When your mission is service to the community, not servitude to the bottom line.

  “We’re about who we are and what we are, not how much we are worth,” says Scott Kintzing, the down-home president and chief executive officer for The Bank.

  “I’m proud we have $2 billion in assets, but we’re about the home towns we serve and the local businesses we can support. We started this 20 years ago (as The Bank of Gloucester County) and we’re not going to change: we’re going to deliver outstanding service to the community.”

  How does The Bank, headquartered in Woodbury, but with 46 branches in seven counties in South Jersey, provide enough neighborhood-type services to end up with $2 billion?

  Kintzing, a Woodbury native himself, ticks off some community-type services that attract local dollars:

  --The Option Line home equity program that allows local homeowners to stop and lock in rates, recently as low as 4.95 percent, at three different junctures in the life of their equity line of credit;

  --The Clermont Wealth Management Strategies program that allows local customers to connect with high-end investment instruments without being force-fed proprietary products or high fees by big-name financial institutions;

  --The Overdraft Courtesy Program that keeps local depositors from sweating their debit card balance in the check-out line at the supermarket. You don’t have to start tossing back items; The Bank has you covered.

The Bank also is glad to help local, niche businesses add entrepreneurial oomph to the South Jersey landscape by carving out loan programs to get them started.

  “We get to know these people as people,” says Kintzing, a former football star at Woodbury High School and Gettysburg College who tasks his banking team with being special.

  The Bank employs 340 people, including 140 officers whose work is assessed by ‘The Scorecard.’ Once again, the bottom line is at the bottom.

 An officer’s scorecard is weighted to 60 percent for service to customers and employees, with 25 percent assigned to ‘core values’ of being friendly, flexible and fair. The last 5 percent is about the balance sheet.

  “The data for the scorecard comes from our continuing surveys we do with both customers and employees,” says Kintzing. “Our customer satisfaction, based on our most recent survey, is 89.6 percent, while the national average for banks is 63 percent. And our employee satisfaction number is 96 percent.”

  The Bank also pitches in to help numerous South Jersey charities and programs. Examples:

  --The 140 officers just committed to raising $31,000 for this fall’s American Heart Association ‘Heart Walk’ in Camden County;

  --Kintzing, a deacon in The Presbyterian Church of Woodbury, seemed to touch all bases when he was honored at Collingwood’s Masonic Temple during the Second Annual Founders’ Dinner for the Chabad Lubavitch of Camden and Burlington counties. He had been instrumental in helping with the funding for the new location of the Chabad on Kresson Road in Cherry Hill from a small store front in Voorhees.

  --And he soon will reprise his routine for the latest ‘Dancing with the Stars’ fundraiser. In 2006, his tango and salsa raised $16,300 for the United Way of Gloucester County. This year the beneficiary will be the Camden County Education Foundation.

  Besides raising money, Kintzing and wife Maryann have raised two successful sons, Brent, a champion high school swimmer who graduated from Duke University, and Hunter, a high school quarterback who graduated from Bucknell University.

  Both are back home now in South Jersey, and just like their Dad, are investing in the neighborhood, Brent in real estate and Hunter in law.