Have you seen this one-minute-and-30-second video featuring local Donna Johnson of Johnson’s Medical? Donna works with loan officer Dustin Phillips at Bank of American Fork’s Saratoga Springs branch to get the financing she needs to grow and keep her business running so they can provide medical supplies to local hospitals and doctors.
Bank of American Fork offers different types of loans to suit the needs of different types of businesses. Whether you need a line of credit that will allow you to purchase and build up inventory to satisfy your customers’ needs and then make payments when cash comes in during another part of your cycle, a long-term commercial mortgage so you can buy your office space or a loan to purchase equipment so you can offer your customers what they need, our loan officers may be able to help your business get into the right type of loan.
“I love the feeling of knowing I’ve helped a local business owner start up, expand or succeed,” Dustin said. “It’s especially rewarding when I know they’ve been turned down for a loan elsewhere, but they find us and realize we can help.”
Dustin at the Saratoga Springs branch and other officers at our 14 locations are ready to help you find the loan you need. Then, approval comes from a local loan committee made up from bankers who live and work in the same community you do, so they have a vested interest in seeing it thrive.
“The loan committee doesn’t say ‘Person XYZ.’ They say ‘Donna Johnson at Johnson’s Medical and she always pays her loans off early, so yes, we can take a little chance on her,” Donna said. “You don’t get that at a big bank.”
Contact a business banker today, visit a branch or call 800-815-BANK.
Guest post by Jarrod Hunt, Senior Vice President of Industrial Services, Coldwell Banker Commercial Intermountain
Unlike residential real estate, particularly the homes we raise our families in, buying commercial real estate should not be an emotional decision, but rather a means to execute a business strategy. There are several things to consider when evaluating whether you should buy or lease space for your business. I will focus on the assumption that the evaluation is based on your own company occupying the space rather than buying it as an investment to be leased to another party. Investing in commercial real estate with the intention of leasing it to another party is a different decision-making process.
ADVANTAGES OF OWNING:
Appreciation- Generally speaking, well-located and constructed commercial buildings gain value over a period of time. It is common to assume that well-located and constructed properties will appreciate at similar rates to the Consumer Price Index. This helps keep your monetary value consistent over long periods of time in terms of buying power.
Equity Increase- As a mortgage is paid down, the owners’ equity, in turn, increases. Be careful to understand that a considerable portion of each monthly payment goes towards interest in the early years of the loan. This equity increase grows faster the longer you pay on the loan. Ask your lender to provide a full amortization schedule so you can see how that works.
Control- Many business owners need specialized improvements within buildings for their unique operations. If this is the case, buying may be a good fit. Often the high cost of those specialized improvements may be included in your mortgage loan so they can be paid off over a longer period of time. Additionally, you may not want a landlord telling what you can or can’t do within the space.
Tax Advantages- In certain cases, the depreciation of certain aspects of the property along with the direct write-off of mortgage interest can benefit an owner in ways paying rent doesn’t. True, rental payments can be deducted as a business expense, but perhaps not to the same level as the depreciation and interest. Consult your tax advisor for a more detailed analysis of your situation.
The real tax advantage comes at the time when you sell the asset. Any profits made on sale of a property held for a period of time are taxed as capital gains, which is generally at a lower marginal rate than ordinary income. There are also opportunities to defer the tax obligations on capital gains by using the proceeds to buy another “like-kind” property in a tax-deferred, Section 1031 exchange. This strategy keeps money working for you that otherwise would have been paid in taxes until the time you ultimately exit the real-estate market, which may be upon death and transfer to your heirs. Again, consult a competent tax advisor on your individual situation and how this can help with retirement or estate planning.
ADVANTAGES OF LEASING:
Location- Leasing may be the only option when location is important and the preferred location is limited to leasing, such as a shopping center or premier office/business park. It is often much more cost effective to occupy space as a tenant in a project that took considerable capital to establish. The project landlord can spread out that large capital outlay more efficiently than a single smaller-property owner. There are also significant cost savings when constructing a single larger building than many smaller buildings with an equal aggregate square footage, which translates into lower lease rates.
Flexibility & Mobility- Leasing can provide significant flexibility if a business is new, growing or uncertain about its future. Lease commitments can be measured in terms of months, where mortgages are much longer and a significant commitment often involves personal guarantees from the borrowers. Leasing also allows a business to keep its space needs in line with its growth or customer needs. If your business is stable and can be predicted for several years down the road, then this advantage is less valuable.
Financing & Leverage- This is a big one! Leasing requires a modest deposit, usually 1-3 months of rent based on your credit scores, business profitability and balance sheet. Many new businesses simply can’t qualify for a mortgage loan, so leasing is their only option. Also, a growing business may not want to tie up needed capital in real estate if those funds can be used to expand the business or replace more expensive capital being borrowed at a higher interest rate than a mortgage allows for.
To summarize, the decision to buy commercial real estate should be analyzed from a variety of perspectives. There are many good reasons to own real estate and many good reasons not to own. Engaging a competent commercial real-estate agent, lender and tax advisor will help you compile the information needed for this decision and help you keep your emotion in check.
Jarrod Hunt brings many years of business management and financial analysis experience to Coldwell Banker Commercial Intermountain. His 16 years as a real estate advisor coupled with a broad spectrum of experience managing his own company, he has a proven track record of providing solutions for a myriad of real estate and business challenges. His expertise includes market demand and feasibility analysis, investment structure and analysis, and organized property disposition.
Jarrod provides analysis and strategy for lease and sale negotiations, cash flow and investment analysis, organized and accelerated disposition for excess properties, and valuation/feasibility consulting.
Coupled with the technical expertise of how to structure the deal, Jarrod also adds a personal touch to the equation. With demonstrated ability to fully understand the end goal of the client and resolve off sheet issues involved with the transaction, Jarrod is truly the next generation of real estate advisors.
Guest post by Richard Gray
There are many different types of Small Business Administration loans to help businesses get financing. On one hand, the many different programs make it possible for different types of companies to get what they need. On the other hand, the many different programs can make it tough to know which one is the right fit for your business.
The SBA is a government-sponsored organization that has been around for 60 years with the mission of helping Americans start, build and grow businesses. If you qualify as a small business (you can find the definition for your particular industry type at www.sba.gov),
Of course, it’s important to find a lender with enough experience to help you navigate the best option for financing for your business, but here are some basics to help you start wrapping your head around the SBA programs that may be available to you.
The 7(a) Loan Program is the SBA’s primary and most flexible loan program. This program allows commercial banks to make the loan, but guarantees partial repayment in the case of default. This guarantee makes banks more likely to loan money to seemingly high-risk small businesses like those that
• Have less cash for the down payment than banks normally require.
• Have a short operating history.
• Require a longer-term loan than banks normally provide.
• Need financing for very specialized equipment or unusual financing needs.
The 7(a) program is designed for start-ups and small business that want to grow and is delivered through commercial lending institutions. Within the 7(a) program, there are actually different types of loans that cater to specific needs. Of course, each of these has different characteristics and qualifications, but the following might be a good start.
If you need a loan under $350,000, the Small Loan Advantage program is similar to the regular 7(a) program, but covers smaller loan amounts and has a streamlined application process.
If you need a revolving line of credit or term loan of $350,000 or less, you might want to ask your lender about the SBAExpress. The specific benefits to borrowers this program includes are faster turnaround, streamlined process and easy-to-use line of credit.
If your small business is owned and controlled by one or more of the following groups: veteran, active-duty military in TAP, reservist or National Guard member or a spouse of any of these groups, or a widowed spouse of a service member or veteran who died during service, or a service-connected disability, you may be eligible for the SBA Veteran’s Advantage program, which doesn’t have a guaranty fee.
If you want to increase or start your international business, there are a few different types of Export Loan Programs that may allow your financial institution to make a safe loan while helping you to compete in the international marketplace, even as a small business. There are different types of export loan programs designed for businesses that need a fast turnaround, businesses that need to increase international business without disrupting domestic business or businesses that need longer-term financing.
If you’re in a rural area, look for an SBA lender that can offer rural business loans. The Small/Rural Lender Advantage initiative is designed to accommodate the unique loan processing needs of small, rural-based lenders.
The 7(a) program is very flexible and can accommodate a wide range of needs and businesses. However, because of this, there are times where a lender may use it as a default, when there could be a specialty program that would be a better match. Below are some specialty SBA-guaranteed programs for financing you can ask your lender about.
There are specialty lenders that can offer financing through the SBA’s Microloan Program. This program provides small (up to $35,000) short-term loans for working capital or the purchase of inventory, supplies, furniture, fixtures, machinery and/or equipment. It is designed for small businesses and not-for-profit child-care centers needing small-scale financing and technical assistance for start-up or expansion, and is delivered through specially designated nonprofit organizations with experience in lending and technical assistance.
The CDC/504 Loan Program provides long-term, fixed-rate financing to acquire fixed assets, like real estate. It is designed for small businesses requiring “brick and mortar” financing or equipment financing on equipment that has a useful life of ten years or more, and is delivered by Certified Development Companies—private, non-profit corporations set up to contribute to the economic development of their communities.
The Disaster Assistance Loan Program provides low-interest loans to individuals, businesses and organizations to repair or replace real estate, personal property, machinery and equipment, inventory and business assets that have been damaged or destroyed in a disaster. This program is accessed directly from SBA.
If you think one of these specialty programs might be what you need, visit www.sba.gov to find out more and to find a lender.
Richard Gray is senior vice president of commercial lending and SBA lending at Bank of American Fork, Utah’s community bank leader, an Equal Housing Lender and Member FDIC. Richard also manages the bank’s Murray branch, and he has assisted local small businesses in obtaining SBA funding for more than 25 years. He served on the board of directors for nonprofit Kostopolus Dream Foundation and was the chairman for nonprofit Utah Microenterprise Loan Fund, Salt Lake City.
One lender, one loan package, one dream home
Building a home means spending a lot of time paying attention to the details, from blueprints to paint and everything in between. Luckily, choosing the loans that will finance your new home isn’t as complicated.
Simplify your financing with a construction loan and mortgage loan from Bank of American Fork. Save big with no origination fee on your mortgage loan if you do your construction loan and long-term financing with us*. In addition to saving money, we’ll save you the headaches that can come with financing your dream home. You can count on the experienced lenders at Bank of American Fork to offer fast approval, low, fixed interest rates, multiple free draws and exceptional service.
Contact us today at 1-800-815-BANK.
* The mortgage must follow a construction loan originated on or before December 31, 2014. Only valid in Utah, Salt Lake, Davis, Weber, Tooele, and Wasatch counties. Subject to credit approval.
With springtime underway, you might be spending some extra time sweeping out your garage, getting rid of clothes you never wear and giving your car a good scrub, but have you thought of how you’re going to spring clean your business this year?
If your trucks, machinery, furniture, fixtures or other equipment are looking worse for wear, or just not running like they used to, maybe it’s time to consider replacement. Bank of American Fork can help you purchase new equipment to grow your business. Let us customize a low-rate equipment loan that will rejuvenate your business by maximizing efficiency, boosting productivity or increasing cash flow. Clean up your shop with a loan to purchase new equipment or to refinance existing equipment loans.
Maybe this is the year you’re ready to lose your lease. Achieve the dream of ownership with an SBA loan. The right commercial mortgage loan can make a great difference for you and your business. Bank of American Fork’s long-term commercial mortgage loans can help you purchase an existing building for your business to start a foundation for equity and assets instead of lining someone else’s pocket. Our experienced loan officers will explain all terms clearly and suggest creative options to help you purchase a building space for your own work needs or as a rental property.
Are you feeling cramped in a space that was a better fit your business before recent growth? Or are you anticipating growth and wondering where everything is going to fit? If you need a bigger or customized space for your growing business, apply for a construction loan. At Bank of American Fork we’ll work closely with your contractor to ensure that all funds are disbursed promptly—typically within 24 hours†—with flexible, no-fee‡, local draws.
This spring, don’t forget about how you’re going to spring clean your business. Whether you decide to build, purchase your building or clean up outdated equipment, when you apply for a loan with Bank of American Fork, you’ll have a fast turnaround. Our local loan committee meets twice weekly so you can get an answer fast and get back to what’s important: running a profitable business.
Learn more or start the loan process by contacting a business banker or calling 800-815-BANK (2265) today.
Subject to credit approval.
† 24-hour turnaround on draws in most cases. Exceptions may apply. See loan officer for details.
‡ Does not include inspection fees.
Virtually everyone agrees that ongoing education is essential in the pursuit of career success. That said, there are a number of questions confronting today’s managers and executives regarding their own education:
• How much education does a successful executive need today?
• Should all business executives pursue an MBA?
• Is an advanced degree worth the time and money that will need to be expended?
• Should they seek education through traditional or non-traditional methods?
• What are the most effective processes for assuring continuous learning?
The answer to each of these questions is, “it depends” on where you are in your career path, whether you are satisfied with that path, and where you want that path to lead. Three keys to making sound decisions regarding your own education are:
1. Your Purpose
YOUR PURPOSE: The key here is to begin with the end in mind. Acclaimed business author, Clayton Christensen, asks the poignant question, “How will you measure your life?” When you have discovered the answer to this, educating yourself to that end will become your mission. This is a critical element in answering questions regarding education for every manager, executive, or aspiring executive. Why? Because education should be relevant to your personal purpose in life—and correspondingly—in your career.
RELEVANCE: Relevance simply means that you have assessed what it will take to develop the skills and attributes to achieve your purpose. To truly achieve relevance, one must generally take some time to study others who have successfully navigated the path to success for that purpose. While this is the beginning of the education process, the goal here is to identify how these role models educated themselves—and to consider how to use those insights in developing your own education plan. As you consider the path taken by others, be sure to continually ask yourself, “How do their paths—and the steps within them—correlate with my purpose? Does it truly pass the test of relevance for me?” As important as role models are, this is about you—and no one else!
COMMITMENT: When your life and career purposes are clear and your education plan meets the standard of relevance, the issue of commitment must be addressed. Commitment is a function of cost versus benefit. Having met the standard of relevance, the benefits of your education plan should be clear. However, this doesn’t mean that you are committed to that plan. True commitment will come when you have counted the costs, in terms of dollars, time and effort. An MBA today, for example, will often cost upwards of $70,000, will require 2-3 years of study (either in a full-time or evening/weekend course format), and will demand significant, intense study and preparation. It will cut substantially into your time for other pursuits, including family, recreation, and community. The benefits may seem clear and very relevant to your purpose, but are you fully prepared to pay the cost to enjoy those benefits? If not, you are not committed!
One of the important costs to be considered in executive education is waste. This is closely related to both the concepts of relevance and commitment. If the education plan you decide upon does not closely correlate with what you need to learn to be successful in fulfilling your purpose, it has waste in it. It is a defective plan because it includes too many elements that don’t fit your needs. Too often, curriculum-based platforms (including MBA programs) include courses that have no direct value in relation to one’s purpose. Because the challenge of such programs is to provide a broad-based array of courses to meet the needs of the masses, some waste is inevitably a natural effect. There may be 30 courses to be taken and passed over a two-year period, of which only a third are really relevant to your personal purpose.
This speaks to the importance of educational effectiveness, but it is also important to understand that education should also be efficient. It is increasingly important for executives and managers to be able to “learn in the moment of need.” In the course of our daily work lives, we regularly find our understanding of a given issue or subject is inadequate. We don’t have the time to “go back to school.” Indeed, we often even have too little time to read a book or research the subject. With the advent of the internet, we increasingly expect our answers to come almost in “real-time” through Google or Wikipedia. Our attitudes have shifted significantly; anything slower than “right now” seems inefficient.
This sense of inefficiency bites us in other ways as well. If coursework requires travel to a campus or other venue, this may prove to be less efficient than doing online studies. However, the loss of face-to-face discussion with others may make such a time investment well worth it. Other time issues that must be considered as potential waste are the necessity for writing papers, taking quizzes and exams, and other normal processes used in traditional educational environments. These may be very appropriate, or you may find them to be “necessary evils” that waste your time.
As you consider your personal educational plan, don’t fail to seriously count the costs to determine if the benefits of your plan are worth it. Making an absolutely firm commitment to your plan is essential to your success in fulfilling your purpose.
In summary, whether you are a CEO, a seasoned executive, or a manager aspiring to move into the executive suite, your personal education plan should be a function of your purpose, relevance, and commitment. With that in mind, let’s examine a bit more thoroughly the educational options available to you:
• Traditional curriculum-based educational programs, typically oriented toward degrees such as MBAs, etc.
• Personal study—reading, books on tape, e-books, etc.
• Mentors and coaches
• Business forums and meetings
• Online training including webinars, social media, chat, blogs, vlogs
• Experiential learning through internships, sabbaticals, or projects
The following table helps to delineate the strengths and weaknesses of these options—and will help you in assessing their relevance to your purpose and understanding the costs and benefits of each:
|Executive Education Options||Strengths/Benefits||Weaknesses/Costs|
|Traditional curriculum-based educational programs||
|Mentors & Coaches||
|Business Forums &Meetings||
Richard Tyson is the founder, principal owner and president of CEObuilder, which provides forums for consulting and coaching to executives in small businesses. For 21 years, CEObuilder has successfully brought about an outstanding financial return for CEO and executive clients through providing leading-edge content in the areas of strategizing, team-building, problem-solving and managing for results, as well as the use of proprietary learning and coaching.
Guest post by Ken Burnett, VP/ Director of Training and Business Development, Bank of American Fork
This series is written from experience and is part of Bank of American Fork’s training program. The program embraces the philosophy that training is a skill-based job, and managers need to learn specific skills to be successful.
Changing behavior or adding new knowledge or skills to a job can be a difficult task in the best of circumstances. Unfortunately, management of many organizations believe that behavior can be changed or knowledge added by simply requiring attendance at a training course or using a job aid or performance aid. Oh, if it were that easy. The cycle for changing behavior does involve a learning component, but a few other critical parts must also occur. Coaching, feedback, measures and metrics must also be part of changing behavior or it won’t stick.
The performance cycle starts with the introduction of a skill or knowledge. There is a process to introduce a new skill:
1. Become aware of the new skill or task, its importance and when to perform it.
2. Introduce a performance metric as a goal.
3. Learn how to perform the task or targeted skill intervention as needed.
4. Attempt the task.
5. Receive coaching and/or feedback for the performance.
6. Start again at step 3.
This process is the way to learn how to do anything at work or another place. The focus of this discussion will be coaching and feedback—step 5. Coaching and feedback moves the performance of the learner from novice (usually) to proficient or even expert. Introducing a new skill or knowledge in a training environment can never completely bring an associate to mastery, regardless of the approach. It would be difficult to include all of the random and challenging working conditions and practice the skill enough in a training environment.
Coaching and feedback are really two different, distinct processes. Coaching is the process of extending the learning of the task. Feedback is clearer cut. Feedback is either constructive (the task was not performed correctly) or positive (the task was done correctly). The correct use of both is critical to the learning process. After the completion of training, the manager should sit down with the associate and discuss the new task, answer any questions and help the associate clearly understand the expectations of performance. The next step is the most critical in the learning cycle—when the associate tries the task for the first time.
The manager should then discuss the performance with the employee. Set the expectation that after each attempt at something new the associate should reflect on their performance. The job of the manager is not to lecture, but to guide the associate through the task so the employee owns their behavior.
This can be accomplished by asking the associate, “How did it go?” or “What went well, and what did you struggle with?” Both of these questions should start a healthy dialogue. As the manager you share the responsibility for the employee’s performance, so you should be asking questions about issues you observed. For example, “The profitability part of the calculation can be difficult, how did that go for you?” or “Many people struggle with the loan-to-value calculation—what questions did you have in this area?” The combination of using both reflective and guided conversations can make the coaching conversation more effective and less contentious.
Throughout the coaching conversation, balance the importance of performing to a metric and keeping the coaching environment safe. An environment is very threatening if an employee is learning a new skill and the possibility of firing exists with his or her first mistake. At the same time, if the associate never feels that there are any expectations of performance, then they won’t have expectations for themselves, either.
Coaching should be immediate. Your coaching should move from feedback about the whole task to minor performance tweaks. Coaching should continue until the performance standards are met, and then use the standard or metric to note a need for additional coaching.
Feedback can either be constructive or positive. Often, feedback is poorly delivered. For example, “Hey, Joe, you did a good job today.” The employee is left to figure out what he or she did that was good. Many employees rarely receive helpful positive feedback. Employees often respond better to positive feedback, because it relates to the associate’s natural skills, and they may just need a little reinforcement for their skills to really take off. Constructive feedback must be about the task, not the person, to be effective.
Good feedback is:
• task-focused instead of personal,
• actionable and
• invites accountability
Coaching and feedback are both critical parts of learning a task.
Ken Burnett is vice president/director of training and business development for Bank of American Fork. He is responsible for training more than 300 employees on a variety of topics, including coaching and feedback for dozens of senior managers within the organization.
People’s Utah Bancorp President and CEO Richard Beard has been named the chairman of the board for the Western Independent Bankers’ Association. His experience with and passion for community banking has positioned him to help WIB support community banks throughout the western United States.
Beard has been the president, CEO and a member of the board of directors of People’s Utah Bancorp and Bank of American Fork since 2004. He currently serves as a member of the board for the State of Utah Department of Financial Institutions and has also served on the board of directors of the Utah Bankers Association. Prior to his appointment as the chairman of WIB, Beard served on the board and executive committee.
WIB is a trade association that informs, educates and connects community banks with banking-related resources and services to achieve the highest standards of personal and organizational performance. More than 150 community banks in the western states are members. Besides educating bankers, WIB also educates communities on why the community-banking model should matter to local citizens.
Beard and WIB are passionate about the community banking model. Community banks are focused on the unique needs of local businesses and families. Loans are generally invested in the local economy and decisions impacting customers are made locally, by people who live and work in the communities they serve.
According to the Independent Community Bankers of America, community banks fund nearly 60 percent of loans to small businesses, although they compose just 10 percent of the nation’s banking assets. The high-touch, personal service they offer to individuals and communities can’t be matched by banks that make loan decisions a thousand miles away from the borrower’s community.
“When you look to your community banker for a mortgage loan or funding for local business, you can feel confident that they care about what they are offering the community,” Beard said. “Community bankers want to see people get into homes or get the loans they need to grow or start their businesses, and make loan decisions that ensure profits are reinvested in the local economy. We live and work in the community, too, so we have a vested interest in seeing the economy and individuals thrive.”
The number of banks in the United States is shrinking dramatically. In 1990 there were more than 12,000 banks in the country. Today there are less than 7,000, 98 percent of which are community banks. Some experts predict that soon there may only be 3,000-4,000 banks left after the last economic downturn and with continued consolidation subsequently occurring. WIB is concerned with the shrinking number of community banks, since fewer banks mean fewer choices for individuals and business owners.
Business owners benefit from working with local lenders who have unique knowledge about their communities—Senior Economist and Economic Advisor at the Federal Reserve Bank of Chicago Robert deYoung calls this “soft information,” and it comes from a relationship-based approach to lending.
Beard’s new position as chairman of WIB will allow him to continue to help preserve this critical community-banking model.
CEObuilder and Bank of American Fork invite you to join us on Wednesday, April 16, 2014 for a forum and presentation by Craig Adams, chief information officer for Continuo. His presentation will address some of the decisions and questions about technology investments that many CEOs struggle with. You can also join the conversation on Twitter at #ceobuilder or LinkedIn.
Many business leaders keep an uncomfortable relationship with technology—maybe you understand that technology is necessary to running, growing and managing a business, but being uncertain about how it all works makes it hard to know what to trust. It doesn’t help that your IT gurus speak another language.
Just like you may reap the benefits of driving even when you don’t understand all of the engineering behind cars, there are technological decisions that can greatly benefit your organization. Some simple tools to help you make technological decisions and communicate with technology specialists can pay huge dividends for your organization.
On Wednesday, April 16, CIO Craig Adams’ presentation will address some of the decisions and questions about technology investments that make many business leaders uncomfortable. The CEObuilder attendees will discuss a framework for making technology investments and for tapping into technology talent in ways that meet business needs and objectives. The group will explore examples of organizations that have paid dearly for technology missteps, as well as organizations that seem to have figured out how to make technology decisions a core competency. Finally, the group will review some of today’s technology jargon to discover where there might be value and what can be discarded as “noise.”
About Craig Adams
Craig has served in multiple leadership roles in the technology industry since 1982. For seven years he was the founder and president of a Utah 100 company that he founded. He served as interim CEO for a multi-million-dollar systems-integration company; was the top technology executive at Viewpoint Digital, a digital-content creation company; and he was vice president of technology at Freeport, a 150-employee technology and marketing organization.
In 2000, he began providing virtual CIO services through his consulting company, Continuo. For more than 20 years, Adams was a volunteer and board member for Kids on the Move, a multi-million-dollar early-intervention preschool for children with disabilities. He was also the chairman for a time. Adams has also served as a volunteer mentor to several startups in the BoomStartup incubator.
This forum will be held at Bank of American Fork, Riverton Branch Conference Room, 2691 West 12600 South, from 8:30 a.m. to 4:30 p.m. on Wednesday, April 16. Please RSVP by Monday, April 14 by contacting Heidi at Heidi.email@example.com or 801-642-3139.