1. 1 FDIC Corporate University Aligning Learning With Corporate Objectives March 2006

2. 2  Created in 1933 to restore public confidence in the financial sector  Protects depositor funds  Regulates insured institutions  Resolves failing institutions FDIC’s Mission is Highly Technical

3. 3  Recruits and develops first-rate professionals  Provides excellent compensation and benefits  Offers extensive technical and leadership training and development FDIC Is Committed to Workforce Excellence

4. 4 Learning & Development Is Essential to Keep Pace  With workforce demographics  Over 75% smaller from peak  Highly skilled but nearing retirement  With industry changes  New competitors  New products & services  New risks & regulations

5. 5 Staying Best in Class Requires Significant L&D Investment  Over 3,000 training hours to develop a commissioned examiner  Over 90% of FDIC employees participate in training  Employees average 40 hours a year in training

6. 6 Why a Corporate University?  Centralize training under a single organization  Ensure alignment of L&D with corporate goals and objectives  Enact continuous L&D as a critical workforce element  Better track and manage training dollars

7. 7 Mission: To develop and maintain a highly skilled workforce to carry out FDIC’s federal mandate. Vision: To become a recognized leader in efficient, effective, and innovative learning and development programs. Strategy: Proactively work with leadership, management, and employees to ensure development programs are aligned with corporate objectives and achieve measurable results. CU’s Mission, Vision and Strategy

8. 8 Corporate University Organizational Structure Governing Board Executive Committee COO, CLO, CFO College of Corporate Business Special Programs & Operations College of Leadership Development College of Corporate Operations

9. 9  An executive-level Governing Board approves programs and priorities  Includes highest executive level to ensure success in aligning training with the corporate mission Deputies to the Chairman include COO and CFO All division directors Chief Learning Officer Regional representation Our Governing Board Promotes Executive Engagement

10. 10 Basic College Structure Executive Dean Rotating Assignment SME Chairs Rotating Assignment ISD Chief & Staff Permanent Assignment

11. 11 College Structure Unites Executives, SMEs, and ISDs  Rotating executive-level Deans have access and credibility to coordinate curricula and drive programs  Experts provide solutions Permanent ISD management and staff Rotating SME Chairs High-performing employee teams

12. 12 College Structure Reflects Broad Corporate Engagement Dean SME Chairs Bank Supervision Consumer Protection Bank Resolution Insurance Large Banks ISD Chief ISD & Support Staff

13. 13 High Priority Corporate University Objectives  Maintain strong leadership  Ensure corporate readiness  Identify and link L&D to emerging competency needs  Enhance succession management programs  Increase employee L&D awareness and access  Increase supervisor L&D collaboration  Strive for stewardship and cost- effectiveness

14. 14 Corporate University L&D Programs Reach All Employee Levels Developing Professional Supervisors /Managers Journeyman Professionals Specialist Professionals Executives

15. 15 Initiatives for Developing Professionals Developing Professional Supervisors /Managers Journeyman Professionals Specialist Professionals Executives Build technical competencies and corporate awareness Corporate Employee Programs, Certifications, General Skills

16. 16 Initiatives for Journeyman Professionals Developing Professional Supervisors /Managers Journeyman Professionals Specialist Professionals Executives Commissions, Certifications, and Expanded Continuing Education Validate and maintain competencies

17. 17 Initiatives for Specialist Professionals Developing Professional Supervisors /Managers Journeyman Professionals Specialist Professionals Executives Achieve advanced level expertise Sponsor specialized certifications and industry credentials

18. 18 Initiatives for Supervisors and Managers Developing Professional Supervisors /Managers Journeyman Professionals Specialist Professionals Executives Core courses for team leaders, managers – Cohort program for new supervisors Develop leadership competencies

19. 19 Initiatives for Executives Developing Professional Supervisors /Managers Journeyman Professionals Specialist Professionals Executives Enhance leadership competencies Executive seminars; job rotation programs; media skills training

20. 20 Related Alignment Initiatives  Implement strategy map and scorecard  Supervise L&D of new business line employees  Sponsor advanced degrees  Institute new leadership programs  Enhance LMS and Critical Skills Database  Implement action learning teams at supervisor and employee levels

21. 21 Corporate University’s Structure Is the Key to Strategic Alignment  Ensures executive level engagement  Provides an influential forum to discuss and obtain approval for new initiatives  Facilitates the partnering of business line leaders and experts with dedicated training professionals  Assures L&D is part of workforce strategy