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Core Classes | First Year Students


The exceptional reputation of Pacific Coast Banking School has been built on a program consisting of:


  Relevant cutting-edge courses developed by leading faculty, top industry consultants and
    senior bankers in the United States.

  Rigorously selected and evaluated world-class faculty.

  Full-length courses which go hand-in-hand with our students' experience, education, and the
    goals of their organization, focusing on the principles and strategies needed to manage a
    financial institution.


The first year at PCBS is designed to equip students to rise into leadership by providing a broad foundation in bank management, including economic, financial, and leadership courses. The curriculum is entirely comprised of core (or required) courses. The in-depth information provided is then utilized in the five extension assignments throughout the year between the first and second sessions.


Analysis of Business Conditions

Analysis and interpretation of the macro-economy. Consideration of national monetary and fiscal policies designed to promote employment, price stability, and economic growth. The course builds knowledge of the international, national, and regional macroeconomic environments in which bankers do business. It will foster understanding of the recent and future performance of the U.S. economy. Current and future national and international policies and their implications for the macroeconomic environment will be addressed.


Credit Risk Management

Prior to 2007, credit risk management primarily focused on the administration of individual borrower relationships. A bank's loan policy and supporting credit administration and underwriting procedures were designed to ensure that lenders said "yes" to individual loan request that "made sense" on the merit of the request.

Bank regulators closed 515 banks between 2008 and 2015. Why did these institutions fail? In the pursuit of increasing profit and growth, they assumed repayment risks far beyond their ability to manage. Business development strategies emphasized growth and profit. Boards and senior management were willing to invite more repayment risk into the bank to support growth and profit. Lending concentrations grew, transaction by transaction, and management lost perspective of loan portfolio dynamics.

This class is designed to accomplish multiple objectives. Students will be given the opportunity to accomplish the following:

  • Define their bank's lending risk tolerance.
  • Determine their bank's current lending culture.
  • Develop a "risk profile" for their bank's loan portfolio.
  • Review and evaluate their bank's loan approval process.
  • Study the components of strategic loan portfolio management.
  • Determine their bank's vulnerability to costly mistakes in loan portfolio management.
  • Measure their bank's lending processes against loan portfolio management best practices.
  • Analyze their bank's loan pricing practices in view of building a competitive advantage.
  • Discuss the impact of the current regulatory environment on their bank's lending function and ability to compete.
  • Review tools available for better management of their bank's loan portfolio.

Dynamic Leadership

Dynamic Leadership provides participants with an opportunity to explore, develop and enhance many of the critical leadership attributes, qualities, skills and competencies needed to create and sustain dynamic organizational success. This program will challenge the participants to build on their established skills and competencies and to exchange ideas and experiences in a way that enhances their leadership effectiveness.


Financial Tools for Bankers

Banking involves many of the most fundamental tools and techniques in modern finance. This course is designed to present these tools and techniques and to show how they are used in practice to both value companies, and perhaps more importantly, to think about what drives value and how it can be created. In the final analysis good business decisions build value, so a strong foundation in the determinants of value and value creation is critically important to bankers as well as business people in general. The course is divided into three modules. First, we will discuss the fundamentals of the time value of money. At its core, valuation involves comparing cash flows that occur at different times and with different levels of certainty. How do we compare a cash flow today with a cash flow at some point in the future, even if both are certain to occur? Which one is better? How do we know? What if one or more of the cash flows is uncertain? As part of this process we will consider several fundamental financial instruments, including stocks and bonds, and how they are valued in competitive capital markets. Second, we will use what we have learned to understand valuation of private companies. What cash flows are relevant for valuation in practice? How do we identify and forecast them? How can we use what we know about discount rates in public markets to value these cash flows? Lastly, in Module 3 we will work through a case study involving an actual valuation, thereby putting into practice all that we have learned. Throughout the process, we learn interesting and extremely useful frameworks and techniques that will be of great benefit to you in helping you develop a competitive advantage over your peers and progress in your career!


Managing Bank Financial Performance

Topics covered include financial structure and financial performance of banks; sources of information for measuring financial performance of banks; analyzing and evaluating bank profitability; analyzing and evaluating financial risk of banks; and analyzing bank rating services. The most important concepts that students learn from this course include how to integrate financial reports on the banking industry, how to pin-point the weaknesses and strengths of a financial institutions by going through information provided in the UBPR, and how to evaluate a bank's financial performance and find solutions to improve bank performance.



 
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