The FDIC Corporate University: An Introduction

• What is it?
• Why do we have one?
• Where are we now?
• Where are we going?

CU is the FDIC's training and development arm

• The training and development of FDIC's workforce is facing new challenges
  • An experienced workforce is rapidly approaching retirement age
  • The risk profile of the financial sector is changing faster every day
• Prior to the establishment of CU, most training was developed by individual divisions and offices
  • Degree of coordination and corporate focus was limited
• CU charge is to coordinate and facilitate high quality, cost effective learning and development consistent with corporate objectives.

CU's governance structure ensures alignment of employee development with FDIC's strategic objectives

• High level Governing Board Membership
  • Deputies to the Chairman - form Executive Committee
  • Directors of major operations
  • Chief Learning Officer with management and business line experience
• Senior executives serve as Deans for each School on rotational basis

Currently CU manages five Schools and a number of new initiatives

• The five schools include:
  • Supervision and Consumer Protection for core examiner training
  • Resolutions and Receiverships for training in receivership management and resolutions, franchise marketing and loan management
  • Insurance for education in risk analysis and assessment
  • Corporate Operations for development of employees in functional support operations
  • Leadership Development for FDIC current and future executives

New initatives include programs to promote a corporate culture, leadership and professional development

• Internal Job Rotation Program
• Business Line Awareness Courses
• "One FDIC" Orientation Program
• Executive Leadership Seminars
• Management Development Curriculum

CU will promote efficiency and effectiveness in human capital development

• Reduce fragmentation between divisions and offices
• Assess needs by functional and subject areas
• Benchmark programs against "Best in Class"
• Evaluate new technology in the delivery and management of the training function
• Improved cost-benefit analysis of training initiatives

CU's long-term success depends upon certain critical factors

• Ability to maintain the support of executives, managers and employees
• Providing quality to support existing training programs and needs
• Demonstrating added value at all levels corporate wide
• Being proactive in the development of new programs
• Expanding the breadth and scope of workforce covered
• Ability to leverage domain knowledge and relationships
• Ability to establish a sustainable process for measuring needs and performance

CU plans for the future include exploring several new development initiatives

• Rotating FDIC professionals and executives to external private sector organizations
• Implementing an internal Visiting Fellows Program to enhance team building and problem solving skills
• Establishing continuing education requirements for risk managers and others
• Linking CU courses to recognized external accreditation and certifications
• Using outside experts to stay ahead - both academics and practitioners
• Involving stakeholders in knowledge sharing
• Implementing case study workshops for FDIC professionals and international regulators