Effective Meetings with Management School eBook

Effective Meetings with Management School

April 15-19, 2024 San Diego, CA

@ www.csbs.org ♦ @csbsnews

CONFERENCE OF STATE BANK SUPERVISORS 1300 I Street NW / Suite 700 / Washington, DC 20005 / (202) 296-2840

Effective Meetings with Management San Diego, California April 15-19, 2024

DoubleTree by Hilton San Diego - Mission Valley Meeting Room: Shutters East II

Monday, April 15, 2024 7:30 am – 8:30 am

Registration & Breakfast South Foyer & The Deck

Introduction

8:30 am – 8:45 am

Student Introductions

8:45 am – 9:30 am

9:30 am – 9:45 am 9:45 am – 11:45 am

Break

Communication Skills

11:45 am – 1:00 pm

Lunch on your own

Managing Effective Meetings

1:00 pm – 2:30 pm

2:30 pm – 2:45 pm

Break

Managing Effective Meetings (continued)

2:45 pm – 3:15 pm

Pop-Up Presentations

3:15 pm – 4:30 pm

Adjourn

4:30 pm

Networking Reception The Deck

5:30 pm – 7:30 pm

Tuesday, April 16, 2024 7:30 am – 8:30 am

Breakfast The Deck Icebreaker

8:30 am – 9:00 am

Delivering Difficult Messages

9:00 am – 10:15 am

10:15 am – 10:30 am

Break

Conflict Management

10:30 am – 11:45 am

11:45 am – 1:00 pm

Lunch on your own

Negotiations

1:00 pm – 2:30 pm

2:30 pm – 2:45 pm

Break

Internal Use Only

Pop-Up Presentations

2:45 pm – 4:00 pm

Case Study Introduction

4:00 pm – 4:30 pm

Adjourn

4:30 pm

Wednesday, April 17, 2024 7:30 am – 8:30 am

Breakfast The Deck Icebreaker

8:30 am – 9:00 am

Fact Finding Presentation

9:00 am – 9:45 am

9:45 am – 10:00 am

Break

Escape Room Activity

10:00 am – 10:45 am

Industry Feedback

10:45 am – 11:15 am

Prepare for Individual Meetings

11:15 am – 11:45 am

11:45 am – 1:00 pm

Lunch on your own

Individual Meeting with Instructor/ Prepare for Presentation

1:00 pm – 2:30 pm

2:30 pm – 3:00 pm

Break

Individual Meeting with Instructor/ Prepare for Presentation

3:00 pm – 4:30 pm

Adjourn

4:30 pm

Thursday, April 18, 2024 7:30 am – 8:30 am

Breakfast The Deck

Board/Managememt Meetings

8:30 am – 11:45 am

11:45 am – 1:00 pm

Lunch on your own

Board/Management Meetings

1:00 pm – 2:30 pm

2:30 pm – 3:00 pm

Break

Marshmallow Activity

3:00 pm – 4:00 pm

Adjourn

4:30 pm

Internal Use Only

Friday, April 19, 2024 7:30 am – 8:30 am

Breakfast The Deck

Board Meeting Review

8:30 am – 9:00 am

Friendly Feud and Wrap-up

9:00 am – 11:00 am

Adjourn

11:00 am

April 15-19, 2024 Effective Meetings with Management School San Diego, CA

ATTENDEES California Department of Financial Protection and Innovation Allen, Logan

logan.allen@dfpi.ca.gov kim.hong@dfpi.ca.gov paul.liang@dfpi.ca.gov denny.tjie@dfpi.ca.gov alex.tran@dfpi.ca.gov

Hong, Kim Liang, Paul Tjie, Denny Tran, Alex

Idaho Department of Finance Vose, Garrett

garrett.vose@finance.idaho.gov

Michigan Department of Insurance and Financial Services Bemiss, Nick New Mexico Financial Institutions Division Miakos, Chelsea New York State Department of Financial Services Chen, Jack

bemissn@michigan.gov

chelsea.miakos@rld.nm.gov

jack.chen@dfs.ny.gov tanisha.cobb@dfs.ny.gov antony.geraci@dfs.ny.gov nicole.murray@dfs.ny.gov gerald.senat@dfs.ny.gov shereen.wilson@dfs.ny.gov

Cobb, Tanisha Geraci, Antony Murray, Nicole Senat, Gerald

Wilson Salmon, Shereen

Texas Department of Banking Gonzales, Xavier

xavier.gonzales@dob.texas.gov daniel.martinez@dob.texas.gov

Martinez, Daniel

Wisconsin Department of Financial Institutions Blazek, Logan

logan.blazek@dfi.wisconsin.gov joshua.junig@dfi.wisconsin.gov saundra.mendini@dfi.wisconsin.gov

Junig, Joshua

Mendini, Saundra

INSTRUCTORS California Department of Financial Protection & Innovation Kim, Susan

susan.kim@dbo.ca.gov

Indiana Department of Financial Institutions Land, Patrick

pland@dfi.in.gov

North Carolina Office of the Commissioner of Banks Jones, Kelley

kjones@nccob.gov

CSBS STAFF Hoyle, Katie

khoyle@csbs.org

Lang, Julia

jlang@csbs.org

arichardson@csbs.org

Richardson, Amy

Internal Use Only

Effective Meetings with Management School April 15-19

Internal Use Only

Consumer Finance Team Supervisor

Instructors

Susan Kim

Patrick Land

Kelley Jones

Consumer Finance Team Supervisor North Carolina Office of the Commissioner of Banks

Depository Division Field Manager Indiana Department of Financial Institutions

Examinations Manager California Department of Financial Protection and Innovation

Internal Use Only

Communication Skills

Internal Use Only

Internal Use Only

Go to www.kahoot.it

Internal Use Only

Internal Use Only

Go to www.kahoot.it

Internal Use Only

Internal Use Only

ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Internal Use Only

VIRTUAL MEETINGS – 2020 and Beyond?

Internal Use Only

Minimize Distractions

Internal Use Only

Technology • Test all technology before the meeting. • Raise your webcam to eye-level. • Use a good microphone • Position conference window near camera. • Use a laptop, not a phone.

Internal Use Only

Etiquette

Internal Use Only

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ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Internal Use Only

Activity

Magic Wand Job Aid

Internal Use Only

Activity • CSBS needs your Help! • New Job Aid: The Magic Wand • Publicly-Available

Internal Use Only

Activity • Break up into Groups of 5 • 15-minute Planning Session • What does the Job aid do? • 3-Minute Informational Meeting for your Financial Institution

Internal Use Only

Activity • Present benefits of the New Job Aid • Incorporate Good Communication into your Presentation!

Internal Use Only

Activity Debrief • What Elements of Effective Communication did you use?  Verbal  Non-Verbal • How can this activity help with your meetings?

Internal Use Only

Communication is Key • Verbal / non-verbal • Aware of body language • Eye Contact • Posture • Personal Appearance • Volume • Inflection • Articulation • Direct w/ middle person • Virtual Communication Issues and Etiquette

Managing Effective Meetings

Activity

Effective Meetings vs. Ineffective Meetings

ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Activity

Ineffective Meeting Exercise

Activity

Ineffective Meeting Exercise

Why was the meeting ineffective?

How could you have made it more effective?

ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Types of Meetings During an Examination

Pre-Scope / Intro

First Day Meeting

Fact Finding

Update Meeting Wrap-up

Internal Debrief

Exit Meeting

Board Meeting

Exam Discussions Overview

Questions and Conclusions in Exam Process Questions Conclusions

100%

0%

Pre-exam Meeting

Exit Meeting

Utilizing an Agenda

Question: what percentage of the exam meetings you’ve attended (all types) have involved a written agenda?

Utilizing an Agenda “Meetings without an agenda are like restaurants without a menu.”

Utilizing an Agenda

Utilizing an Agenda

Preparation Direction

Focus

Setting the Tone

Support

Utilizing an Agenda

• Use bullet points

• Include every point you want to make

• Focus on key topics

• Provide too much detail

• Add detail verbally

• Lack structure

• Review multiple times

Do

• Bury the message in numbers

Don’t

• Prioritize items

Utilizing an Agenda

“Too much detail is apt, like any other form of extravagance, to become slightly vulgar.” – Willa Cather

Ratio

Period Ended Period Ended Period Ended

03/31/2011

12/31/2010

12/31/2009

Net Non-Core Funding Dependence Net Loans and Leases/Total Assets

10.36%* 76.70%

14.61%* 75.57%

24.97% 80.30%

• Liquidity and funds management practices are satisfactory, in spite of credit risk issues. The bank has access to sufficient sources of funds to meet present and anticipated liquidity needs. • Liquidity levels have improved since the prior examination. • On balance sheet • Liquid assets = $195 million, or 9.2% at March 31, 20XX (8.5% at LX) • Totals have improved during 2 nd quarter to $312 million, or 14.8% as of June 30, 20XX • Represents an increase of over 500 bps. • External borrowing sources • The bank continues to be rated “7” by FHLB, primarily due to credit risk issues. The bank remains on “listing” status and FHLB funding requires 142% collateral coverage. • FHLB borrowing capacity at March 31, 20XX = $264 million • FHLB borrowing capacity at June 30, 20XX = $272 million • In additional secured borrowing line with FRB = $27 million and unsecured line with Comerica = $6.5 million • Total on-hand liquidity / total liabilities as of March 31, 2011 = 25% (21% LX). Improved further to 29% as of June 30, 2011. • The bank’s Net Noncore Funding Dependence ratio is moderate at 10.4% (using the > $250,000 deposit insurance limit) as of March 31, 20XX. The UBPR Peer Group ratio is 11.6%. • The bank’s deposit base remains stable. Step-up time deposits have interest rates well-above market, but are limited to approximately $137 Million. • Management has been able to develop and access new funding sources, e.g. QwickRate and Comerica. Additionally, management regularly sells securities and loans without incurring loss. • Regulatory restrictions on holdings of brokered deposits and interest rate caps remain in-place. • Management has addressed contingency funding plan and other risk management weaknesses.

4 C’s for Presenting

Calm Confident

Clear

Concise

4 C’s for Presenting

Ideas for a strong presentation

Train and rehearse to hone your skills Know your audience Dress, look, and act the part

Be courteous Be interesting

Ideas for a strong presentation Engage your audience Don’t read, remember Set the tone early – and maintain it Stay objective Support your conclusions

Ideas for a strong presentation Build your case along the way Use simple text / graphics Time your remarks to stay on track Summarize key conclusions and next steps Remember the 4 C’s

Activity

Magic Wand Job Aid (Redux)

Activity • Return to your Groups of 5 • 15-minute Planning Session • 3-Minute Informational Meeting for your Financial Institution

Activity • Present benefits of the New Job Aid

• Incorporate Good Communication into your Presentation! • Incorporate Effective Meeting Tools into your Presentation!

Activity Debrief • What Elements of Effective Meetings did you use? • How can this activity help with your meetings?

Remember…

Takeaways? Questions?

Delivering Difficult Messages

Do you have to deliver difficult messages?

Goals

• Class Experiences • Bad Examples of Bad News • Difficult Messages: Dos and Don'ts

• Difficult Messages: Meeting the Challenge • Difficult Messages: Persuasive Principles

Please go to www.menti.com.

Delivering Difficult Messages

Who might you need to communicate with during the examination process?

Bank employees

Mid-level Managers

Loan Officers

Executives

Directors

Examiners from Other Agencies

Chief Examiners / Deputy Level

Other Examiners

Supervisory Examiners

Case Managers

Delivering Difficult Messages

What messages may be difficult to deliver during the examination process?

Need to extend onsite exam

Findings

Loan Downgrade Downgraded Ratings

Supervisory Action

Difference in approach between agencies

Not Ready for an Exit Meeting

Need more time to write the report

Feedback to other examiners

Delivering Difficult Messages

How do you feel when you have to deliver a difficult message?

Bad News, Bad Delivery

Bad News, Bad Delivery

Bad News, Bad Delivery

Bad News, Bad Delivery

Bad News, Bad Delivery

Activity

Delivering a difficult message

Activity Debrief

• Takeaways

• How can you apply the activity to your job?

“Bad news isn’t fine wine. It doesn’t improve with age.” – Colin Powell

• Joke around. • Be vague. • Beat around the bush. • Soften the blow too much. • Give advice if not asked. • Use slang or informal talk.

• Prepare yourself. • Be direct. • Have support. • Give others a chance to speak. • Treat them with empathy. • Be professional.

Do

Don’t

Overcoming Fears of Delivering Difficult Messages

Practice your comments

Visualize and rehearse

Allow others to help - and at times rely on them

Gain familiarity with audience / setting

Overcoming Fears of Delivering Difficult Messages

Take deep breaths

Realize most of your nervousness does not show

Communicate more, not less

Principles of Persuasion

Authority

Scarcity

Reciprocity

Principles of Persuasion

Liking

Commitment & Consistency

Social Proof

Activity

Group Presentation

GROUP ONE: AUDIENCE

Bank has minimal earnings and any negative findings that might impact earnings will directly impact capital, which will require capital infusion. As the BOD and management, you do not want to have any negative findings from the exam.

GROUP TWO: AUDIENCE

You are the Chairman/President of the bank. Your son is the BSA officer, who has been to (2) BSA training and has back up support. He has been the BSA officer for the past 5 years.

GROUP THREE: AUDIENCE

As BOD/management, your bank’s earnings levels have been performing satisfactorily; however, your bank performs slightly better than peer. So, you think that Earnings rating should be upgraded.

GROUP FOUR: AUDIENCE

As BOD/management, the bank recently acquired another institution. Due to lack of information, due diligence on the acquiring institutions was not performed. However, you recently found out that there was a $1.5MM defalcation from someone from the acquiring bank’s customer accounts. As management, you do not want it to impact the management component rating.

GROUP FIVE: AUDIENCE

As BOD/management, you were notified that examiners are extending their stay at your bank to (5) weeks. Examiners have stayed beyond the timeframe you would like for them to be there. As management, you do not want any downgrades.

ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Takeaways? Questions?

Delivering Difficult Messages

Do you have to deliver difficult messages?

Goals

• Class Experiences • Bad Examples of Bad News • Difficult Messages: Dos and Don'ts

• Difficult Messages: Meeting the Challenge • Difficult Messages: Persuasive Principles

Please go to www.menti.com.

Delivering Difficult Messages

Who might you need to communicate with during the examination process?

Bank employees

Mid-level Managers

Loan Officers

Executives

Directors

Examiners from Other Agencies

Chief Examiners / Deputy Level

Other Examiners

Supervisory Examiners

Case Managers

Delivering Difficult Messages

What messages may be difficult to deliver during the examination process?

Need to extend onsite exam

Findings

Loan Downgrade Downgraded Ratings

Supervisory Action

Difference in approach between agencies

Not Ready for an Exit Meeting

Need more time to write the report

Feedback to other examiners

Delivering Difficult Messages

How do you feel when you have to deliver a difficult message?

Bad News, Bad Delivery

Bad News, Bad Delivery

Bad News, Bad Delivery

Bad News, Bad Delivery

Bad News, Bad Delivery

Activity

Delivering a difficult message

Activity Debrief

• Takeaways

• How can you apply the activity to your job?

“Bad news isn’t fine wine. It doesn’t improve with age.” – Colin Powell

• Joke around. • Be vague. • Beat around the bush. • Soften the blow too much. • Give advice if not asked. • Use slang or informal talk.

• Prepare yourself. • Be direct. • Have support. • Give others a chance to speak. • Treat them with empathy. • Be professional.

Do

Don’t

Overcoming Fears of Delivering Difficult Messages

Practice your comments

Visualize and rehearse

Allow others to help - and at times rely on them

Gain familiarity with audience / setting

Overcoming Fears of Delivering Difficult Messages

Take deep breaths

Realize most of your nervousness does not show

Communicate more, not less

Principles of Persuasion

Authority

Scarcity

Reciprocity

Principles of Persuasion

Liking

Commitment & Consistency

Social Proof

Activity

Group Presentation

GROUP ONE: AUDIENCE

Bank has minimal earnings and any negative findings that might impact earnings will directly impact capital, which will require capital infusion. As the BOD and management, you do not want to have any negative findings from the exam.

GROUP TWO: AUDIENCE

You are the Chairman/President of the bank. Your son is the BSA officer, who has been to (2) BSA training and has back up support. He has been the BSA officer for the past 5 years.

GROUP THREE: AUDIENCE

As BOD/management, your bank’s earnings levels have been performing satisfactorily; however, your bank performs slightly better than peer. So, you think that Earnings rating should be upgraded.

GROUP FOUR: AUDIENCE

As BOD/management, the bank recently acquired another institution. Due to lack of information, due diligence on the acquiring institutions was not performed. However, you recently found out that there was a $1.5MM defalcation from someone from the acquiring bank’s customer accounts. As management, you do not want it to impact the management component rating.

GROUP FIVE: AUDIENCE

As BOD/management, you were notified that examiners are extending their stay at your bank to (5) weeks. Examiners have stayed beyond the timeframe you would like for them to be there. As management, you do not want any downgrades.

ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Takeaways? Questions?

Internal Use Only

Conflict Management

Internal Use Only

In the chat: What does conflict mean to you?

Internal Use Only

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AVOIDANCE

Internal Use Only

ACCOMODATION

Internal Use Only

COMPETITION

Internal Use Only

COMPROMISE

Internal Use Only

COLLABORATION

Internal Use Only

Internal Use Only

Role Play Activity • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Internal Use Only

ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Internal Use Only

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Red and Black Game

Internal Use Only

• If both Team A and Team B choose red, both teams lose 5 points. • If Team A chooses red and Team B chooses black, Team A gains 10 points, and Team B loses 10 points. • If Team A chooses black and Team B chooses red, Team B gains 10 points, and team A loses 10 points. • If both Team A and Team B choose black, both teams gain 3 points.

Internal Use Only

Scoreboard

Team Team A

Round 1

Round 2

Round 3

Round 4

Round 5

Round 6

Total

Score

Team B

Score

Internal Use Only

ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Internal Use Only

Key Take-Aways • Acknowledge • Know your audience • Communicate • Clarify • Commit to resolve conflict using various method

Internal Use Only

Negotiations

Internal Use Only

Negotiations is a method by which people settle differences.

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

Group Exercise

Internal Use Only

ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Fact-Finding Meetings

Who has held a fact-finding meeting?

Have a plan

Get to the Source

Source

Have a plan

Listen

Don’t assume

Don’t get overwhelmed

Persist

Keys For Fact-Finding • Review information provided • Know what additional information you need. • Identify the right questions. • Get to the source

• Listen and ask follow-up questions. • Don’t assume and stay objective. • Confirm answers or findings. • Don’t get overwhelmed. • Persist.

Bank Examiner Escape Room During your first ever examination at a De Novo Bank, you and your team have been locked in the vault by a jealous former examiner employee. The vault is virtually air-tight, but there is one way out.

You must obtain clues to aid in your escape (once you believe you have solved a clue, let your instructor know to determine if you can move forward).

You will need to enter the Exit Code, but you cannot input the code until all clues have been obtained. In addition, the code locks out forever after two failed attempt.

Focus on your surroundings, work together as a team, remember the importance of digging into clues and asking follow-up questions. Good luck!

ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Internal Use Only

Thank you for the comments !

What are you really thinking ?

INDUSTRY FEEDBACK

Internal Use Only

Conversational Meetings &

Trust & Respect for the Audience

Notes of Collaboration

Different Presenter

Some “small talk” before meeting

Clear Action Plan

Internal Use Only

New Examiners

Informative and Structured with Input

Presenting Facts with Support

Follow up after Yes/No

Same Documents

Preparation & Clarity

– Extra Copies

Courtesy – Not Accusatory

Internal Use Only

Repeated Request

Evasive Reasoning and Lack of Clarity

Complex/Confusing Questions

No Clear Direction on Requests

Short Zoom Meeting / Multi-Tasking During Zoom Meeting

Assumptions

Internal Use Only

Arguing & Interrupting

Presumption of Non-Compliance

Not listening or Taking Notes

No Eye Contact

Meeting Just to Meet Without Reason

Playing on Phone

Rigid Q&A Format

Internal Use Only

Internal Use Only

Repeating questions

Forget to unmute

Tardy/Not punctual

Distraction during zoom

“Best practice” without discussing

Attire

Disrespect abilities

No substantive comments

Confrontational seating arrangement

Unprepared

Reading Agenda

Engagement/ Phone

Internal Use Only

Board/Management Meeting Presentations

Internal Use Only

Board/Management Meeting Presentations: • Prepare a 20-minute Board/Management Meeting Presentation. • Remove all confidential/ identifying information • Try to challenge yourself! Focus on findings that are hard to deliver. • Send your agenda to Katie (khoyle@csbs.org) prior to your presentation. • Everyone will also observe the other presentations and act as members of Management or the Board. • Be prepared for questions or challenges just like in a real-life situation.

Internal Use Only

Schedule:

Prior to School

Tuesday, April 16

Wednesday, April 17

Thursday, April 18

After School

• Instructors will meet with their groups to introduce the case study and answer any questions.

•Come prepared with a previous board or management meeting presentation or one that you plan to conduct.

•20-minute one-on one meeting with your instructor to discuss your presentation •Independent time to prepare for presentation

•Board/Management Meetings •Presentation and observe •Send agenda prior to presentation

•You will receive a feedback form from your instructor.

Learning Roadmaps

The CSBS Learning Roadmaps are tools to help guide examiners through their learning journey by identifying skill gaps and training opportunities. These tools can also help examiners determine what training is needed to earn formal certification. Available Learning Roadmaps Bank Safety & Soundness Examiners BSA/AML Examiners IT/Cybersecurity Examiners

Developing the Workforce of Tomorrow One of the CSBS strategies is to contribute to innovative learning solutions and develop capabilities that enhance examiner skillsets and promote networked supervision resulting in a high performing, collaborative, and trusted state regulatory workforce.

Money Service Business (MSB) Examiners Mortgage/Non-Depository Examiners Trust Examiners

LearningRoadmaps@csbs.org www.csbs.org/examiner-learning-roadmaps

CSBS Accreditation

CSBS Certification The CSBS Examiner Certification Program recognizes the professionalism and unique skillsets of state regulators and is open to all who meet the education and experience qualifications for a credential. 31 Certification Credentials Safety & Soundness

The CSBS Accreditation Program evaluates state bank, mortgage and money transmitter regulatory agencies against standards set forth by a committee of state regulators. Benefits of Accreditation

Developing the Workforce of Tomorrow One of the CSBS strategies is to contribute to innovative learning solutions and develop capabilities that enhance examiner skillsets and promote networked supervision resulting in a high performing, collaborative, and trusted state regulatory workforce.

Creates Supervision Framework Promotes Process Standardization Builds Trust Improves Information Sharing Keeps States Accountable Recognizes Agencies Performance

Mortgage Licensing Trust IT & Cybersecurity Data Analytics Training

certification@csbs.org csbs.org/examiner-certification

accreditation@csbs.org csbs.org/department-accreditation

Education or training which has been determined to be essential in maintaining and enhancing skills or knowledge necessary for the performance of a job for which the certification is required. Continuing Education Classifications Core Education, training, or other activities which has been determined will enhance skills or knowledge necessary to effectively work as an examiner or regulator including but not limited to soft skills, technical trainings, providing on the-job training, participating on CSBS committees. Training completed as part of employment or general interests but does not directly contribute to the proficiency of the certification maintained. General courses will not count toward continuing education. General Elective

Providing a Path

Certification can assist agencies in developing the workforce of tomorrow by providing a framework for career progression and professional development.

Continuing education to take state regulators to the next level.

Training directors decide what their examiners need Tie in training to certifications Certification as a measure for career progression

Acquiring and maintaining a CSBS Certification gives regulators the opportunity to advance their career along a well-defined career path, encourages knowledge and skills development and recognizes and rewards achievement.

Training Directors will be able to identify courses that align with an examiners credential, maintaining the education and career path provided by their agency in combination with a CSBS certification. Program Improvements