Exhibit 10.1


 





 


2003 


Community
First


Corporate


Annual
Incentive Plan


 

















 


 


2003 Corporate AIP


 


Table
of Contents


 


	
  Cover

  	
   

  
	
   

  	
   

  
	
  Table of
  Contents

  	
   

  
	
   

  	
   

  
	
  AIP Message from Mark Anderson

  	
   

  
	
   

  	
   

  
	
  Annual
  Incentive Plan Overview

  	
   

  
	
   

  	
   

  
	
  Plan Design

  	
   

  
	
   

  	
   

  
	
  External Award Calculation

  	
   

  
	
   

  	
   

  
	
  Balanced Scorecard
  Detail

  	
   

  
	
   

  	
   

  
	
  Message from Mark Anderson

  	
   

  
	
   

  	
   

  
	
  Balanced
  Scorecard Performance Measures

  	
   

  
	
   

  	
   

  
	
  Performance Measure
  Definitions

  	
   

  
	
   

  	
   

  
	
  2003
  Qualifying Products

  	
   

  
	
   

  	
   

  
	
  Performance
  Measurement Schedule

  	
   

  
	
   

  	
   

  
	
  Attachments:

  	
   

  
	
   

  	
   

  
	
  Internal Award
  Calculation 

  	
   

  
	
   

  	
   

  
	
  Balanced Scorecard Calculation Example

  	
   

  



 


2

















 


	
  TO:

  

  

  FROM:

  

  RE:

  

  DATE:

  	
  Senior
  Management

  Corporate Vice Presidents

  

  Mark A. Anderson

  

  2003 Annual Incentive Plan

  

  February 18, 2003

  	
  

  



 


 


It is a new year; a new
opportunity to prove our performance. 
As Wayne Gretzky said, ‘You’re only as good as your last shift on the
ice.”  We have completed the first 10%
of 2003 and if we want to make 2003 as successful as 2002, to achieve and
exceed our plan objectives, and continue to prove to the world that we have a
truly special company, we must focus on our contributions to the success of the
Community First team.


 


“Improving Lives Through Financial Solutions”


 


Do you believe it?


Do you support it?


How do you help improve
lives?


 


You are part of the
Community First future and that future starts today.  We are determined to be the best Community First we can be and
you are a critical part of our success and the success of our strategic
initiatives.  We believe that we can be
a top financial performer in the industry, an employer of choice, and can
improve our client’s lives.  On behalf
of the Board of Directors of Community First Bankshares, Inc., I invite you to
affirm your commitment to our future, our success, and our
Mission/Vision/Values and participate in the 2003 Annual Incentive Plan.


 


One year ago, as we
launched the 2002 plan following very attractive 2001 incentive awards, I took
a very bold stand in suggesting the 2002 awards would be the largest to
date.  That prophecy was realized.  Today, we have the opportunity to continue
that direction.


 


I challenge you to commit
yourself also to understanding the components of the plan, why they are
important and how you can contribute.


 


Best wishes for
2003.  Let’s make it a team win that
will make it a success for us all.


 


3

















 


Introduction


As we approach 2003 with
new challenges and opportunities by offering our customers quality financial
services, it is important that our compensation package rewards outstanding
performance in meeting our sales, financial and credit quality goals.


 


Plan Objectives


The Annual Incentive Plan
(AIP), has been designed to motivate superior performance and create additional
shareholder value.


 


Administrative Guidelines


Eligibility Requirements
- All Community First designated Vice Presidents, Senior Vice Presidents,
Executive Vice Presidents, COO & CEO are eligible for the Corporate AIP.


 


Award Potential -
There is no cap on the amount of AIP you are eligible to earn.  AIP is determined as a percent of your
year-end annual salary.  This award is
based on achievement of all designated measures.


 


Incentive Payment
Schedule - The AIP will be calculated and paid at
the end of each plan year, and is typically paid with the first full pay period
in March of the year following the incentive period.  The AIP plan year is defined as CFB’s fiscal year, which is also
the calendar year.


 


Communication
– AIP progress will be tracked and reported quarterly using actual data where
available and providing estimates on all others.  You are encouraged to track the measures on an on-going basis.


 


New Hires
- Employees hired into eligible positions between January 1 and June 30 of the
plan year are eligible for the plan and may receive a pro-rata award.  For example: someone hired in May will be
paid for seven months of earned incentive. 
Employees hired after June 30 may be eligible to participate in the plan
and receive a pro-rata award at the discretion of President/CEO and Director of
Human Resources.


 


Promotions - Employees
promoted into AIP eligible positions would be covered under the same provisions
as a new hire.


 


Voluntary Resignation,
Involuntary Resignation or Termination prior to the end of the plan year
– Potential incentive payment is forfeited.


 


Voluntary Demotion
– Payment may be made at the discretion and approval of the President/CEO and
Director of Human Resources.


 


Transfers –
If the employee transfers out of an eligible position, an award may be
pro-rated.  If an employee transfers to
a different size location, the AIP calculation will be pro-rated to reflect the
appropriate time worked in each location during the plan year.


 


Medical
or Unpaid Medical Leave of Absence
– Will be reviewed on a case by case basis.


 


Overall Performance
Requirements – To emphasize that achievement of the incentive
plan goals must not come at the expense of other responsibilities, no incentive
awards will be made to participants whose overall performance for the year
receives a rating of less than “Meets Expectations”.


 


Periodic Review
– Periodically the effectiveness of the plan will be reviewed to assure the
plan supports CFB’s strategic direction. 
Each year the plan will be reviewed to determine participant eligibility
and whether it will be continued for the next fiscal year.


 


Reserved Right
- Community First reserves the right to change any and all terms of the
Corporate Annual Incentive Plan, up to and including termination of the plan,
at any time.


 


4

















 


2003 Annual Incentive Plan (AIP)


Plan
Design


 


	
  I.  Group

  	
   

  	
  Target
  Incentive

  	
   

  	
  Maximum

  	
   

  
	
  CEO

  	
   

  	
  50

  	
  %

  	
  100

  	
  %

  
	
  Vice
  Chairman/COO

  	
   

  	
  40

  	
  %

  	
  80

  	
  %

  
	
  Division Presidents

  Chief Financial Officer

  Chief Investment Officer

  CIO/Pres. of CFTI

  Credit Officer

  SVP/Human Resources

  	
   

  	
  30

  	
  %

  	
  60

  	
  %

  
	
  All
  other SVP’s

  	
   

  	
  25

  	
  %

  	
  50

  	
  %

  
	
  VP’s

  	
   

  	
  15

  	
  %

  	
  30

  	
  %

  



 


	
  II.  AIP Split 

  (50% Internal/50% External)

  	
   

  	
  Target

  Incentive

  	
   

  	
  Internal

  	
   

  	
  External

  	
   

  
	
  A.

  	
   

  	
  50

  	
  %

  	
  25.0

  	
  %

  	
  25.0

  	
  %

  
	
  B.

  	
   

  	
  40

  	
  %

  	
  20.0

  	
  %

  	
  20.0

  	
  %

  
	
  C.

  	
   

  	
  30

  	
  %

  	
  15.0

  	
  %

  	
  15.0

  	
  %

  
	
  D.

  	
   

  	
  25

  	
  %

  	
  12.5

  	
  %

  	
  12.5

  	
  %

  
	
  E.

  	
   

  	
  15

  	
  %

  	
  7.5

  	
  %

  	
  7.5

  	
  %

  



 


	
  III.  Balanced
  Scorecard Split

  	
   

  	
  AIP

  	
   

  	
  Balanced

  Scorecard

  	
   

  	
  Total

  Incentive

  	
   

  
	
  Division
  Presidents

  	
   

  	
  50

  	
  %

  	
  50

  	
  %

  	
  100

  	
  %

  
	
  All
  Other

  	
   

  	
  75

  	
  %

  	
  25

  	
  %

  	
  100

  	
  %

  



 


For Division and CFC
Presidents, the Corporate AIP represents 50% of their Incentive Plan
structure.  The other 50% will be
determined based upon the Balanced Scorecard approach.  The Balanced Scorecard is the annual
incentive plan we use for our Bank Presidents/Branch Managers (our Sales
Management Group).   For all other
Corporate participants, the AIP represents 75% of their incentive and 25% is
driven by the Balanced Scorecard.


 




	
  Balanced
  Scorecard – Target Incentive

  	
   

  
	
  Group

  	
   

  	
  Target
  Incentive

  	
   

  
	
  1 % 2

  	
   

  	
  100

  	
  %

  
	
  3

  	
   

  	
  75

  	
  %

  
	
  4

  	
   

  	
  60

  	
  %

  
	
  5

  	
   

  	
  50

  	
  %

  






 


5

















 


EXTERNAL
AWARD CALCULATION


 


Compares CFB performance
in 2002 on Return on Equity (ROE) and Total Shareholder Return (TSR) to SNL
peer group (30 banks).


 


	
  Percentile

  	
   

  	
  85th or higher

  	
   

  	
  100

  	
  %

  	
  150

  	
  %

  	
  200

  	
  %

  
	
  ROE

  	
   

  	
  50th*

  	
   

  	
  50

  	
  %

  	
  100

  	
  %

  	
  150

  	
  %

  
	
   

  	
   

  	
  49th or lower

  	
   

  	
  0

  	
  %

  	
  50

  	
  %

  	
  100

  	
  %

  
	
   

  	
   

  	
   

  	
   

  	
  49th or lower

  	
   

  	
  50th

  	
  * 

  	
  85th or higher

  	
   

  



 


Percentile TSR


 












*Award will be prorated
from 50th % to 85th %.


 


External award calculation:


 


	
   

  	
   

  	
   

  	
   

  	
  % of
  Salary at Performance Level

  	
   

  
	
   

  	
   

  	
  Target

  	
   

  	
  50%

  	
   

  	
  100%

  	
   

  	
  150%

  	
   

  	
  200%

  	
   

  
	
  I

  	
   

  	
  25.00

  	
  %

  	
  12.50

  	
  %

  	
  25.00

  	
  %

  	
  37.50

  	
  %

  	
  50.00

  	
  %

  
	
  II

  	
   

  	
  20.00

  	
  %

  	
  10.00

  	
  %

  	
  20.00

  	
  %

  	
  30.00

  	
  %

  	
  40.00

  	
  %

  
	
  III

  	
   

  	
  15.00

  	
  %

  	
  7.50

  	
  %

  	
  15.00

  	
  %

  	
  22.50

  	
  %

  	
  30.00

  	
  %

  
	
  IV

  	
   

  	
  12.50

  	
  %

  	
  6.25

  	
  %

  	
  12.50

  	
  %

  	
  18.75

  	
  %

  	
  25.00

  	
  %

  
	
  V

  	
   

  	
  7.50

  	
  %

  	
  3.75

  	
  %

  	
  7.50

  	
  %

  	
  11.25

  	
  %

  	
  15.00

  	
  %

  



 


 


The Selected Peer Group reflects
our selection of the 29 other institutions most like the subject
institution to be used as a peer group in comparing relative compensation
levels. The automated process searches in sequence for:


 


1.  Banks in the same state within 40% of total
assets.


2.  Banks in the same region within 40% of total
assets.


3.  Banks in the same state within 80% of total
assets.


4.  Banks in the same region within 80% of total
assets.


5.  Any bank within 40% of total assets.


6.  Any bank within 80% of total assets.


7.  Banks closest in asset size.


 


If at any point in the
sequence 29 banks are found, the sequence stops and those banks form the
Selected Peer Group.  If step six is
reached and there are still not 29 other banks, the banks closest in asset size
any where in the country are chosen to round out the peer group.


 


6

















 





 


A Message from Mark Anderson (Balanced
Scorecard)


 


 


Greetings Team!!!!!


 


As we complete 2002, we
realize the second complete year utilizing the Balanced Scorecard.  What is the assessment after nearly two
years of use?  The Balanced Scorecard
continues to have an increasing impact on performance and actions, and we made
tremendous progress across the board in the Scorecard components.  During the initial year of usage, we learned
a great deal about the scorecard and as a result, we made some very important
enhancements to it for 2002.  Our
interest in a meaningful scorecard and desire to “listen to you”, led to a few
additional modifications during the year in the form of a “retroactive mid-year
correction”.  This is a terrific tool
and measurement vehicle for all of us and the improvement in our Balanced
Scorecard totals have been very impressive.


 


Not content to stay the
same, we assembled all the feedback, questions and concerns from you.  This led to a tremendous series of
discussions and debates about every aspect of the scorecard that resulted in:


 


•                  A
reaffirmation of our support of the scorecard,


•                  Sweeping
modifications for 2003, and


•                  Groundwork
for additional change in 2004.


 


The attached material
will present the 2003 Balanced Scorecard. 
Among the highlights:


 


Removed from Scorecard


 


•      Investment Income to Plan


•      Loan Fees to Plan


•      Campaign Performance


•      New Customer Cross-Sell


 


 


Added
to Scorecard


 


•                  Penetration
(OPB, OBB & Debit Card)


•                  Net Revenue
Growth


 


Why did we drop these
four measures?


 


•                  Investment
income and loan fees are also critical components of Net Revenues/FTE and
Non-Interest Income/FTE.  This levels
the playing field across markets and the 90-day plans will still tie to profit
plan levels for each category, while we emphasize total fee income growth.


•                  Campaign
performance has been removed since we have elected to change our approach to
campaigns.  Our new approach will tie
closely to promotion areas, 90-day plans and the new scorecard.


•                  New
customer cross-sell – Frankly, we would like to have retained this measure and
believe that we may have this (or a better measure) as a scorecard component in
the future with more accurate data and less need to manually test the
system.  Keep emphasizing new customer
solutions and additional products.


 


7

















 


Why did we add two new
measures?


 


•                  Growth/Penetration
– Alternative channels are critical relationship builders.  With the explosive growth of OPB (Online
Personal Banking), OBB (Online Business Banking) and debit card usage, we have
shown the importance of these approaches to transactions by our clients.  As an interesting note, since our debit card
information does not provide easily available location by location information,
this is a team goal.  All Community
First banks will work together, drive penetration and success, and receive the
same score.


•                  Net
Revenue Growth – This is a very important change that emphasizes growing our
business, whether it is with new or existing clients.  Put simply, we must realize growth, and the earlier scorecard did
not have an ideal reward for growth.


 


The list of enhancements
continues.  Our scaling has been changed
in a way that provides narrower bank scoring which will result in more accurate
scores.  We added a bonus point feature
to the credit component.  The weights of
the components of the scorecard were reviewed and changed as appropriate given
our 2003 focus.


 


Finally, in conjunction
with our analysis of the scorecard, there was a very strong consensus that in
the future, the next generation of the Balanced Scorecard will become more
balanced.  How do we do that?  The inclusion of an employee component and a
client component appear to be appropriate. 
For 2003, we will work on developing a “below the line” (that is to say,
we will develop a score but it will not factor into the 2003 scorecard)
baseline for client and employee.  Our
objective is to include those in the Balanced Scorecard in 2004 or 2005.


 


We are very excited and
hope you share the enthusiasm.  There
are great opportunities in Community First and the excellent progress over the
past few years provides an excellent leverage point.  Thank you for proving the importance of the Scorecard.


 


All the best,


 


Mark
Anderson, CFA


President
and Chief Executive Officer


 


8

















 


Balanced
Scorecard Performance Measures


There are six measurement
factors included in the AIP plus two “below the line” measures.   Our six weighted measures are:


 


1.               Number of sales per
FTE per week


2.               Net Controllable
Revenue per FTE


3.               Controllable
Non-interest Income per FTE


4.               Net Controllable
Revenue Growth


5.               Credit Goal Scoring


6.               Growth/Penetration


 


2003 brings increased focus on two key areas of our success:
our people and our customers.  For the
first time, we’ll be including measures for each of those areas, providing
feedback and building benchmarks for future planning.  Ultimately a determination will be made as to which of these, if
any will be integrated in to future scorecard measures.


 


These
two measures have no weighting in 2003 and will not affect scorecard awards.


 


In addition to these
measures, the bank’s performance against profit plan is an important indicator
of success and is included in the AIP. 
The profit plan is based on historical performance but is designed to
drive higher level performance.


 


If the RFC/CFC’s actual
performance is less than 90% of profit plan, unless a ROE of 30% is achieved,
no AIP will be awarded.  Where actual
performance exceeds the profit plan, a higher AIP will be paid to reward Presidents/Managers.


 


Those employees who
establish aggressive profit plans, with higher levels of performance over the
previous year, and exceed those plans, will receive a bonus incentive.


 


 


Calculating the Balanced Scorecard AIP Award


•                  Each
of the measures are based on actual performance and multiplied by the weight
assigned to each.  These weighted scores
are added to obtain the Balanced Scorecard Points.  Bonus points have been added to all of the
measures.  This will allow rewards for
performance above and beyond expectations. 
Also,
a special bonus is included on Sales/FTE/Week measure.  Locations that have a 20% increase over
their 2002 average will move into the next higher level.  This will reward substantial growth
performance.


 


•                  The
bank’s actual Performance vs. Profit Plan is then computed.  If it is less than 90%, unless the specified
ROE is achieved, no AIP will be awarded.


 


•                  The
Balanced
Scorecard Performance Points number is computed by multiplying the
Total Performance Points in Part A by the Bank’s Performance vs. Profit Plan
from Part B.  This provides for a higher
incentive when the bank’s performance exceeds plan.


 


•                  The
Target
Incentive for each bank is based on a grid showing the bank’s Net
Controllable Revenue per FTE vs. Annualized Pretax Adjusted Earnings.  This target incentive takes into account
bank earnings and efficiency, rewarding banks that achieve higher earnings and
greater efficiency.


 


•                  The
Base
Balanced Incentive is computed by multiplying the Target Incentive
(D) by the Balance Performance Index (C). 
This is the percent of base salary to be paid as the AIP.


 


•                  A
Bonus
Incentive is added to the AIP if the bank’s Balanced Scorecard
Points (A) are greater than 50 and the bank’s performance vs. profit plan
exceeds 100%.  The bonus incentive is
based on a


 


9

















 


schedule reflecting the
percentage increase in the 2003 Profit Plan pre-tax adjusted earnings over the
2002 actual pre-tax adjusted earnings. 
This is intended to provide higher rewards for Presidents/Managers who
set aggressive plans and exceed them.


 


•                  The
Total
Balance Incentive Percentage equals the Base Balanced Incentive plus
the Bonus Incentive, if applicable. 
This is the total percentage of the Bank President/Managers salary to be
paid out as the AIP.


 


The following pages illustrate how the Balanced
Scorecard AIP scoring and calculations are determined:


 


1.               Performance Measure
Definitions


2.               2003 Qualifying
Products


3.               Performance Measure
Schedule that shows the assigned goal and scoring tiers


 


10

















 


2003 CFB Balanced
Scorecard


Regional Financial
Centers/Community Financial Centers


Performance Measurement
Definitions – Presidents/Managers


 


	
  1. 
  Number of Sales/FTE/Week

  
	
   

  	
  Sales

  	
  = # of qualifying
  products sold.  A list of qualifying
  products is included (see page 10).

  
	
   

  	
  FTE

  	
  = Full-time
  equivalents, on an actual hours worked basis, as reported on the Ceridian
  Payroll System.  The calculation for
  incentive purposes will use the monthly FTE:

  •      All
  Bank and Investment Employees

  •      .60
  Trust

  •      .30
  Insurance 

  
	
   

  	
  Week

  	
  =
  # of weeks in the period being reported. 
  This will be adjusted for the exact number of days in the period.

  
	
   

  	
   

  The
  calculation for incentive purposes will be based on Quarterly performance
  divided by four quarters for the year.

  
	
   

  
	
  
  

  

  

  
	
  *Special Credit: a 20% increase over same
  quarter 2002 average will allow a move to the next higher payout level.

  
	
   

  
	
  2. 
  Net Controllable Revenue/FTE

  
	
   

  	
  Net Controllable Revenue

  	
  =
  (Net Interest Income + Total Non-interest Income (including loan fees+JV Soft
  Dollar fees) - Security Gains - BOLI Benefit - Undistributed Income from
  subsidiaries).

  
	
   

  	
  FTE

  	
  = Full-time
  equivalents, on an actual hours worked basis, as reported on the Ceridian
  Payroll System.  The calculation for
  incentive purposes will use the monthly FTE:

  •      All
  Bank and Investment Employees

  •      .60
  Trust

  •      .30
  Insurance 

  
	
   

  	
  The
  calculation will be based on year-to-date annualized performance.

  
	
   

  	
   

  
	
  3. 
  Controllable NII/FTE

  	
   

  	
   

  
	
   

  	
  NII

  	
  =
  (Total Non-Interest Income (incl. loan fees+JV Soft Dollar fees) - Security
  Gain - BOLI Benefit - Undistributed Income)

  
	
   

  	
  FTE

  	
  = Full-time
  equivalents, on an actual hours worked basis, as reported on the Ceridian
  Payroll System.  The calculation for
  incentive purposes will use the monthly FTE:

  •      All
  Bank and Investment Employees

  •      .60
  Trust

  •      .30
  Insurance 

  
	
   

  	
   

  The
  calculation will be based on year-to-date annualized performance.

  
	
   

  
	
  4. 
  Net Controllable Revenue Growth

  
	
   

  	
  Net Controllable Revenue

  	
  =
  (Net Interest Income + Total Non-interest Income (incl. loan fees+JV Soft
  Dollar fees) - Security Gains - BOLI Benefit - Undistributed Income from
  subsidiaries).

  
							



 


11

















 


	
   

  	
   

  	
   

  	
   

  
	
  5. 
  Credit Measurements

  
	
   

  	
  Credit Goal Scoring

  	
  =
  This is the Credit Goal Score as reported in the Credit Goal Report prepared
  by Loan Accounting.

  
	
   

  	
   

  	
   

  	
   

  
	
  6. 
  Growth/Penetration

  	
   

  
	
   

  	
  On-line Personal Banking

  	
  =
  # of new enrollees

  	
   

  
	
   

  	
  On-line Business Banking

  	
  =
  # of new enrollees

  	
   

  
	
   

  	
  Debit Card Penetration

  	
  =
  # increased transactions

  	
   

  
	
   

  	
   

  	
   

  	
   

  
	
  STUDY MEASURES

  	
   

  
	
  1. 
  People Index

  
	
   

  	
  Voluntary Turnover

  
	
   

  	
  Employees
  who choose to leave employment with Community First.  Reasons will typically include:  new job, working conditions, pay or other
  personal reasons.  This will be
  reported monthly with an annual roll-up.

  
	
   

  	
  Employee Engagement

  
	
   

  	
  There
  will be an employee satisfaction survey conducted across the company once
  during 2003.  An average of all
  responses will be reported as well as an average for each location and/or
  department.

  
	
   

  
	
  2. 
  2003 Customer Performance Indicators

  
	
   

  	
  Annual Customer Telephone Survey

  
	
   

  	
  Customers across Community first will be surveyed to assess
  industry-accepted drivers of customer engagement.  Each Branch/Market will receive a benchmark score.  It is anticipated this survey will be
  conducted in second quarter.

  
	
   

  	
   

  
	
   

  	
  Percentage of Single Service Households

  
	
   

  	
  Single
  Service Households represent significant opportunities to grow existing
  customer relationships.  By Branch,
  this percentage will be reported with the monthly Scorecard.  This number will be compared to the 2002
  year-end benchmark. 

  
	
   

  	
   

  
	
   

  	
  Total
  Household Cross-Sell

  
	
   

  	
  The number of accounts
  held by a household directly correlates to customer retention, loyalty, and
  profitability.  By Branch, this number
  comprised of both personal and business households will be reported with the
  monthly Scorecard. 

  
	
   

  	
   

  
	
   

  	
  New Customer Household Cross-Sell

  
	
   

  	
  The
  number of accounts sold to new customer households directly correlates to the
  Branch sales process.  By Branch, this
  number comprised of both personal and business households will be reported
  with the monthly Scorecard.

  
	
   

  
	
  Other Definitions

  
	
   

  	
  Pretax Adjusted Earnings = income b/4 tax + corp directed training +
  corp directed advertising + CFSC data processing + goodwill + intangibles +
  mgmt fee - undistributed income from subsidiaries - securities gains

  
						



 


12

















 


2003 CFB Balanced
Scorecard


Regional Financial
Centers/Community Financial Centers


2003 Qualifying Products
for Sales Measurements


 


(Changes from 2002 highlighted in blue)


 


Number
of Sales/FTE/Week


 


	
  Qualifying
  New Products

  	
   

  	
  Source

  
	
   

  	
   

  	
   

  
	
  1.     Checking (Retail, Business, and Public)

  	
   

  	
  1.     ITI

  
	
  2.     Savings (Retail, Business, and Public)

  	
   

  	
  2.     ITI

  
	
  3.     Certificate of Deposit (Retail, Business,
  and Public)

  	
   

  	
  3.     ITI

  
	
  4.     Retirement Accounts (Savings and
  Certificates)

  	
   

  	
  4.     ITI

  
	
  5.     Loans/Lines

  	
   

  	
  5.     ITI

  
	
  •     Consumer
  loans

  	
   

  	
   

  
	
  •     Ready Credit

  	
   

  	
   

  
	
  •     Mortgage
  (non-CFM)

  	
   

  	
   

  
	
  •     Home Equity
  Loans & Lines

  	
   

  	
   

  
	
  •     Agricultural

  	
   

  	
   

  
	
  •     Commercial

  	
   

  	
   

  
	
  •     Tax Exempt
  Loans

  	
   

  	
   

  
	
  •     Commercial
  Revolving Credit

  	
   

  	
   

  
	
  •     Letters of
  Credit

  	
   

  	
   

  
	
  •     Direct
  Leases

  	
   

  	
   

  
	
  6.     ATM Card

  	
   

  	
  6.     ITI

  
	
  7.     Debit Card

  	
   

  	
  7.     ITI

  
	
  8.     Safe Deposit Box

  	
   

  	
  8.     ITI

  
	
  9.     Payment Protection (CGLI)

  	
   

  	
  9.     ITI

  
	
  •     Single
  Life  (1 sale)

  	
   

  	
   

  
	
  •     Joint
  Life  (2 sales)

  	
   

  	
   

  
	
  •     Disability
  (1 sale)

  	
   

  	
   

  
	
  •     Single
  Life/Disability  (2 sales)

  	
   

  	
   

  
	
  •     Joint
  Life/Disability  (3 sales)

  	
   

  	
   

  
	
  9.     Elan Credit Card*

  	
   

  	
  9.     Elan Report

  
	
  •     Consumer

  	
   

  	
   

  
	
  •     Merchant

  	
   

  	
   

  
	
  10.   Investments*

  	
   

  	
  10.   Primevest File*

  
	
  •      Network
  Trades

  	
   

  	
   

  
	
  11.   Online Banking

  	
   

  	
  11.   Corillian File

  
	
  12.   Online Bill Pay

  	
   

  	
  12.   Corillian File

  
	
  13.   Online Business Banking*

  	
   

  	
  13.   H&S File*

  
	
  14.   Insurance Policies*

  	
   

  	
  14.   Insurance File*

  
	
  •      New
  Property & Casualty Policies/Endorsements

  	
   

  	
   

  
	
   

  	
   

  	
   

  
	
  15.   Wealth Management *

  	
   

  	
  15.   Wealth Mgmt File*

  
	
  16.   Community First Mortgage*

  	
   

  	
  16.   Wells Fargo File*

  
	
   

  	
   

  	
   

  
	
  Products NOT Qualifying:

  	
   

  	
   

  
	
  1.     Commercial Floor Plans

  	
   

  	
   

  
	
  2.     Indirect Loans

  	
   

  	
   

  
	
  3.     New
  non-Property & Casualty Insurance Policies/Endorsements

  	
   

  	
   

  
	
  4.     Renewal Insurance Policies

  	
   

  	
   

  
	
  5.     Investment Direct Trades

  	
   

  	
   

  
	
  6.     Checking and Savings account upgrades

  	
   

  	
   

  
	
  7.     Loan and certificates automatically
  renewed

  	
   

  	
   

  



 












*In development


 


13

















 


2003 CFB Balanced Scorecard


Performance
Measurement Schedule


 


(Changes made from
the 2002 scorecard to the 2003 scorecard are highlighted in blue.)


 


	
  Measure

  	
   

  	
  Weighting

  	
   

  	
  Payout Scale

  	
   

  	
  Score

  	
   

  	
  Bonus Points

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  
	
  Sales/FTE/Week

  	
   

  	
  15.0

  	
  %

  	
  3.00

  	
   

  	
  10.00

  	
   

  	
  Add
  1 point for each .05 increment above 5.25

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  3.25

  	
   

  	
  20.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  3.50

  	
   

  	
  30.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  3.75

  	
   

  	
  40.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  4.00

  	
   

  	
  50.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  4.25

  	
   

  	
  60.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  4.50

  	
   

  	
  70.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  4.75

  	
   

  	
  80.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  5.00

  	
   

  	
  90.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  5.25

  	
   

  	
  100.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  
	
  Net Controllable Revenue/FTE

  	
   

  	
  20.0

  	
  %

  	
  $

  	
  200,000

  	
   

  	
  10.00

  	
   

  	
  Add
  1 point for each $1,000 increment over $272,000

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  208,000

  	
   

  	
  20.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  216,000

  	
   

  	
  30.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  224,000

  	
   

  	
  40.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  232,000

  	
   

  	
  50.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  240,000

  	
   

  	
  60.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  248,000

  	
   

  	
  70.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  256,000

  	
   

  	
  80.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  264,000

  	
   

  	
  90.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  272,000

  	
   

  	
  100.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  
	
  Controllable NII/FTE

  	
   

  	
  20.0

  	
  %

  	
  $

  	
  45,000

  	
   

  	
  10.00

  	
   

  	
  Add
  1 point for each $1,000 increment over $62,100

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  46,900

  	
   

  	
  20.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  48,800

  	
   

  	
  30.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  50,700

  	
   

  	
  40.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  52,600

  	
   

  	
  50.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  54,500

  	
   

  	
  60.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  56,400

  	
   

  	
  70.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  58,300

  	
   

  	
  80.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  60,200

  	
   

  	
  90.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  $

  	
  62,100

  	
   

  	
  100.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  
	
  Net Controllable Revenue $ Growth

  	
   

  	
  20.0

  	
  %

  	
  2.0

  	
  %

  	
  10.00

  	
   

  	
  Add
  1 point for each .1% increment above 8.0%

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2.7

  	
  %

  	
  20.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  3.3

  	
  %

  	
  30.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  4.0

  	
  %

  	
  40.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  4.7

  	
  %

  	
  50.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  5.4

  	
  %

  	
  60.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  6.0

  	
  %

  	
  70.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  6.7

  	
  %

  	
  80.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  7.4

  	
  %

  	
  90.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  8.0

  	
  %

  	
  100.00

  	
   

  	
   

  	
   

  



 


14

















 


	
  Credit Goal Score

  	
   

  	
  15.0

  	
  %

  	
  3.5

  	
   

  	
  10.00

  	
   

  	
  Add 1 point for each .05 increment below 2.0

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  3.3

  	
   

  	
  20.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  3.2

  	
   

  	
  30.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  3.0

  	
   

  	
  40.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2.8

  	
   

  	
  50.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2.7

  	
   

  	
  60.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2.5

  	
   

  	
  70.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2.3

  	
   

  	
  80.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2.1

  	
   

  	
  90.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2.0

  	
   

  	
  100.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  
	
  Online Personal Banking  [# new enrollees]

  	
   

  	
  3

  	
  %

  	
  4,000

  	
   

  	
  10.00

  	
   

  	
  Add
  1 point for each 100 increment over 13,000

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  5,000

  	
   

  	
  20.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  6,000

  	
   

  	
  30.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  7,000

  	
   

  	
  40.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  8,000

  	
   

  	
  50.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  9,000

  	
   

  	
  60.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  10,000

  	
   

  	
  70.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  11,000

  	
   

  	
  80.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  12,000

  	
   

  	
  90.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  13,000

  	
   

  	
  100.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  
	
  Online Business Banking  [# new enrollees]

  	
   

  	
  3

  	
  %

  	
  750

  	
   

  	
  10.00

  	
   

  	
  Add
  1 point for each 30 increment over 3,000

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  1,000

  	
   

  	
  20.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  1,250

  	
   

  	
  30.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  1,500

  	
   

  	
  40.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  1,750

  	
   

  	
  50.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2,000

  	
   

  	
  60.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2,250

  	
   

  	
  70.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2,500

  	
   

  	
  80.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2,750

  	
   

  	
  90.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  3,000

  	
   

  	
  100.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  	
   

  
	
  Debit Card Penetration  [# increased transactions]

  	
   

  	
  4

  	
  %

  	
  1,700,000

  	
   

  	
  10.00

  	
   

  	
  Add
  1 point for each 20,000 increment over 2,825,000

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  1,825,000

  	
   

  	
  20.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  1,950,000

  	
   

  	
  30.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2,075,000

  	
   

  	
  40.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2,200,000

  	
   

  	
  50.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2,325,000

  	
   

  	
  60.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2,450,000

  	
   

  	
  70.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2,575,000

  	
   

  	
  80.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2,700,000

  	
   

  	
  90.00

  	
   

  	
   

  	
   

  
	
   

  	
   

  	
   

  	
   

  	
  2,825,000

  	
   

  	
  100.00

  	
   

  	
   

  	
   

  



 


15