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<br /> <br />GROUP 16, 17: RELATIO~SHIP lENDING <br />Starter Template <br /> <br />3,9 <br /> <br />Standardize ''thank-you", "next steps", and application materials and Incorporate Into the PeTe mail <br />stream and have sent by the fulfillment center. <br /> <br />Centralize the Bank training unit that oversees both 'development, ImplementatIon and correlation with <br />the _ fonns for more consistent product based; saies and negotiation training <br /> <br />Standardize the format of proposals and make avall~ble over the Internet. <br />81mlnate "Relationship Reviews" In ~, <br /> <br />Reduce "Relationship Review" requirements In --: and Large Corporate by automatically populating <br />with company profile, management, faclUty and profltablllty InformatIon from the "Integrated call <br />tracking system. H <br /> <br />Provide an Internet based resource to gather local market, Industry, and financial servIce's competitor <br />data, <br /> <br />3,10 <br /> <br />3.11 <br />3,12 <br />3.13. <br /> <br />.3,14 <br /> <br />.,. <br /> <br />4. streamline dallv oortfollo manaaement activities <br />4.1 Expand the services provided by Corporate Client Services, <br />4.2 Transfer DDA openings and closings to the cash Management Sales Officer. <br />4.3 Transfer the revIew and response to dally risk-associated client account activity to Credit <br />. Administration. . <br />Transfer the administration of real estate construction loans to Commercial Real Estate, <br />Transfer aU responsIbilities related to seeking appfovai for caSh Management-related credit facllltles <br />and completing the fonn to the cash Management Sales Officer, <br />4,6 Increase the limits on those accounts requIring Credit approval based on Bank risk tolerance. <br />4.7 . . - 5t1'eamllne the _ form-and subsequent routlng,."- ". . . <br />,4.8 Transfer monitoring, reporting and managing deteriorating credits (loans, leases, cash Management- <br />related accounts) to Credit AdmInistration, <br />4.9 Integrate the Client Profitability system Into the s~les management system. ' <br />4.10.. Increase i;lCGOunt 10ad.s for RMs hal)dll\lga~ountk on the lower end of the,_pro.fltabll,ity s~le, <br /> <br />4.4 <br />4.5 <br /> <br />",~' ~ -.-'. <br /> <br />'..$ <br /> <br />. <br /> <br />. <br /> <br />5. ~treamUne loan renewallaopllcatlon orocess <br />5,1 - Transfer all credit activities, Including the closing function to Credit Administration, <br />5.2 Eliminate annual renewals for risk rated 4 or better. <br />5.3 Eliminate the renewal extensions by moving the 'renewal date to <br />5.4 Reduce the requested data fields on Discussion Drafts for financing requests under $500,000 and <br />. forward to a centralized underwriting unit for cr$dlt scorIng and documentation, <br />5.5 Eliminate Discussion Drafts, <br />5,6 Reduce the.numberof."T1me Notes" In favor of I'D em and Notes". <br />5.7 Reduce the frequency with which Borrowing Bases are required to monitor loan performance, <br />5,8 Eliminate seeking credit approval for lines of credit for which there are no requested changes. <br />5,9 Transfer the data analysis and requesting of fOI!OW~Up loan approval related Information from <br />clIent/prospect to the local Credit Underwriter ~r Credit Officer, <br />5,10 Reduce time spent fl1l1ng out multiple ROE Analyses for the same Client/prospect In the same year, <br />5,11 Increase the lending authority of the local Credit Officers and/or the local Underwriters. . <br /> <br />....... <br /> <br />..~"..1, <br /> <br />Page 5 of7 <br /> <br />~ <br /> <br />