At ICBA Securities, we provide community bankers the tools to grow their investments.

As organizations demand more advanced analytics and data-driven decision-making, the ability to integrate, manage, and protect data has become a critical business priority. Yet, without a strong governance strategy, companies face increased risks of security breaches, compliance failures, and regulatory penalties.

This webinar explores the essential components of a modern data governance and security framework. Industry experts will share best practices for establishing clear data ownership, maintaining data quality, and managing data throughout its lifecycle. The session will also cover how to design secure data architectures that support evolving business needs, including key considerations for data integration, storage, environment selection, and segmentation strategies.

You'll leave with practical insights for strengthening both governance and security across your organization's data ecosystem.

Learning Objectives:

• Build a comprehensive data governance framework with clear ownership, lifecycle management, quality standards, and security controls.
• Design secure data architectures that support integration, storage, segmentation, and cloud or on-premises deployment models.
• Navigate ethical and regulatory considerations, including privacy, cross-border data requirements, and retention policies.
• Scale data governance and security practices from small organizations to large.

Duration: 60-minutes

Presented live and recorded on 10/28/2026.

Your institution is unique. Your strategic plan should be just as distinct. The environment for community financial institutions has changed drastically in the past five years due to shifts in interest rates, emerging technologies, evolving consumer preferences, market changes, and recent bank failures. 

These factors necessitate a fluid and adaptable strategic plan. Whether your institution lacks a cohesive strategy or wants to review existing plans, this session addresses critical questions about your institution’s vision, employee alignment with that vision, cultural and brand consistency, risk identification, and having the right people in the right roles.

This webinar provides the framework for you to be able to clarify your vision, mission, and core values, understand the importance of a well-defined strategic plan structure, and identify key components common to successful strategies. You will learn about the role of enterprise risk mitigation and management in your strategic plan, identify four key growth strategies, establish best practices with board governance, and manage the strategic planning and implementation process. 

Additionally, you will gain tools and ideas to integrate your enterprise risk management and talent management programs into your strategic plan, ensuring it is actively implemented and not simply a document on the shelf.

Learning Objectives:

• Clarify your vision, mission, and core values.
• Learn the importance of a clearly defined strategic plan structure.
• Identify key components common to winning strategies.
• Understand the role of enterprise risk mitigation and management.
• Identify and implement four key growth strategies.
• Establish board governance best practices.
• Develop and manage the strategic planning process.
• Conduct a strategic risk assessment for new initiatives.
• Incorporate your enterprise risk management program into your strategic plan.
• Integrate your talent management program into your strategic plan.
• Ensure your strategic plan is actively implemented.

Duration: 90 minutes

Presented live and recorded on 10/29/2026

The formal requirements for financial institution compliance under the Bank Secrecy Act (BSA) are significant. With the regulatory agencies committing to tougher and more inclusive BSA/AML examinations, it is important to make certain your BSA/AML program is appropriate for your institution's risk exposure. 

Gain in-depth knowledge, resources, and peer networks to effectively manage your BSA/AML function or audit this function properly. This comprehensive training covers the primary requirements of each segment of the regulation and offers guidance on best practice expectations in each area.

To earn the Certified BSA/AML Professional (CBAP) certification, you will be required to attend this program in its entirety, complete all assignments, and achieve a passing score on the certification exam. If you decide to enroll in the certification testing after you register for the class, please contact an ICBA Education representative at 800-422-7285.

Learning Objectives:

• Review Bank Secrecy Act and Anti-Money Laundering program requirements, including emerging trends and industry observations.
• Analyze traditional financial recordkeeping elements of currency transactions, monetary instrument sales, and funds transfers.
• Take a comprehensive look at the CTR and SAR forms, including filing scenarios and dynamic “should you file” discussions.
• Study Customer Identification Program (CIP) requirements including the Customer Due Diligence and Beneficial Ownership requirements.
• Discuss high-risk customer monitoring tactics-including an in-depth look at account ownership expectations, enhanced account review, and OFAC compliance.
• Review key suspicious activity monitoring program components.
• Identify techniques to improve your BSA risk assessment to address all business lines and risk exposures at various levels within your bank.

As technology accelerates, the responsibilities of community bank directors and C-suite executives now reach well beyond traditional governance. This four-hour livestream forum gives boards and senior leadership a clear, plain-English view of how artificial intelligence, cybersecurity, fraud, and technology modernization are reshaping strategy, risk, and accountability.

We will cut through the noise to separate hype from what is real for community banking, examine how the ecosystem is shifting as vendor and employee AI use, evolving cyber and fraud threats, digital assets, and rising customer expectations move from side conversations to core strategy, and show why the goal is to weigh value against risk rather than chase the latest tool.

Throughout, we will reinforce that modernization and strong cyber governance are meant to extend relationship banking, not replace it, giving directors and executives the strategic questions to ask, the red flags to recognize, and a practical way to build technology and risk oversight into the institution's overall strategy.

Directors and C-suite executives will leave this four-hour session able to:

• Separate AI hype and fear from what is real and applicable to their strategy.

• Recognize how vendor-embedded and employee ("shadow") AI use is already inside the bank and where the risk sits.

• Understand the shift in cyber and fraud from generic phishing to synthetic media, deepfakes, and account takeover.

• Ask informed questions about digital assets and payments modernization and what they mean for risk and strategy.

• See how technology and disciplined cyber governance strengthen rather than weaken relationship banking .

• Weigh every major technology decision through a value, risk, and change lens.

Learning objectives

1. Frame technology and cyber oversight as a fiduciary responsibility. Explain why AI, cybersecurity, fraud, and modernization decisions now sit squarely in board and executive accountability, including the risk and liability tied to actions delayed or ignored.

2. Build a shared strategic vocabulary. Distinguish traditional and machine-learning AI, generative AI, agentic AI, and automation so leadership can evaluate vendor pitches, cyber exposure, and regulatory guidance with confidence.

3. Read the shifting ecosystem. Identify the forces reshaping strategy: fintechs resetting customer expectations, cyber and fraud threats moving to synthetic media, regulators asking more risk-based questions without a formal AI rulebook, and the enduring community-bank advantage in relationship and judgment.

4. Confront cyber, fraud, and digital assets directly. Recognize current cyber and fraud typologies and understand, at a governance level, what digital assets and payments modernization mean for the institution's risk posture and strategy.

5. Protect relationship banking through modernization. Reframe "relationship banking" beyond the branch and show how data and technology help bankers know customers better while managing the underlying risk.

6. Build technology and risk into overall strategy. Build technology and risk management into your overall business strategy. Start with your goals, evaluate the risks, and make sure your people and processes are ready before investing in new technology.

Register for all four Bank Director Forums and save $200!