leadership of Rohit Chopra as a “regulator gone rogue.” I’m not alone in my criticism: in September, 12 Republican lawmakers took the bureau to task over what they called a “radical and highly-politicized agenda unbounded by statutory limits.” Unfortunately, the bureau has continued to push legal boundaries on several different fronts in recent months. First, the bureau has waged an aggressive PR campaign against so-called “junk fees”—using a term it coined to demonize the legitimate fees, including overdraft fees, that banks charge consumers for the products and services they offer. Throwing these fees in with things like concert ticket processing fees, resort fees and other surprise fees charged by retailers and hospitality businesses was a deliberate move to confuse the public about the well-disclosed fees they currently pay. (For the record, banks don’t charge resort or ticket fees, nor does the CFPB have authority to regulate those types of fees.) Another alarming step by the Chopra bureau was its decision to update the UDAAP section of its exam manual in a way that fundamentally upends the regulatory approach to fair lending supervision and enforcement, without providing industry stakeholders or the public the opportunity to provide feedback through the notice and comment process under the Administrative Procedure Act. Instead, the CFPB chose to take a backdoor route to expand its authority—giving itself the ability to examine for alleged disparate treatment or impact across all areas of bank operations using the authorities granted by the Dodd-Frank Act under its authority to prevent “unfair, deceptive or abusive acts or practices.” In reality, the CFPB’s authority to enforce anti-discrimination laws is limited to credit products. It’s clear that this move is an attempt by the bureau to set itself up as a “super-regulator” of financial practices using authority Congress did not give it. To be clear: ABA fully supports the fair enforcement of the nation’s anti-discrimination laws. We simply believe these laws should be enforced by regulators within the boundaries set by Congress. This updated manual does not qualify. Given that the bureau has not seen fit to rescind the manual—despite previous calls from ABA and other trade groups—we were left with no choice but to pursue legal action. ABA’s lawsuit, which was filed in late September jointly with the U.S. Chamber of Commerce, the Longview Chamber of Commerce, the Texas Bankers Association, the Independent Bankers Association of Texas, the Texas Association of Business and the Consumer Bankers Association, alleges violations of the APA in three ways. First, the bureau is exceeding its statutory authority outlined in Dodd-Frank, which is clear that “unfairness” under UDAAP and discrimination are distinct concepts that should not be conflated. Second, the updated manual is “arbitrary and capricious,” in violation of the APA. Finally, it violates the APA’s procedural requirements because it constitutes a legislative rule that failed to go through notice and comment.It’s never our preference to take legal action against a regulator. And this lawsuit doesn’t mean we’ve given up on finding common ground with the bureau. In fact, on issues like the need to protect consumer data, or the need to make sure nonbanks face the same regulatory requirements as banks for similar activities, or the importance of relationship banking, our goals are very much aligned. But when a regulator—any regulator—takes a step like this to dramatically expand its regulatory reach without authorization from Congress or any opportunity for the public to weigh in, ABA will respond on behalf of our members and the industry we represent.IReining in a Regulator Gone Rogue ABOUT THE AUTHOR: 

PA Bankers Association » Winter 2022 35governmentRELATIONSElection UpdateThe first midterm election of the Biden administration brought high (though lower than 2018) voter turnout, especially in battleground states. Forty-two million Americans turned out to vote early, either in-person or by mail. While the president’s party historically loses seats in midterm elections and this year was no exception, predictions of a “red wave” did not materialize.Several states are still tallying mail-in ballots. As of this writing, Republicans are on track to take a slim majority in the House and control of the Senate remains in flux, until the December 6 special election in Georgia.In Pennsylvania, John Fetterman beat Dr. Mehmet Oz for the open U.S. Senate seat. Our Congressional delegation after redistricting will be 9 Democrats and 8 Republicans, with Cong. Cartwright prevailing in PA-8 and Christopher Deluzio (D) winning PA-17, the seat formerly held by Conor Lamb. STATEJosh Shapiro (D) won the race for Governor against Doug Mastriano, a Republican. It is the first time in Pennsylvania history that the same party has held the Governor’s office for 3 consecutive terms.However, we do not know if Republicans or Democrats will hold the majority in the state House next session. While the Democrats elected 102 members, they will only seat 101, because of a death. Republicans elected and will seat 101 of their own members. With a 101-101 tie in the PA House of Representatives, there are a lot of unknowns. The State Senate remains unchanged since Election Day, where Republicans will continue holding the majority, 28-22.PaPaBPAC invested in 79 races during this election cycle. Candidates we supported won 91% of those races – most notable are: • House district 139, currently held by Mike Peifer. PaBPAC contributed to the campaign of Joe Adams, the Republican, who was victorious over his Democratic challenger. Mr. Adams is a Wayne County Commissioner and is on the board of a member bank.• Senate district 6, currently held by Tommy Tomlinson. PaBPAC contributed to the campaign of Frank Farry, the Republican, who was victorious over his Democratic challenger. Rep. Farry is a current state House member.• Senate district 40, currently held by Mario Scavello. PaBPAC contributed to the campaign of Rosemary Brown, the Republican, who was victorious over her Democratic challenger. Rep. Brown is a current state House member.The PaBPAC Board of Directors, made up of bankers from all sizes of banks across the state, determines candidate support. If you have any questions on who PaBPAC supported, it will be listed in the PaBPAC annual report issued at the beginning of next year, or you can reach out to Erin Kanter, ekanter@pabankers.com.We will provide updates to the election in our weekly e-newsletter Advocacy & Insights.*This analysis was written on Nov. 29.

36 » PA Bankers Association pabankers.comgovernmentRELATIONSA Bankers continues to agressively advocate on issues impacting the banking industry that were considered by the General Assembly during the 2021-22 session which concluded on Nov. 30. This session, over 4,000 bills were introduced. PA Bankers reviews each one. Together with our policy and advisory committees, we identify, establish a position and priority and advocate for or against issues that impact the banking community. PA Bankers identified 37 issues that we were watching and engaging on throughout this session. Here are some of the key issues: PA Bankers worked to advance HB 2645, introduced by House Finance Committee chairman, Rep. Mike Peifer (R-Pike), which would clarify that the deduction is available for any goodwill arising from acquisitions or combinations occurring after June 30, 2001, which Act 55 of 2007 provided.The PA Department of Revenue recently took a new position that threatens to strip most banks of the benefits of the goodwill deduction. Although it was never previously the stated position of the department, the department is now alleging that the goodwill deduction is not available when a combination of two bank holding companies occurs followed by or simultaneous with the merger of their bank subsidiaries. Because most bank combinations occur through holding company mergers, this change in policy could deny most banks the benefits of goodwill deductions that have been claimed for many years, and not previously denied by the department. The Revenue Department’s new policy eviscerates the legislature’s enactment of the deduction because combinations of banks not occurring together with holding company mergers are rare. As a result, the failure to clarify the original intent of Act 55 will further disadvantage Pennsylvania financial institutions and curb the expansion of employment and the investment of additional capital in the commonwealth. PA Bankers drafted and advocated for legislation stating that it is permissible for financial institutions and insurance companies to provide services to legitimate cannabis-related businesses and their business associates subject to (1) the laws and regulations applicable to provision of services to other customers of financial institutions and insurance companies; (2) Pennsylvania consumer protection laws; and (3) any additional requirements established by banking or insurance regulators. The legislation does not, however, require financial institutions or insurance companies to provide services to cannabis-related businesses or their associates. Many of its provisions are closely based on H.R. 1996, the proposed Secure and Fair Enforcement Banking Act of 2021. The legislation also protects financial institutions and insurance companies from adverse regulatory actions, criminal prosecutions, civil and criminal forfeitures and civil claims based solely on their provision of financial or insurance services to legitimate cannabis-related businesses or their business associates to the extent permitted by the legislation. The Governor signed this bill into law in July. PA Bankers advocated for SB 1035, introduced by Sen. Pat Browne (R-Lehigh), which modernizes trusts in Pennsylvania. Individuals creating trusts sometimes wish to designate a person other than the trustee to review and approve or disapprove, of certain actions of the trustee. They also may desire to grant the responsibility for making certain decisions regarding the administration of a trust to a person other than the trustee. Trust instruments identify these persons by a variety of different terms, such as trust protectors, trust advisors or trust directors. To address these issues, SB 1035 adds the Uniform Directed Trust Act to the PA Trust Code. It also adds a new, streamlined, non-judicial method for settling trust accounts. The legislation permits a trustee to settle the administration of the trust account to date by providing 30 months of trust account 2021-22 End of Session Report

PA Bankers Association » Winter 2022 37statements to the interested parties with notice that, absent an objection, the accounting is deemed approved and future claims will be barred. This method of settling a trustee’s administration will apply when a trust terminates, a trustee is replaced or resigns or a trustee desires to settle an interim accounting. SB 1035 passed the Senate unanimously. PA Bankers continued working with stakeholders on elder financial abuse prevention, including the PA Department of Aging. One of the tools developed as a standard financial institution record request forms. At the end of session, the House Commerce Committee planned to hold a meeting on HB 2799, introduced by Rep. Russ Diamond (R-Lebanon). At the request of the chairman, the financial services trade associations (CrossState Credit Union Association and Pennsylvania Association of Community Bankers) were invited to have their members testify as part of a panel. After deliberation, we submitted written testimony and the name of a banker who agreed to testify on our behalf. As the hearing program started to solidify, witnesses asked to submit written remarks, instead of testifying verbally. With only two other groups remaining on the agenda, we withdrew our offer to testify and urged the chairman to cancel the hearing. PA Bankers advocated against the creation of a public bank in Philadelphia. We submitted testimony regarding the as-introduced version of the Philadelphia financial authority/public bank bill and later suggested amendments. The bill passed City Council and was not returned by the Mayor, but did become effective.  ................................................................................................................................................................................................................. 4 .......................................................................................................................................  ..........................................................................................................................................................................................................................33 ...................................................................................................................................................................................................  ..............................................................................................................................................................................................  ............................................................................................................................................................................. .................................................................................................................................  .......................................................................................................................................................................................................................EVOLV ...............................................................................................................................................................................................................................53 .........................................................................................................................................................................................  ............................................................................................................................................................................................... 58.......................................................................................................................................... 38adINDEX

PA Bankers Association 50 Volume 21.1 | Quarter 1SOMEONE IS MAKING MONEY ON TITLE INSURANCE. IT SHOULD BE YOU.It’s like owning your own title insurance company, only better. PA Bankers Services Corporation – along with Investors Title Insurance Company – will help you become part of a multi-bank owned title insurance agency and share in the profits every time title insurance is written. To learn more, simply give us a call at (717) 255-6925 and we’ll show you how your bank can earn non-interest income from title insurance.

PA Bankers Association » Quarter 4, 2021 395 Benefits of HR & Payroll Solutions for Financial ServicesThe right solution for your business keeps you ahead of the competition by bringing value today and empowering you to create a better tomorrow.Eortlessly manage payroll, tax compliance, expenses, and moreLevel up your operations with tools that help your business conquer the basics, improve accuracy, make compliance a breeze, and gain insights to power decision-making.Win the battle for top talentLeverage intuitive tools that fast-track your ability to hire quality candidates, streamline onboarding to eliminate endless paperwork, consolidate data, and connect with your new hires before their start date.Tailor and deliver attractive benefits packagesCreate competitive packages while keeping costs low, minimizing your risk, and providing opportunities for your employees to engage meaningfully with your organization.24135Ready to learn more? Lisa DeJoy | Paylocity HCM Consultantldejoy@paylocity.com | 717.303.7663Visit us at www.paylocity.com and download your free copy of the 5 Benefits of HR & Payroll Solutions for Financial Services ebook, or get a guided tour of Paylocity in action with a solutions expert. Copyright © 2020 Paylocity. All Rights Reserved.Gain peace of mind with proactive complianceA comprehensive compliance dashboard empowers you to keep pace with regulations and related changes to policies and procedures.Create a company culture that keeps employees engagedIntegrated, mobile-friendly collaboration tools keep your workforce connected and informed. Powerfully innovative features like video help you create more impactful messaging and deepen connections with just-in-time feedback and the ability to send personalized kudos — from anywhere.

40 » PA Bankers Association pabankers.coma aheadlook   Please note: all dates and locations are subject to change. This includes changing in-person events to virtual oerings.General Association DEI CONFERENCE HERSHEY LODGE & CONVENTION CENTER, HERSHEY, PAPA BANKERS 2023 CONVENTION THE BOCA RATON, BOCA RATON, FL6/8-11/23SCHOOL OF BANKING THE PENN STATER CONFERENCE CENTER, STATE COLLEGE, PA 6/11-15/234/19-20/237/23-28/23ADVANCED SCHOOL OF BANKING THE PENN STATER CONFERENCE CENTER, STATE COLLEGE, PA

PA Bankers Association » Winter 2022 41a aheadlookSCHOOL OF COMMERCIAL LENDING THE PENN STATER CONFERENCE CENTER, STATE COLLEGE, PA6/11-15/23ANALYZING CORPORATE & PERSONAL FINANCIAL STATEMENTS & TAX RETURNS SEMINAR PA BANKERS TRAINING ROOM, HARRISBURG, PA ADVANCED SCHOOL OF COMMERCIAL LENDING PA BANKERS TRAINING ROOM, HARRISBURG, PA 3/28/233/29/23AGRICULTURAL BANKERS CONFERENCE PENN STATER CONFERENCE CENTER, STATE COLLEGE, PA4/27/23NetworksWOMEN IN BANKING CONFERENCE HERSHEY LODGE & CONVENTION CENTER HERSHEY, PA3/12-13/23

42 » PA Bankers Association pabankers.comvendorARTICLEShe pandemic created a unique confluence of events that affected the lending market. As recently explored by the Federal Reserve, bank deposit growth soared during the pandemic, with total deposits increasing more than double the pre-pandemic growth rate. In addition, many banks took a more conservative approach to lending, concerned about the potentially negative impact of the pandemic on employment and businesses. And consumers’ declining credit quality, paired with the still approaching CECL transition, forced institutions to provision for greater losses.Many of these trends have continued into 2022, leaving banks flush with liquidity. As lending remains a primary revenue driver, many institutions are revising their lending strategy to generate yield for investors. Such strategies include embracing digital lending systems, streamlining small business lending processes or navigating loan marketplaces for participation across the country.A trusted loan marketplace connects bankers with access to loan participations and options to buy or sell whole loans or loan portfolios, creating a curated network of regional community financial institutions, third-party originators and investors across the U.S.This technology can streamline existing procedures, help you optimally align with target relationship profiles and drive return from excess liquidity. Since there’s no cost to look at potential loan opportunities available and anonymity remains until you finalize a transaction, it’s perfect for any institution hoping to become:• Participants: Buyers can access key loan metrics and attributes of each deal upfront, including the seller’s underwriting process to help you determine what’s right for your portfolio. Once a whole loan, participation or other opportunity of interest is identified, the buyer submits preliminary interest through the platform. The originator or selling party reviews the request and once NDAs have been executed, the buyer or participant work together to finalize the transaction outside of the marketplace. Private personal information is not exchanged until this time and this transaction costs 25bps, or 0.25% of the interest rate, to buy or sell.• Lead Lenders: Sellers can efficiently and anonymously post participation opportunities. Once the loan or loan portfolio is approved and posted live on the marketplace, prospective participants/buyers can search, view, favorite and/or submit offers on the opportunity or any other active deal(s) on the platform. Buyers can also set specific parameters, enabling the matching algorithm to automatically find and recommend new opportunities or capital partners that meet their unique transaction criteria, including asset type, size or geography.TWhy Banks Are Embracing Loan Marketplaces as a Solution to Liquidity

PA Bankers Association » Winter 2022 43These marketplaces enable you to become partners of a sort with other banks, establish preferred loan types and optimize quality and price by selecting from a diverse set of deal flows. This gives a big boost to financial institutions, especially smaller community banks, that would like to grow their lending network within—or beyond—their geographic market and enable opportunities across one or more banks.Perhaps you’ve merged with another institution and need to minimize risk from existing credits you inherited. Maybe you have a strong borrower and want to keep doing business with them despite reaching your lending limit. In either case, you can post the loan and decide whether to retain the servicing rights.Banks commonly struggle with a high concentration of certain asset categories that need to be offloaded. But you don’t have to rely on your immediate network. For example, a rural community bank with mostly Ag loans can easily connect with a metropolitan bank with a portfolio consisting of commercial real estate loans. In so doing, you can also make your institution less vulnerable to local economic slowdowns or sudden declines of loans of certain types.This new technology simplifies the process of growing assets or disposing of them when lending limits or risk concentration becomes too high. Much like digital loan origination software, a modern loan marketplace decreases internal resource demands and enables you to manage the transaction process through a single point rather than across multiple parties.You can also monitor your bank’s performance against peers using interactive visualizations of current call report information for all FDIC-regulated institutions. These analytics offer performance metrics, allocation, competitive analyses and actionable insight. Between more efficient procedures and market intelligence concerning how peers are transacting, this environment reduces the complexity of lending and deal origination. Consider a loan marketplace as you keep an eye on the developing landscape. It’s a new take on a traditional process, but with no fee to participate, there are virtually no downsides. Meanwhile, your institution stands to achieve higher returns, expand your loan access and easily diversify your loan portfolio.Learn more about how the right enterprise core powers advancements like digital lending services in our Definitive Guide to a Modern Core Banking Partnership.ABOUT THE AUTHOR:  joinedin August of 2020 to expand CSI’s digital lending strategy. Prior to joining CSI, Simon worked as a consultant helping banks around the U.S. conduct core evaluations. It’s Time to Move Up to a Higher Level of Responsiveness and Trust withFieldSmart RESTRICTED APPRAISALS■ Restricted Appraisals ■ Commercial Evaluations ■ Property Inspections ■ Environmental InspectionsGET STARTED: BoxwoodMeans.com/ContactLEARN MORE:BoxwoodMeans.com/ServicesBecause Fast Delivery of USPAP-Compliant Property Valuations are Essential to Closing Small-Balance CRE Loans Today®

44 » PA Bankers Association pabankers.comvendorARTICLESlder adults are targets for financial exploitation because they tend to possess more wealth than others –accumulated over their lifetime through hard work and saving. A decline in mental faculties for some seniors also makes them more vulnerable, especially residents of nursing facilities targeted by predators who take advantage of victims’ memory loss. The CFPB reports that SAR filings on elder financial exploitation quadrupled from 2013 to 2017. One third of the individuals who lost money were ages 80 and older, and adults ages 70 to 79 had the highest average monetary loss.Seniors are often targeted through the internet, mail, phone, in-home visits, and free offers specifically tailored to large groups of seniors. Though they are always changing, we’ll discuss the most common elder scams happening now, and ways banks can help combat this problem.Perpetrators may pose as a Medicare representative to get personal information, or provide bogus services at makeshift mobile clinics, then use the information to bill Medicare and pocket the money. Some even make false offers for free medical supplies or checkups that require the victim to provide their Medicare information and credit card number for supposed “shipping and handling” fees. Consumers also report phony “Free” back, neck or knee brace offers. Scammers claim to be a Medicare or medical supply representative or health insurance company. If interest is shown, they will ask for sensitive information such as Medicare Numbers or Social Security Numbers. Another of the latest Medicare scams to pop up is where scammers are emailing, calling, and even knocking on doors, claiming to be OThe Top Scams Affecting Senior Citizens Right Now and What Community Banks can do to Help

PA Bankers Association » Winter 2022 45from Medicare and offering all sorts of pandemic-related services if you “verify” a Medicare ID number. Among the offers is to send new cards they claim contain microchips. Some posers have been asking for payment to move beneficiaries up in line for the COVID-19 vaccine.This applies to anyone that may have posted an online notice — an item for sale, for example, or a lost pet poster — and included a personal phone number. The scammer will call and pretend to be interested, but say they want to verify first that you aren’t a scammer. They’ll say that you are about to get a verification code from Google Voice (their virtual phone and text service) sent to you, and ask you to read it back. In actuality, they are setting up a Google Voice account in the target’s name. They can go on to perpetrate scams and pretend to be another, hiding their footprint from law enforcement.How this con works is that the target receives an email, text, or social media message with the Zoom logo, telling them to click on a link because their account is suspended, or they missed a meeting. Clicking exposes them to the risk of an upload of malware, where personal information could become available for identity theft.Seniors were raised in an era that valued politeness and good manners, but this makes them more vulnerable to fraud. Often, they are less likely to hang up the phone or simply say “no” to criminals pretending to be telemarketers or representatives of a company. Some telemarketing scams include:1. The pigeon drop - The con artist tells the individual that he/she has found a large sum of money and is willing to split it if the person will make a “good faith” payment by withdrawing funds from his/her bank account. 2. The fake accident ploy - The con artist gets the victim to wire or send money on the pretext that the person’s child or another relative is in the hospital and needs the money. 3. Charity scams - Money is solicited for fake charities. If you’ve ever seen a pop-up window telling you that your computer has a virus, then you’ve come close to this type of fraud. Pop-up browser windows simulating virus-scanning software fools victims into downloading a fake anti-virus program, or an actual virus that opens personal information to scammers. Scammers are also sending fake text messages alleging ABOUT THE AUTHOR:  joined the  team in the spring of 2019, and is dedicated to making the lives of senior citizens safer with the help of community banks. 20222023there is big trouble with an internet account, a credit card, bank account, or shopping order on Amazon or other popular retailers. They want people to click on links and provide personal info. Similar issues are popping up via ads on social media. Phony retail sites are using photos lifted from real online stores to make their fake store look legitimate. They run ads where the user clicks and winds up on their fake site, where they place an order with payment info and never receive the goods, or get a cheaper knock-off version, often shipped direct from overseas. Endorsed service provider,  delivers training to Nursing, Veterans, and, HUD senior homes that educates the elderly on how to avoid financial fraud and scams. They offer a variety of CRA compliance programs established to create safe and secure living environments for the elderly with help from local banks. Banks that partner with them also get access to downloadable  resources to share with banking staff and customers that keep seniors safe online.Learn how partnering with them to support the Senior Housing Crime Prevention Foundation can satisfy your bank’s CRA requirements.www.Shcpfoundation.org(877) 232-0859

46 » PA Bankers Association pabankers.comvendorARTICLEShe term “responsible innovation” has taken on new meaning as the financial services industry has transformed with rising adoption of digital technology solutions and assets by banking customers. These innovations can provide flexibility and accessibility, but also have the potential to bring risks to the financial institutions offering these products and services. The Office of Comptroller and Currency’s (OCC) issuance of Bulletin 2017-43 provided guiding principles for ensuring all new, expanded or modified existing products or services are developed and approved in accordance with sound business and risk management practices. A robust Products and Services Risk Assessment process should be used to evaluate products, services or strategies that could alter the risk profile of the institution. Conducting a detailed risk assessment early in the planning process allows leadership to fully consider the risk associated with their initiatives, as well as controls and monitoring tools needed to mitigate these risks. While most institutions consider new product risks before a launch, many do not think about all the many facets involved; the approach is informal and lacks the thoroughness that a more formalized process can provide. Cherry Bekaert’s Risk Advisory practice has introduced a service offering to help financial services institutions establish a robust and sustainable process that allows for informed decision-making to responsibly introduce a new, expanded or modified product or service. The product’s risk assessment process affords an opportunity to ensure that the product or service is a permitted activity for the entity and that an adequate support and control infrastructure is in place before go-live. The OCC guidance emphasizes the role of the board for providing appropriate oversight to ensure that the institution operates safely and soundly, while in compliance with applicable laws and regulations. The board should hold management accountable for due diligence and risk assessment processes for all new, expanded or modified activities. There is also a responsibility for management to inform the board of all new material activities, including due diligence findings and plans that clearly articulate and appropriately manage risks and returns. The board or a delegated board committee should also consider whether new activities are consistent with its strategic goals and risk appetite. Potential impacts to the business from an innovation or new initiative can typically be categorized in the following manner: Contribution to earnings or capital  Exposure to litigation  Effect on laws and regulations that require compliance  Perception of customers, investors and the public  Fit with overall business plan and direction of the company Examination of products and services initiative decisions that could affect the institution’s risk profile should be required and must consider the following key risk areas:  focuses on violations or nonconformance with regulations and governance.  encompasses the likelihood of an inability or unwillingness to repay as agreed.  focuses on violations or nonconformance with current laws. involves the ability to liquidate/securitize assets or obtain funding at a reasonable cost and the susceptibility to adverse changes in market interest rates and valuations. is primarily associated with internal processes, people, systems and external events, as well as consideration of impact to operations and technological processes, systems and information security. relates to any problems arising from new or existing regulations and/or laws.  focuses on the risk of negative public opinion and potential effects such as loss of market share and consideration of how the initiative will fit into their overall business strategy. relates to the risk to current or projected financial condition and resilience arising from adverse business decisions, poor implementation of those decisions or lack of responsiveness to changes in the financial services industry or operating environment. Establishing Risk Management Principles for Responsible Innovation in Financial Services Companies T

PA Bankers Association » Winter 2022 47How well you manage risk, whether it is strategic, reputational, operational, legal or any of the above risk categories, will determine the degree of success with the initiative. According to the OCC Bulletin 2017-43, the OCC’s regulatory guidance emphasizes the following components for effective and principles-based risk management oversight: » Adequate due diligence and approvals before introducing a new activity » Policies and procedures to properly identify, measure, monitor, report and control risks» Effective change management for new activities or affected processes and technologies» Ongoing performance monitoring and reviewing systems Cherry Bekaert views the following as key messages to ensure an effective and sustainable product development and risk assessment framework: • Involve Risk Management Early: Get risk management involved early in the product development process and avoid using risk management as a “back-end” check. • Training and Education: Train all stakeholders in the value proposition of having a disciplined and rigorous framework for assessing risk of new, modified or expanded products and services. Consistent messaging embedded in the organization’s culture is key to long-term success. • Expand Risk Categories: Continually broaden the span of risks included in your due diligence and risk assessment process (e.g., conflicts of interest, conduct risk, etc.). • Consult With Subject Matter Experts: Risk management should be responsible for conducting feasibility assessments on all proposed initiatives and ensuring subject matter experts and any other appropriate parties are consulted on all new and expanded or modified products and services. • Identify and Escalate Risks & Issues: Risk managers should monitor and coordinate implementation of new products and services initiatives with the business units ensuring that all relevant issues are addressed by the sponsoring area and all relevant information is distributed to the support departments that are involved. • Establishing the “Tone from the Top”: Members of the board and management team should set the core values and expectations for introducing new activities. • Accountability: All stakeholders should know and understand the core values and expectations as well as how the consequences for failure to uphold them will be enforced. Failure to comply with the Products and Services Policy and framework should result in disciplinary action (including, in a severe case, dismissal). • Effective Challenge: All levels must perform a review and assessment on the viability of a new product or service and should consider a range of views with encouraged open discussion. Initiatives should be fully vetted to determine inherent and residual risks, ensuring that mitigating controls are appropriate and that the business sponsor has a good understanding of its risk profile. Post-implementation reviews effectively ensure that all assumptions made, parameters given and conditions imposed (where appropriate) at sign-off remain valid once the business is implemented. Responsible innovation entails consideration of the increasing expectations of management and the board to fully understand and assess the impact of new and modified or expanded products and services on the organization’s risk profile. It is critical that management establishes appropriate risk management processes at the earliest stages in the product development planning processes to effectively measure, monitor and control the risks associated with new activities. Strategic plans should properly address the costs associated with new activities. It is critical for management to integrate risk management into the strategic planning process so that there is early line of sight on key risks and gaps in mitigating controls. The risk of failure from launching a new, expanded or modified product or service can be catastrophic from an operational and reputational risk perspective, so it is critical to ensure that the appropriate control framework is in place as part of the product introduction or launch. To learn more about responsible innovation and your company’s risk framework, contact Mike Dempsey, the firm’s leader in our Financial Services Risk Advisory practice, or speak to your Cherry Bekaert advisor.ABOUT THE AUTHOR:  Mike helps businesses implement sustainable audit frameworks and enterprise risk management programs by optimizing internal control systems and ensuring regulatory readiness.20222023

48 » PA Bankers Association pabankers.comvendorARTICLESAccountability gets a bad rap. You can see people wince and hear the hushed tones when speaking about it. It’s not comfortable being “accountable” for a metric, a deadline, or a result. To us, it is evidence of the financial institution’s culture or the quality of leadership.So often accountability equates to difficult conversations, calling out those that miss targets in meetings, or negative marks in our performance reviews. Must accountability be so negative?Not if it is engrained in your culture, implemented by experienced and well-trained managers, and celebrated with the tone at the top. Yes, celebrated.Because the way we view accountability, if invoked at all, is through negativity. We don’t celebrate those who achieve or exceed results nearly as much as we chastise those who miss the mark. This enables a culture of fear when people are called into the boss’s office or receive their performance reviews. It’s not very inspirational.And it’s not very effective, if by effective we mean to maximize employees’ abilities. It doesn’t have to be that way. Well trained managers know that authentic praise goes a long way in building cultures of positive accountability where people welcome rather than fear feedback. A culture where people want to work. One where all are accountable from the boardroom to the teller line, and accountabilities are consistent with strategy.Truth be told, achieving this culture has been a challenge. First, accountability tends to lead to recrimination more than back slaps. Could this be because those in leadership roles never were formally taught how to get the best from those that work for them? The best loan servicer doesn’t necessarily make the best AVP of Loan Servicing. Have we given that person the tools to succeed at her job so much so that those who work for her are more likely than not to excel? We discuss this issue in our September 2022 podcast episode, This Month in Banking, Banks are Responsible for Building Bankers!Second, accountability is not typically universally applied. We hold branch managers accountable for sales goals, and lenders accountable for volumes. But do we hold deposit operations accountable for positive trends in number of accounts per full-time equivalent (FTE) employees or department operating expenses as a percent of deposits? Why do so many branch personnel transfer to the back office? One common theme we hear is that branch people are much more accountable than support functions.Thirdly, our accountabilities are not often tied to our strategy. If a key performance indicator (KPI) for our institution’s strategy is Return on Assets, does that permeate throughout the organization? Sure, it is likely part of our executive compensation plan. Tying exec comp to strategic priorities is fairly common. But does it bleed throughout the institution?How would this work? We have opinions.How would the ROA strategic priority make its way throughout the organization? As mentioned, it should obviously be part of executive compensation schemes. And in this regard, we see financial institutions doing well.It’s below the executive level that we see breaks in strategic alignment. One example we often cite is incenting lenders on volume. The easiest way to get volume is by price. How often do we hear “this is what we need to do to get the deal done” in loan committee? The second way to get volume is loose covenants. No personal guarantee? Doesn’t impact the lender’s volume goal.Why not hold the lender, in part, accountable for the continuous profit improvement in his or her loan portfolio? In other words, the pre-tax profit as a percent of their portfolio, i.e. ROA. Now it aligns with the KPI in the strategic plan. Mind, blown.This makes so much sense it’s a wonder that we see so few financial institutions doing it. We have at least one theory why something that makes so much sense isn’t part of the accountability culture. Financial institutions typically don’t measure lender portfolio profitability. So they come up with some other scheme that they can measure, that is often contrary to the corporate KPI.The chart on the next page demonstrates where a particular lender’s pre-tax profit as a percent of his or her portfolio stands compared to all lenders, and the top quartile lenders. This is motivation. Imagine a chart with average portfolio profitability trends and top quartile profitability trends prominently posted in the commercial lending department with a list of the top quartile lenders. A report that is sent to the CEO. And the CEO calls every one of those listed to congratulate them on their performance.Now do something similar for the branch. Where does a particular branch rank in pre-tax profit as a percent of its deposits? And how does that stand with the all-branch average, and top quartile branches. The bonus pool could be much more lucrative for the top quartile versus the TKG PerspectiveStrategic Alignment: AccountabilitiesA

PA Bankers Association » Winter 2022 49bottom. Instead, we see branches held accountable for account open-close ratios or aggregate deposit balances. The best way to grow deposits is by price, right? Ever get those comments “if you want me to grow deposits, give me a rate.” That could easily serve to work against the corporate ROA KPI.So why not hold branches accountable for the continuous profit improvement of their branch? Hold awards ceremonies or pizza parties for the most improved, etc. Execute accountabilities in a positive manner. This doesn’t mean that you ignore the bottom performers. In a positive accountability culture, the regional manager or head of retail can sit side-by-side with each bottom quartile branch manager to devise a plan for improvement, educate them on the levers they can press to improve, use feedback loops from successful branches on what they do to drive performance, and mobilize bank wide resources to help that branch improve.Financial institutions do little of this in our experience. And the reason is that they don’t typically do branch profitability, or they think branch people won’t understand the reports even if the institution measured branch profitability (i.e. “nice to know” reports), or executives think them unnecessary because they already “know” where they do and don’t make a profit.We heard that last reason recently from a bank CEO. And we would bet she was right. She probably knew the top and bottom quartile performers. And in a 20-branch system, she could probably correctly guess the top and bottom quartiles four out of five times by simply throwing grass in the air. But if the institution isn’t measuring it, then they certainly aren’t holding branches accountable for continuous profit improvement. The grass in the air simply isn’t enough. So it’s not going to be part of the culture. And if that institution has an ROA KPI, then it is likely not consistent with the branch accountability scheme.Support centers should also be part of a consistent and positive accountability culture. We already remarked on the Deposit Operations Department. Similarly, loan servicing could be accountable for their operating expense as a percent of loans outstanding, and/or number of loans serviced per loan servicing FTE. The continuous drum beating for more resources might take a different turn, where the AVP of Loan Servicing might request a new system or new FTEs in her budget, which would slightly elevate her operating expense/average loans in the short-term, with the goal of lowering it long-term. How refreshing!This all may seem self-serving because we provide financial institutions with this information on an outsourced basis. And in that regard, it is. But when we enlisted the assistance of a financial marketing firm to get our message out, we told them that all financial institutions should do this, whether they did it with us or not. And the truth is, many, if not most, don’t do it at all.In a changing and consolidating industry, financial institutions that want to remain independent have to align strategy with what goes on at the institution every day, including your accountabilities and the culture you create to maximize performance. Do your accountabilities match your strategy?Continued from previous page Why not hold the lender, in part, accountable for the continuous profit improvement in his or her loan portfolio? In other words, the pre-tax profit as a percent of their portfolio, i.e. ROA. Now it aligns with the KPI in the strategic plan. Mind, blown. This makes so much sense it’s a wonder that we see so few financial institutions doing it. We have at least one theory why something that makes so much sense isn’t part of the accountability culture. Financial institutions typically don’t measure lender portfolio profitability. So they come up with some other scheme that they can measure, that is often contrary to the corporate KPI. The chart at left demonstrates where a particular lender’s pre-tax profit as a percent of his or her portfolio stands compared to all lenders, and the top quartile lenders. This is motivation. Imagine a chart with average portfolio profitability trends and top quartile profitability trends prominently posted in the commercial lending department with a list of the top quartile lenders. A report that is sent to the CEO. And the CEO calls every one of those listed to congratulate them on their performance. Now do something similar for the branch. Where does a particular branch rank in pre-tax profit as a percent of its deposits? And how does that stand with the all-branch average, and top quartile branches. The bonus pool could be much more lucrative for the top quartile versus the bottom. Instead, we see branches held accountable for account open-close ratios or aggregate deposit balances. The best way to grow deposits is by price, right? Ever get those comments “if you want me to grow deposits, give me a rate.” That could easily serve to work against the corporate ROA KPI. So why not hold branches accountable for the continuous profit improvement of their branch? Hold awards ceremonies or pizza parties for the most improved, etc. Execute accountabilities in a positive manner. This doesn’t mean that you ignore the bottom performers. In a positive accountability culture, the regional manager or head of retail can sit side-by-side with each bottom quartile branch manager to devise a plan for improvement, educate them on the levers they can press to improve, use feedback loops from successful branches on what they do to drive performance, and mobilize bank wide resources to help that branch improve. Financial institutions do little of this in our experience. And the reason is that they don’t typically do branch profitability, or they think branch people won’t understand the reports even if the institution measured branch profitability (i.e. “nice to know” reports), or executives think them unnecessary because they already “know” where they do and don’t make a profit. We heard that last reason recently from a bank CEO. And we would bet she was right. She probably knew the top and bottom quartile performers. And in a 20-branch system, she could probably correctly guess the top and bottom quartiles four out of five times by simply throwing grass in the air. But if the institution isn’t measuring it, then they certainly aren’t holding branches accountable for continuous profit improvement. The grass in the air simply isn’t enough. So it’s not going to be part of the culture. And if that institution has an ROA KPI, then it is likely not consistent with the branch accountability scheme. Support centers should also be part of a consistent and positive accountability culture. We already remarked on the Deposit Operations Department. Similarly, loan servicing could be accountable for their operating expense as a percent of loans outstanding, and/or number of loans serviced per loan servicing FTE. The continuous drum beating for more resources might take a different turn, where the AVP of Loan Servicing might request a new system or new FTEs in her budget, which would slightly elevate her operating expense/average loans in the short-term, with the goal of lowering it long-term. How refreshing! This all may seem self-serving because we provide financial institutions with this information on an outsourced basis. And in that regard, it is. But when we enlisted the assistance of a financial marketing firm to get our message out, we told them that all financial institutions should do this, whether they did it with us or not. And the truth is, many, if not most, don’t do it at all. In a changing and consolidating industry, financial institutions that want to remain independent have to align strategy with what goes on at the institution every day, including your accountabilities and the culture you create to maximize performance. Do your accountabilities match your strategy? TKG PERSPECTIVE Third Quarter 2022 | Volume 14 • Issue 3 2Q2022 1Q2022 4Q2021Lender A Lender A Lender AInterest Income 4.05 % 4.20 % 4.18 %Cost of Funds 1.45 % 1.18 % 1.67 % Total Interest Spread 2.59 % 3.02 % 2.52 %Funds Credit Allocated Equity 0.18 % 0.17 % 0.17 % Net Interest Spread 2.77 % 3.19 % 2.70 %Provision for Credit Loss 0.40 % 0.10 % 0.08 % Marginal Inc (Loss) After Prov. 2.37 % 3.11 % 2.61 %Non-Interest Income 0.20 % 0.11 % 0.16 % Total Income 2.55 % 3.21 % 2.75 %Direct Expense 0.36 % 0.42 % 0.46 %Indirect Expense 0.48 % 0.57 % 0.45 % Total Non-Interest Expense 0.84 % 0.99 % 0.92 %Pretax Profit (Loss) 1.71 % 2.22 % 1.84 %Lender A Portfolio Profitability2Q2022 1Q2022 4Q2021Lender A 1.71 % 2.22 % 1.84 %Median 1.25 % 1.98 % 1.62 %Top Quartile 2.34 % 2.52 % 2.75 %Continued from previous page Why not hold the lender, in part, accountable for the continuous profit improvement in his or her loan portfolio? In other words, the pre-tax profit as a percent of their portfolio, i.e. ROA. Now it aligns with the KPI in the strategic plan. Mind, blown. This makes so much sense it’s a wonder that we see so few financial institutions doing it. We have at least one theory why something that makes so much sense isn’t part of the accountability culture. Financial institutions typically don’t measure lender portfolio profitability. So they come up with some other scheme that they can measure, that is often contrary to the corporate KPI. The chart at left demonstrates where a particular lender’s pre-tax profit as a percent of his or her portfolio stands compared to all lenders, and the top quartile lenders. This is motivation. Imagine a chart with average portfolio profitability trends and top quartile profitability trends prominently posted in the commercial lending department with a list of the top quartile lenders. A report that is sent to the CEO. And the CEO calls every one of those listed to congratulate them on their performance. Now do something similar for the branch. Where does a particular branch rank in pre-tax profit as a percent of its deposits? And how does that stand with the all-branch average, and top quartile branches. The bonus pool could be much more lucrative for the top quartile versus the bottom. Instead, we see branches held accountable for account open-close ratios or aggregate deposit balances. The best way to grow deposits is by price, right? Ever get those comments “if you want me to grow deposits, give me a rate.” That could easily serve to work against the corporate ROA KPI. So why not hold branches accountable for the continuous profit improvement of their branch? Hold awards ceremonies or pizza parties for the most improved, etc. Execute accountabilities in a positive manner. This doesn’t mean that you ignore the bottom performers. In a positive accountability culture, the regional manager or head of retail can sit side-by-side with each bottom quartile branch manager to devise a plan for improvement, educate them on the levers they can press to improve, use feedback loops from successful branches on what they do to drive performance, and mobilize bank wide resources to help that branch improve. Financial institutions do little of this in our experience. And the reason is that they don’t typically do branch profitability, or they think branch people won’t understand the reports even if the institution measured branch profitability (i.e. “nice to know” reports), or executives think them unnecessary because they already “know” where they do and don’t make a profit. We heard that last reason recently from a bank CEO. And we would bet she was right. She probably knew the top and bottom quartile performers. And in a 20-branch system, she could probably correctly guess the top and bottom quartiles four out of five times by simply throwing grass in the air. But if the institution isn’t measuring it, then they certainly aren’t holding branches accountable for continuous profit improvement. The grass in the air simply isn’t enough. So it’s not going to be part of the culture. And if that institution has an ROA KPI, then it is likely not consistent with the branch accountability scheme. Support centers should also be part of a consistent and positive accountability culture. We already remarked on the Deposit Operations Department. Similarly, loan servicing could be accountable for their operating expense as a percent of loans outstanding, and/or number of loans serviced per loan servicing FTE. The continuous drum beating for more resources might take a different turn, where the AVP of Loan Servicing might request a new system or new FTEs in her budget, which would slightly elevate her operating expense/average loans in the short-term, with the goal of lowering it long-term. How refreshing! This all may seem self-serving because we provide financial institutions with this information on an outsourced basis. And in that regard, it is. But when we enlisted the assistance of a financial marketing firm to get our message out, we told them that all financial institutions should do this, whether they did it with us or not. And the truth is, many, if not most, don’t do it at all. In a changing and consolidating industry, financial institutions that want to remain independent have to align strategy with what goes on at the institution every day, including your accountabilities and the culture you create to maximize performance. Do your accountabilities match your strategy? TKG PERSPECTIVE Third Quarter 2022 | Volume 14 • Issue 3 2Q2022 1Q2022 4Q2021Lender A Lender A Lender AInterest Income 4.05 % 4.20 % 4.18 %Cost of Funds 1.45 % 1.18 % 1.67 % Total Interest Spread 2.59 % 3.02 % 2.52 %Funds Credit Allocated Equity 0.18 % 0.17 % 0.17 % Net Interest Spread 2.77 % 3.19 % 2.70 %Provision for Credit Loss 0.40 % 0.10 % 0.08 % Marginal Inc (Loss) After Prov. 2.37 % 3.11 % 2.61 %Non-Interest Income 0.20 % 0.11 % 0.16 % Total Income 2.55 % 3.21 % 2.75 %Direct Expense 0.36 % 0.42 % 0.46 %Indirect Expense 0.48 % 0.57 % 0.45 % Total Non-Interest Expense 0.84 % 0.99 % 0.92 %Pretax Profit (Loss) 1.71 % 2.22 % 1.84 %Lender A Portfolio Profitability2Q2022 1Q2022 4Q2021Lender A 1.71 % 2.22 % 1.84 %Median 1.25 % 1.98 % 1.62 %Top Quartile 2.34 % 2.52 % 2.75 %ABOUT THE AUTHOR: Jeff Marsico is President and a shareholder at The Kafafian Group since its founding in 2001. ABOUT THE AUTHOR: Megan McMahon joined The Kafafian Group in 2019 after serving a super-regional financial institution as a commercial relationship manager. She specializes in strategy development and process improvements.20222023

50 » PA Bankers Association pabankers.comvendorARTICLESt’s hard to find compliance talent (and it’s expensive). Even more, it’s costly and time-consuming to replace bad hires or individuals that turn out to not fit well with your organization.As banks, credit unions, mortgage companies, fintechs, and others struggle to find and hire compliance talent, now may be a good time to reexamine what you should ask compliance manager candidates during the interview process.Here are five questions to consider:  Compliance is a big job—and it’s important to know where to start.Monitoring and managing compliance risk means reviewing internal audits and reports and conducting risk assessments, compliance analyses, and compliance reviews to ensure controls, including compliance policies and procedures, are effective. These risk assessments are the foundation of your —of which compliance plays an important role.A key component is staying on top of regulatory change, including any  as well as hot-button regulatory issues and areas of enhanced regulatory scrutiny, which are continuously shifting and requires proactive effort. A good compliance manager will be active in staying informed about these changes and communicate them to the rest of the team. Compliance managers should also be looking out for “the next big thing” that could result in changes in rules and regulations.The compliance manager may also have some responsibility, depending on the input of a senior compliance manager, for creating, maintaining, and improving policies and procedures.Does the candidate demonstrate a risk-based understanding of compliance? Would they be able to conduct effective risk assessments and translate the results into action? Do they understand the basic building blocks of a strong compliance management system?I5 Interview Questions You Should Ask Compliance Manager CandidatesINTERVIEW QUESTIONS

PA Bankers Association » Winter 2022 51ABOUT THE AUTHOR:  is the  and  of , a leading provider of risk and compliance management solutions, and the author of The Upside of Risk: Turning Complex Burdens into Strategic Advantages at Financial Institutions. His extensive background in legal and regulatory matters has afforded him unique insights into solving operational risk management challenges and drives Ncontracts’ mission to efficiently and effectively manage operational risk.  is an integral part of any  program. Depending on the level of the job opening (manager, senior manager, etc.), the candidate will have different training responsibilities. Regardless, this person will likely be involved at some level, whether it’s designing programs or helping implement training initiatives. Compliance sometimes gets a reputation for saying no, when the ideal compliance officer wants to find a way to make a new idea work (within the bounds of safety and soundness).Compliance should look for ways towards ensuring new products and services to meet regulatory requirements, offering suggestions for tweaks to make the planned offering compliant while still meeting the goals of the financial institution. To make this as easy as possible, compliance should be included when discussions begin, not just at the end when sign off is needed.  Clear  is essential. Compliance managers ask employees to take training, adhere to policies and procedures, and follow up to make sure it’s done. They need to be able to explain things patiently and respectfully.The compliance  of the financial institution is directly influenced by the communication of everyone in the compliance department. At some institutions with weak compliance cultures, employees may think of compliance as beyond the scope of their job. A good compliance manager knows how to be a partner and an advocate in creating a compliance culture.Good compliance communication also requires good documentation. As they say in compliance,  RegTech has become an increasingly important facet of compliance, helping compliance teams keep pace with regulatory change and other compliance responsibilities. Have they used:  An automated compliance management system (CMS)?  • Findings management solutions?  • Risk management solutions?  • Compliance review solutions? It’s also an opportunity to talk about the tools available to your compliance hire. Given the competition for compliance talent, being able to show your candidate that your institution has compliance solutions to eliminate time-consuming tasks like tracking regulatory change so they can focus on big-picture projects that make better use of their time and talents.The interview process could be a lengthy one, with multiple levels of interviews before making the final selection. These five questions will give you a head start on selecting the best candidate for your financial institution.20222023

52 » PA Bankers Association pabankers.comvendorARTICLESespite the backlash it faced last year after shutting down accounts and seeing a surge in customer complaints, Chime remains popular among consumers. In fact, according to a new survey from American Banker, the neobank is beating out the majority of financial institutions in customer experience. Consequently, Chime now has over 12 million customers, with approximately seven million using it as their primary bank, compared to less than a million just five years ago. Neobanks, digital-only disrupters and multi-national banks are investing in data science teams while simultaneously creating chatbots for their websites, utilizing AI to customize user interactions, and applying machine learning to transform tasks from a time-consuming, manual process to a fully automated process. Smaller financial institutions, by comparison, have difficulty moving past the more basic descriptive data analytics of canned ad hoc reports and basic queries. Add that challenge to their ever-present obstacles of compressed margins and a shortage of resources or talent to fill the gaps and it’s clear that community financial institutions need affordable weapons in their toolkit to level the playing field. Banks have access to an abundance of information; every day an institution will send millions of data points through expensive networks and applications to process, transmit and maintain daily operations. But having this massive volume of data does not automatically correlate to having valuable insights. The value is found in being able to easily turn this cache of data into actionable insights that drive the institution’s ability to serve its customers and its community, streamline operations and ultimately compete with larger institutions and non-bank competitors. Banks can do this by leveraging a cloud-based, core-agnostic enterprise dashboard and analytics solution. By compiling and aggregating high-value, actionable data into an intuitive, interactive dashboard, financial institutions of all sizes have access to timely insights that empower teams, drive profitability and improve productivity at every level of the organization. In short, it’s community banking’s secret weapon in their continuing struggle to compete with larger, national institutions and neobanks like Chime. This is especially critical in today’s world of widespread digital access where consumers can easily compare banks online and open new accounts within minutes. KlariVis plays a vital role in enhancing these facets by organizing data in a way that is digestible and actionable. The platform empowers financial institutions by providing self-service access to interactive data dashboards, allowing the entire organization to quickly interpret and act upon the high-value data that is important to serve its customers. KlariVis automates daily extract files from banks’ core systems and other ancillary systems and brings those files securely into KlariVis, normalizes the data, creates the data joins and presents the information back to the bank in the form of business intelligence via interactive dashboards.With KlariVis, community banks are turning data into actionable data. ABOUT THE AUTHOR: , a unique and proprietary data analytics solution designed by bankers for bankers. A graduate of Endicott College, Amber has nearly 20 years of experience in sales and marketing with over 10 years focused specifically on the fintech industry. Prior to working in the financial space, she spent several years in the civil engineering industry, primarily partnering with government entities. Amber is passionate about helping business leaders in the financial services industry adopt the appropriate blend of customer experience solutions to make their banking experiences more memorable, productive, and efficient.Chime is Beating Out Most Banks in Customer ExperienceA version of this article originally appeared on the KlariVis BlogTo learn how KlariVis can support your financial institution, visit our solutions page or schedule a demo today with our team of ex-bankers. 20222023

PA Bankers Association » Winter 2022 53poweredbyevolv.comprograminfo@poweredbyevolv.comCredit CardsMortgageLoansAuto LoansStudentLoans Consumer LoansStay CompliantOur program searches BIN numbers tomake sure you are only accepting debitcard payments to keep you compliant.Virtual PaymentsMore and more consumers prefer to pay onlinebills using their debit card or ACH. Our softwareaccepts online debit card and ACH paymentsfrom your lendees.RevenueGeneratingDigital Marketing SolutionsMaximize Profitswhile Eliminating Card Acceptance Fees for Your MerchantsReal-TimeReporting and Dedicated Relationship AdvocatesDo More With EvolvEvolv, Inc. is a registered ISO of Wells Fargo Bank, N.A., Concord, CA and Fifth Third Bank, N.A., Cincinnati, OH.debt repayment solutionsDebit and ACH acceptance has benefits for various types of loans:Evolv has a program for debit and ACH acceptance for debt repaymentEvolv can provide research, analytics and best practices for deploying this payment optionAllow lendees to set up recurring payments that automatically ends when the bill is paid in fullOptionally pass on the cost of the transaction to the card user as a convenience feeWebsite PortalHave separate portal pages on your website for each type of loan, up to five pages per license.Now you can accept debit and ACH payments for loans from your lendees.20222023

54 » PA Bankers Association pabankers.comvendorARTICLESt is no surprise that mental health has taken center stage in the employee benefits world. At Benecon, requests from consultants and employers seeking mental health and employee assistance program (EAP) information for their clients and employees has skyrocketed. Compared to data from last year, Patient Advocates fielded three times as many requests for information on mental health in 2022. Mental health inquiries outpaced calls for every other health concern, including diabetes, hypertension and even oncology.According to the Kaiser Family Foundation’s Employer Health Benefits 2022 Annual Survey, “Access to mental and behavioral health services has been an issue for employers and policymakers for a number of years. However, the implications of a pandemic combined with the accompanying social and economic disruptions, focused even more attention to this topic. In the 2021 survey, we documented steps that employers and health plans were taking to improve access and meet the increased demand for these services. This year we asked employers about the demand for and use of these services, and whether they took further steps to expand access. Among firms with 50 or more workers offering health benefits, 22% of small firms and 48% of large firms say that the percentage of employees receiving mental health services increased in the last year. Among large firms (200 or more workers) offering health benefits, a large share (81%) offer employee assistance programs, separate from those available through the health plan, for mental health.”In addition to the increased demand for treatment options, Kaiser also found that “almost a third of employers said their health plan’s network didn’t have enough behavioral health care providers for employees to have timely access to the care they need.”  Does your employer offer an EAP? If so, you may have access to a network of therapists through your EAP. Many times EAP services are included free of charge as an added Mental Health Leads the Employee Benefits Conversation this YearI

PA Bankers Association » Winter 2022 55benefit to the health plan. Check with your HR department or benefits rep to find out how to engage with your EAP provider. Does your medical insurance carrier offer telehealth? Many insurance companies are now offering full access to telemedicine that includes medical, psychiatry, and counseling providers. Telehealth appointments can be less time consuming and easier to fit into a busy schedule. The following online resources are also great places to find providers: www.psychologytoday.com www.goodtherapy.org www.aamft.org www.networktherapy.com  Another trusted resource for learning more about mental health is the National Alliance on Mental Illness (NAMI). According to NAMI, “knowing warning signs can help let you know if you need to speak to a professional. For many people, getting an accurate diagnosis is the first step in a treatment plan. Unlike diabetes or cancer, there is no medical test that can accurately diagnose mental illness. A mental health professional will use the Diagnostic and Statistical Manual of Mental Disorders, published by the American Psychiatric Association, to assess symptoms and make a diagnosis. The manual lists criteria including feelings, behaviors, and time limits in order to be officially classified as a mental health condition. After diagnosis, a health care provider can help develop a treatment plan that could include medication, therapy or other lifestyle changes. Getting a diagnosis is just the first step; knowing your own preferences and goals is also important. Treatments for mental illness vary by diagnosis and by person. There is no “one size fits all” treatment. Treatment options can include medication, counseling (therapy), social support and education.  SAMHSA’s National Helpline is a free, confidential, 24/7, 365-day-a-year treatment referral and information service for individuals and families facing mental and/or substance use disorders. For more information, visit their website: www.samhsa.gov/  » Call 911 » Contact the National Suicide Prevention Lifeline: 988 (New as of July 2022) » Use the Crisis Text Line at www.crisistextline.org/ or Text HOME to 741741ABOUT THE AUTHOR: . Her professional experience spans various industries; from trading securities at a national brokerage firm to working on an inpatient mental health unit. She holds a marketing degree from The Wharton School of The University of Pennsylvania.20222023

56 » PA Bankers Association pabankers.comBANK HEALTH CARECONSORTIUM OF PA*43 Banks Received Credits inSurplus of Over $13.9 Million in 2021With an AverageNet Funding Increase in Single Digits.Wayne Whipple, (717) 255-6925wwhipple@pabankers.com  PA Bankers Members *Vendors provide products and services to both financial institution members and Affiliate Members.ABA INSURANCE SERVICES*Bond, D&O, Cyber Insurance, andEmployment Practices LiabilityPatricia Williams, (216) 220-1280pwilliams@abais.comACCUME PARTNERS BY CHERRY BEKAERT*Outsourced Internal Auditingand Risk Management ServicesNicole Lloyd, (717) 903-3142nlloyd@accumepartners.comANDERSON GROUP*Integrated Marketing andCommunications andBusiness IntelligenceLinda Anderson, (610) 678-1506LAnderson@ThinkAnderson.comAPPI ENERGY*Electricity and NaturalGas Procurement Services, UtilitiesManagement PlatformMargo Madden, (667) 330-1239mmadden@appienergy.comBANKERS ALLIANCE*A Family of Bank Compliance ServicesThat Includes Compliance Alliance,Review Alliance andVirtual Compliance OfficerWayne Whipple, (717) 255-6925wwhipple@pabankers.comBANZAI!*Interactive, Award-Winning CourseTeaching Students Real-WorldFinance, No Upfront CostKatie Rigby, (801) 821-9055katie@banzai.orgCOMMONWEALTH CHARITABLEMANAGEMENT*Application and Administrationof EITC ProgramsCristine Clayton, (570) 278-3800cclayton@commonwealthcharitable.orgTHE BAKER GROUPAsset/Liability ManagementSoftware and ServicesCharles Amis, (405) 415-7231Charlie@gobaker.comBANKTALENTHQ*Diversity is Essential -Find Talent in all the Right PlacesWayne Whipple (717) 255-6925wwhipple@pabankers.comCORNERSTONE ADVISORS*Core, Debit EFT, Card Program, LoanOrigination, Bill Pay, Mobile Banking &ATM Contract NegotiationJennifer Wagner, (480) 425-5204jwagner@crnrstone.comCRA PARTNERSTurnkey CRA Compliance/High-Yielding CRA CreditsTerry B. Rooker, (901) 529-4781terry.rooker@SHCPFoundation.org

PA Bankers Association » Winter 2022 57GLOBALVISION SYSTEMS, INC.Anti-Money LaunderingCatherine Lew, (818) 998-7851 x128clew@gv-systems.comEVOLV*Merchant Processing, Search EngineOptimization, Website Design and SocialMedia ManagementJoy West, (540) 235-7111Jwest@poweredbyevolv.comPAYLOCITY*HCM Solutions andEngagement SoftwareLisa DeJoy, (717) 303-7663ldejoy@paylocity.comDEALERTRACK COLLATERALMANAGEMENT SERVICES, INC.Electronic Lien and Title ProgramWayne Whipple, (717) 255-6925wwhipple@pabankers.comTHE FULCRUM GROUPINTERNATIONAL, INC.*Reviewing, Re-Negotiating andBidding Check Printing RelationshipTed Amon, (770) 736-5787ted@thefulcrumgroupintl.comVendor selections and recommendations are made in accordance with PA Bankers Services Corporation’s stated mission. It is believed that the promoted products and services merit strong consideration by PA Bankers member banks. PA Bankers Services Corporation due diligence and selection criteria should not be construed as a guarantee, as the ultimate appropriateness may vary from bank to bank. In addition, member banks are encouraged to conduct their own due diligence reviews of recommended vendors. Remuneration received by PA Bankers Services Corporation is utilized in-part to support the PA Bankers Association through contracted agreements, corporate sponsorships and overhead coverage. This financial support expands resources and strengthens the services and programs of the PA Bankers Association.DELUXE CORPORATION*Check ProgramTodd Wroblewski, (724) 625-5599todd.wroblewski@deluxe.comPWCAMPBELL*Design-build, Branch Experience and Consulting ServicesErin Campbell, (800) 253-7430erin.campbell@pwcampbell.comINVESTORS TITLEINSURANCE COMPANYMulti-Bank Owned TitleInsurance ProgramKaren Barnett, (419) 577-5900kbarnett@invtitle.comKEYSTATE CAPTIVE MANAGEMENTCaptive Management andInvestment Portfolio ServicesBrian Amend, (302) 425-5158bamend@key-state.comKLARIVIS*Data Analytics Solution Designed by Bankers for BankersAmber Robinson, (603) 860-3162amberrobinson@klarivis.comWEBBER ADVISORS*Multiple Medical, Drug, Dental &Vision Options and EB SolutionsBrad Webber, (814) 695-8066bwebber@lrwebber.comTHE KAFAFIAN GROUPPerformance & Profitability ManagementRobert E. Kafafian, (973) 299-0300 x106rkafafian@kafafiangroup.comNCONTRACTS*Integrated Compliance, Vendor and Risk Management, Board Encouragement PlatformNick Radocckia, Vice President Sales (781) 424-4650nick.radocckia@ncontracts.comNFP EXECUTIVE BENEFITS*BOLI, Executive Compensationand Long-Term CareDavid Shoemaker, CPA/PFS, CFP®(901) 754-4924david.shoemaker@nfp.comNEW ERA TECHNOLOGY*Managed Service Provider for Voiceand Data CommunicationChristian Ericson, (973) 474-1828christian.ericson@bitsnetwork.com

58 » PA Bankers Association pabankers.comTo be successful in today's financial climate, you must have not only the proper partner, but also the proper approach to achieve high performance. The Baker Group is this partner, and our approach is to oer sound strategies and accurate information to guide your institution to the next level. This is the reason we’ve been the industry’s recognized leader in innovation for more than forty years.To experience The Baker Approach in meeting your financial objectives, call your Baker representative or Ryan Hayhurst at 800.937.2257.Member: FINRA and SIPC www.GoBaker.com | 800.937.2257 Oklahoma City, OK | Austin, TX | Dallas, TX | Houston, TXIndianapolis, IN | Long Island, NY | Salt Lake City, UT | Springfield, ILThe Baker Group LP is the sole authorized distributor for the products and services developed and provided by The Baker Group Software Solutions, Inc.The Baker ApproachOUR SERVICESInvestment Portfolio ServicesBalance Sheet ManagementEducationPublic FinanceStrategic PlanningFundingBond Accounting/Analytics

20222023To be successful in today's financial climate, you must have not only the proper partner, but also the proper approach to achieve high performance. The Baker Group is this partner, and our approach is to oer sound strategies and accurate information to guide your institution to the next level. This is the reason we’ve been the industry’s recognized leader in innovation for more than forty years.To experience The Baker Approach in meeting your financial objectives, call your Baker representative or Ryan Hayhurst at 800.937.2257.Member: FINRA and SIPC www.GoBaker.com | 800.937.2257 Oklahoma City, OK | Austin, TX | Dallas, TX | Houston, TXIndianapolis, IN | Long Island, NY | Salt Lake City, UT | Springfield, ILThe Baker Group LP is the sole authorized distributor for the products and services developed and provided by The Baker Group Software Solutions, Inc.The Baker ApproachOUR SERVICESInvestment Portfolio ServicesBalance Sheet ManagementEducationPublic FinanceStrategic PlanningFundingBond Accounting/Analytics

                       CMYCMMYCYCMYKSnodgrass 2022 Full Page Ad - We look past the numbers - R* - PRINT.pdf 10 10/26/22 5:03 PM