DALLAS - October 15, 2013 - Triumph Bancorp, Inc., parent of Triumph Savings Bank, SSB, headquartered in Dallas, Texas, today announced the completion of its previously announced acquisition of National Bancshares, Inc., parent of THE National Bank, headquartered in Bettendorf, Iowa.

National Bancshares, Inc. has an established history of serving its communities for over 12 years. As of September 2013, National Bancshares, Inc. had approximately $900 million in assets. Its community banking subsidiary, THE National Bank, member FDIC and Equal Housing Lender, offers personal checking accounts, savings accounts, CDs, money market, HSA, IRA, NOW and business accounts, as well as consumer, commercial and mortgage loans from 19 branches and 3 loan production offices located throughout Iowa, Illinois and Wisconsin.

"We are excited to welcome the customers, employees, and shareholders of National Bancshares to the Triumph group of companies," said Aaron P. Graft, President and CEO of Triumph Bancorp, Inc. "This transaction is one of those rare opportunities to create value for everyone involved. For Triumph, we are acquiring an established, full service institution with a solid deposit franchise. For THE National Bank, it is gaining financial strength and access to the diverse lending opportunities within Triumph's platform. The combination of these attributes, as well as the strength of the combined balance sheet, creates a unique financial enterprise that is well positioned for success in the future."

John D. DeDoncker, President and CEO of THE National Bank commented, "We are pleased about the opportunity to combine resources with Triumph Bancorp, Inc. Through this acquisition, we believe we have enhanced the banking experience for our customers with the addition of various financial opportunities. We will continue to serve our customers and community well as we go forward as a member of the Triumph Bancorp group of companies."

Following this acquisition, Triumph Bancorp, Inc. will have approximately $1.2 billion in total assets and $150 million in total equity capital.

Triumph Bancorp, Inc. was advised in this transaction by Commerce Street Capital, LLC as financial advisor.  Hunton & Williams, LLP and Beard, Kultgen, Brophy, Bostwick, Dickson & Squires, LLP served as Triumph's legal counsel. Sandler O'Neill + Partners L.P. acted as financial advisor and rendered a fairness opinion to the Board of Directors of National Bancshares, Inc. in connection with this transaction. Lane & Waterman LLP acted as legal counsel to National Bancshares, Inc.

About Triumph Bancorp, Inc.

Triumph Bancorp, Inc., based in Dallas, Texas, is a financial holding company with interests in wholesale banking, commercial finance and investment management. In November 2010, Triumph Bancorp, Inc. acquired and recapitalized its subsidiary bank, Triumph Savings Bank, SSB, which was then known as Equity Bank, SSB. Triumph brings creativity, diligence and innovation to all of our investments. Members of the Triumph Bancorp, Inc. group include Triumph Savings Bank, SSB, Triumph Commercial Finance, LLC, Triumph Capital Advisors, LLC, Triumph CRA Holdings, LLC and Advance Business Capital LLC.

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FORWARD LOOKING STATEMENTS

How many employees roll their eyes during meetings to discuss new initiatives?

How often do they scramble to complete a task not because they love it, but because they're afraid of the consequences if they don't?

How many mutter "not in my job description" when asked to assume a new responsibility?

"These are examples of people whose work is providing them with nothing more than a paycheck," says Trevor Wilson, human resources strategist, CEO of TWI Inc., and author of "The Human Equity Advantage," (www.twiinc.com).

"And even though that's ostensibly why we go to work, it's not what gets us excited and enthusiastic about what we do."

The solution, he says starts with business leaders and managers. If their work is not fulfilling any higher purpose for them than making money, they're lacking one of the essential qualities necessary for helping their employees become engaged - and for keeping engaged employees enthusiastic.

"You need to step back and assess your own situation," Wilson says. "Are you driven more by your fears - of not being able to pay your bills, of losing your job, of failing? Or are you driven by the knowledge that you, like every one of us, have the capacity to do amazing things?"

Business leaders who are striving to create something that will leave the world a better place are not only more engaged themselves, they're more likely to do the things that help their employees engage, Wilson says.

"Our search for happiness is our search for our purpose, and we achieve both by bringing all of our skills and talents - our human equity - to the job," he says.

He offers these tips for fostering a culture in which employees are actively engaged:

• Use performance evaluations to learn more about your employees' strengths, interests and goals. Each employee has strengths and talents that often go unrecognized -- and untapped -- in the workplace. Helping them to identify these and use them at work contributes to their feeling that their work has purpose and results in more engaged, productive employees. "People want to bring all their talents to what they're doing - we're happiest when we're doing what we're good at it," Wilson says. "In order to know what those skills, talents, even personality traits are, managers must get to know their individual employees."

• Do not treat all employees equally. All employees are not equal and treating them as if they were leaves engaged, enthusiastic employees feeling shortchanged and disengaged employees feeling entitled, Wilson says. "Acknowledge and reward employees who are going the extra mile and point out the ways they're contributing that may not be quantifiable or part of their 'job description.' The successful salesman who routinely coaches less successful colleagues is displaying a strength that won't show up on his sales sheet but is, nonetheless, a valuable contribution to the company."

• Recognize and reward employees' demonstration of strong values. Values are part of the human equity that all of us bring to work in varying degrees. Honesty, integrity, compassion, work ethic - our best employees usually have these and other strong, positive values.  Business leaders may unconsciously recognize them, for instance, by giving a very honest employee their trust, but they should make a point of acknowledging them publicly as well. "Our values are the foundation of our purpose and an expression of our true selves," Wilson says. "Employees who are both able to demonstrate their values at work, and rewarded for doing so, having a greater sense of purpose."

About Trevor Wilson

Trevor Wilson is the CEO of TWI Inc. and creator of the human equity management model. He is the global diversity, inclusion and human equity strategist who regularly speaks at corporate functions. TWI's clients include some of the most progressive global employers in the world, including Coca-Cola, Ernst & Young, BNP Paribas and Home Depot. TWI's trademarked human equity approach was instrumental in catapulting Coca-Cola's South Africa division to the top performing division worldwide.

Iowa lenders recognized for outstanding efforts in advancing homeownership

(Des Moines, Iowa) - The Iowa Finance Authority recently recognized 27 outstanding lenders from throughout the state for their efforts in advancing affordable homeownership through the Iowa Finance Authority's programs in calendar year 2012.

"I want to commend the effort of our hard-working local lender partners, and their success in making the dream of homeownership a reality for more than 1,200 Iowa families last year through Iowa Finance Authority programming," said Iowa Finance Authority Executive Director Dave Jamison.

The Leading Lender awards recognize Iowa Finance Authority Participating Lenders who have excelled in the number of Iowa Finance Authority loans generated and/or the dollar amount of loans closed. Iowa Bankers Mortgage Corporation was named Top Lender, and Wells Fargo was named Outstanding Lender for 2012.

The following institutions were recognized as Leading Lenders:

The Iowa Legislature created the Iowa Finance Authority, the state's housing finance agency, in 1975 to undertake programs to assist in the attainment of housing for low- and moderate-income Iowans. Since then, the Iowa Finance Authority's role has grown to include nearly 40 affordable housing and water quality programs. The Iowa Finance Authority is a self-supporting public agency whose mission is to finance, administer, advance and preserve affordable housing and to promote community and economic development for Iowans. 

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WASHINGTON - Senator Chuck Grassley of Iowa today released a Government Accountability Office report showing that additional changes are needed to the eligibility requirements for being "actively involved" in farming.  The GAO also wrote in the report that the legislative language in the Senate passed farm bill would be an appropriate fix to the agency's findings.  The report can be found on Grassley's website, grassley.senate.gov.

"The report shows that there is still far too much subterfuge of the actively engaged law.  For instance, taxpayers are footing the bill for farm payments to 11 active managers of one farm, who supposedly provide significant management experience, yet perform no labor," Grassley said.  "The loophole has been allowed to stand for too long.  It's time to close it once and for all and put the issue to rest so we can maintain a safety net for the farmers who really need it."

Grassley said that the conferees to the farm bill should take notice of the report and take a hands off approach to the provisions in both the House and Senate bills

"This is just one more reason that my payment limits provisions included in the Senate and House bills -- placing a hard cap on farm payments and closing loopholes that allow non-farmers to game the system -- should stay untouched," Grassley said.

The report reviewed the Farm Service Agency's compliance reviews of farming operation members' claimed contributions of active personal management and personal labor.  The GAO report also examines the Farm Service Agency's state offices' timeliness in completing and reporting compliance reviews and the results.

Specifically, GAO recommended, "Congress should consider modifying the definition of significant contributions of management activities, either as it did in recent deliberations on reauthorizing the farm bill or in other ways designed to make contributions more clear and objective."

The legislative language in the farm bill mirrors Grassley's Farm Program Integrity Act of 2013. The bill would define clearly the scope of people who are able to qualify as actively engaged by only providing management for the farming operation.  The allows only one off-farm manager, which will help the Department of Agriculture crack down on the general partnerships that have multiple non-farmers trying to qualify for farm payments by exploiting the management loophole.

Here are several highlights of the report.  The report can also be found here.

• Farm Service Agency officials consistently said current 'actively engaged' regulations are too vague to enforce in a meaningful way.

• Farms organized as general partnerships receive the most in payments and have the highest percentage of members receiving payments based on 'active personal management only.'  General partnerships with 11 or more individual members received 84 percent of their farm payments based on members contributing 'active personal management only.'

• Operations that have members determined out of compliance at the local level for not being able to demonstrate adequate knowledge to contribute 'active personal management' have appealed the decisions to the state and federal levels and won because they have time to prepare the individual in question.  In one instance, an individual was still allowed to receive farm payments after failing two interviews with state and local USDA officials.  The individual finally persuaded a national official in the third attempt that they had adequate knowledge of the farming operation.

• A farm in the Midwest which received roughly $400,000 in payments for 2012 was organized as a general partnership with six corporations and 11 individual members of the same family who ranged in age from 18-88.  Publicly available data indicated two of the individuals, including the 88 year-old, lived in South Florida and claimed 'active personal management only' for eligibility purposes.