Thursday, April 30, 2020

Fed signals it will likely hold rates near zero for months

WASHINGTON (AP) — The Federal Reserve signaled Wednesday that it will keep its key short-term interest rate near zero for the foreseeable future as part of its extraordinary efforts to bolster an economy that is sinking into its worst crisis since the 1930s.

Chairman Jerome Powell noted the gravity of the downturn caused by the coronavirus outbreak and made clear that the Fed would continue to do all that it could to provide support.

Speaking at a virtual news conference, Powell said he believed the viral outbreak would imperil the economy for potentially a year or more, particularly if a vaccine or an effective treatment isn’t developed before then. He warned that a deep and prolonged recession could cause devastating damage by forcing businesses into bankruptcy, keeping unemployment high, and eroding the skills of idled workers.

“It will probably take some time for us to get back to a more normal level of employment and ultimately, maximum employment,” the chairman said.

Powell made a forceful if indirect, plea for Congress to spend as much as necessary to aid workers and businesses. And despite his previously expressed concerns about surging deficits, Powell urged Congress not to fret about the cost of expanded government aid. Congress has already approved more than $2.5 trillion in rescue programs.

“Elected officials have the power to tax and spend and direct how we as a society direct our resources,” he said. “This direct support can make a critical difference in limiting long-lasting damage to our economy.”

The chairman did not explicitly mention the need for aid to state and local governments, a subject of contention in Congress. Yet many economists have warned that states and cities urgently need more financial help to avoid layoffs and spending cuts that would deepen the economic downturn.
Unlike Congress, the Fed’s powers are limited, Powell noted, by the fact that it can provide only loans, not grants. And for many businesses that are struggling to survive, additional debt isn’t a good option. Even so, the chairman stressed that the Fed would continue to provide whatever support it can through an array of emergency lending and bond-buying programs.

“We will use our powers forcefully, proactively, and aggressively until we’re confident that we are solidly on the road to recovery,” he said.

In a statement, it issued after its latest policy meeting ended, the Fed raised concerns about slowing inflation, which is likely to sink further below its 2% target level in the coming months. Constance Hunter, the chief economist at KPMG, said this reference suggested that the Fed is prepared to keep rates ultra-low for as long as it takes to raise inflation back to its target.

“We’re looking at a situation where the Fed does not move rates up for at least a year and a half, or even two years,” she said.

Asked about eventually lifting rates, Powell made clear that that wouldn’t happen for many months at least.

“We are going to wait until we are quite confident the economy is on the road to recovery,” he said.

Some Fed watchers think the policymakers may eventually announce additional support for the economy. Ryan Sweet, an economist at Moody’s Analytics, said the Fed may start to buy enough short-term Treasurys to keep interest rates on one-year or two-year Treasury notes at zero. Doing so would signal that the Fed plans to keep its benchmark rate near zero for that long as well.

Under Powell, the Fed is confronting a deeply perilous moment for an economy that had looked robust just a few months ago. Since the virus struck with full force last month, widespread business shutdowns have likely pushed the unemployment rate as high as 20%. As layoffs mount, retail sales are sinking, along with manufacturing, construction, home sales, and consumer confidence.

At his news conference, the chairman noted that layoffs have struck hardest at the lowest-income American workers, many of whom had just begun to make progress in the 11th year of an economic expansion that has now ended.

“It is heartbreaking to see that is threatened now,” Powell said.

During two emergency meetings in March, the Fed cut its benchmark rate to a range between zero and 0.25%. It has also announced nine new lending programs to pump cash into financial markets and provide support to large and medium-sized businesses as well as cities and states.
In its statement, the Fed said it will also keep buying Treasury and mortgage bonds to help keep rates low and ensure that companies can lend easily to each other. It did not specify any amounts or timing for its bond purchases.

The Fed’s statement came on the same day that the Commerce Department released grim news about the economy: Economic output shrank at a 4.8% annual rate in the first three months of the year — the worst showing since the Great Recession struck near the end of 2008. The economic picture is expected to grow ever darker, with the economy forecast to contract at a shocking 30% to 40% annual rate in the April-June quarter.

The Fed announced earlier this month that it will buy corporate bonds and lend to states and cities — two actions it has never previously taken. As part of a $2.3 trillion lending program, the Fed has said it will buy up to $500 billion in state and local municipal bonds. It has also unveiled a Main Street Lending Program, which will lend $600 billion to medium-sized companies of up 10,000 employees.

Wednesday, April 29, 2020

NCUA: Dear Boards of Directors and Chief Executive Officers:

Dear Boards of Directors and Chief Executive Officers:

The NCUA is committed to understanding the challenges credit unions are facing during the COVID-19 pandemic. Information we gather is used to provide credit unions with assistance and accomplish the agency’s mission. Our initial credit union outreach focused on operational status and liquidity. We are now expanding our outreach to also identify any emerging credit risks.

Your examiner will contact you between May 4 and May 18, 2020, to review the attached list of questions.1 I encourage you to schedule a mutually agreeable time with your examiner. Many of the questions ask for your best estimates only; we do not anticipate significant research will be necessary. As with all interactions with the NCUA, I encourage you to have an open dialogue with your examiner, ask questions, and express challenges you may be facing. The NCUA will continue to be mindful of the impact of information requests on any credit unions experiencing operational and staffing challenges associated with responding to COVID-19.

You are helping us understand the challenges credit unions are facing so we can identify or develop the assistance you need. Where there have been challenges with the pandemic, credit unions have adapted to continue to provide quality member service. During our initial outreach, credit unions provided information that led to valuable insights on a variety of topics, such as:
  • Operational Status – Almost all credit unions report full or partial service to members. A few credit unions that have closed locations due to their sponsors being closed (including school districts and churches, among others) are continuing to serve their members’ needs on an appointment basis.
  • Lobby Service – Many credit unions noted their lobbies are generally closed, but the vast majority are offering lobby appointments. Credit unions that are not offering lobby appointments are providing services using a drive-thru, or offering appointments at another location.
  • Liquidity Planning – Few credit unions report a need to increase borrowings.
In addition, the NCUA has been monitoring the impact of COVID-19 on credit unions through information provided by corporate credit unions, other financial service providers, and other government agencies. We appreciate their cooperation and coordination in helping us better understand and monitor liquidity and other related trends in the industry. If you have questions or would like more information about the NCUA’s outreach efforts, please contact your NCUA regional office or state supervisory authority.

Sincerely,
Rodney E. Hood
Chairman

Don't say NO to your members anymore!

Does the following scenario occur at your credit union? If it does, we have a solution for you!


A member comes in into your credit union and wants to know if you will loan them a couple of hundred thousand $$$ to buy a building, or can you loan him some seed money to start a new business or purchase equipment for the company they currently own, and you say, “the credit union doesn't do those kinds of loans”. 

Does this sound familiar? How many times do you and your staff say NO and literally tell a member to “go down the street or go somewhere else”? 

Well, now, you have another option.  CU First Responders Finance (CUFR)

CU First Responders Finance, LLC (CUFR) is a partnership between the National Council of Firefighter Credit Unions, Inc. (NCOFCU), and Biz Lending & Insurance Center, Inc. to provide business lending origination programs to NCOFCU member credit unions.
  • CUFR will provide you with a turnkey operation so you can provide commercial and member business loans to your members.
CUFR is a partnership between NCOFCU and Biz Lending & Insurance Center, Inc. For more information call (561) 393-3770 or visit financeresponders.com.

Sincerely,
Grant Sheehan CEO
305-951-3306

Monday, April 27, 2020

Steven Rick, Chief Economist with CUNA Mutual, said the best-case scenario is U.S. economic output will be down by 20% in the second quarter, and that figure could be as high as 30%.

MADISON, Wis.–Capital and liquidity may never be more important to credit unions than they will be during what looks to be a very challenging second half of 2020 and all of 2021, according to one analyst, who said provision for loan losses is going to be a big topic of discussion, as will be negative ROA a year from now.
           Steven Rick
Steve Rick, chief economist with CUNA Mutual, who said during a webinar hosted by the CU Leadership Convention observed, “The biggest thing we’re working on as economists are revising down our forecasts every week,” made clear the effects of the coronavirus pandemic mean credit unions are well on their way into one of the most difficult operating environments they have faced in their century-long history.
The webinar was organized to help credit unions plan for the next several years and make adjustments to forecasts that might have been made during planning sessions in late 2019.
If there is any positive news, according to Rick, it’s that credit unions are doing so with some of the highest levels of capital they have ever held. And they are going to need it.
Rick said the best-case scenario is U.S. economic output will be down by 20% in the second quarter, and that figure could be as high as 30%.  He is forecasting the economy will grow by 5% in the third and fourth quarters, but the road back is going to be a long one.
The ‘Perfect Storm’
“It’s just not COVID-19, it’s a perfect storm,” said Rick, pointing to four factors affecting the economy:
*To read the complete article and see graphs, Click HERE

Friday, April 24, 2020

Please Support the Tunnels 2 Towers Foundation

The mission of the Stephen Siller Tunnel to Towers Foundation is to honor the sacrifice of firefighter Stephen Siller, who laid down his life to save others on September 11, 2001. We also honor our military and first responders who continue to make the supreme sacrifice of life and limb for our country.
  • In response to COVID-19, Tunnels to Towers has established the COVID-19 Heroes Fund, pledging to support frontline health care workers by providing meals, personal protective equipment (PPE) and, should tragedy strike, financial relief through temporary mortgage payments on homes of health care workers who lose their lives and leave behind young children.
  • Through the Fallen First Responder Home Program, Tunnel to Towers aims to pay off the mortgages of fallen law enforcement officers and firefighters killed in the line of duty that leave behind young children.  The Foundation’s goal is to ensure stability and security to these families facing sudden, tragic loss
  • The Stephen Siller Tunnel to Towers Foundation builds mortgage-free Smart Homes for our most catastrophically injured veterans. Each home is designed to address the unique needs of each individual.
  • The Gold Star Family Home Program, launched in September 2018, honors the legacy of those who made the ultimate sacrifice while serving our country. The Foundation will provide a mortgage-free home to surviving spouses with young children.

Thursday, April 23, 2020

See How Dolphin Debit Access Can Work For You

Dolphin Debit Access, a NCOFCU Business Partner and Conference Sponsor, provides financial institutions with a more efficient alternative to in-house ATM management. We provide complete, worry-free ATM network services covering every aspect of ATM management, from site prep and equipment procurement to system updates and cash management.

We are ATM management specialists with decades of experience. It’s what we do best; which leaves our clients free to focus on what they do best: running successful financial institutions.

Take a minute and watch Pelican State Credit Union’s Project Manager Lisa Cupit share the credit union's ATM management strategy, overseeing more than 20 ATMs.



For more information on how Dolphin Debt can work for you, call:
Joe Woods, CUDE
SVP, Director of Sales
Dolphin Debit Access, LLC

Wednesday, April 22, 2020

NCUA Letter to Credit Unions (20-CU-10)

Letter to Credit Unions (20-CU-10)
Residential Appraisals Threshold Increase and
Other COVID-19 Related Relief Measures

Dear Boards of Directors and Chief Executive Officers:

The NCUA Board approved a final rule on April 16, 2020, to increase the residential appraisal threshold from $250,000 to $400,000. The raised threshold provides long-term regulatory relief to credit unions and members. The rule also increases flexibility for credit unions struggling with mortgage pipeline delays due to appraisals during the COVID-19 pandemic.

In addition to the final rule on appraisal thresholds, the Board also approved an interim final rule to temporarily allow credit unions to defer appraisals and written estimates of market value for up to 120 days after the closing of a loan. This flexibility will expire on December 31, 2020. This deferral is intended to provide liquidity and relief to property owners affected by disruptions to property valuations caused by COVID-19 mitigation efforts. Both rules will become effective upon publication in the Federal Register.
Read the Letter to Credit Unions

Some Helpful Links


$30 billion of new Small Business Administration Paycheck Protection Loans to banks, credit unions

The Senate on Tuesday passed legislation that would earmark $30 billion of new Small Business Administration Paycheck Protection Loans to banks, credit unions and Minority and Community Development Financial Institutions with less than $10 billion in assets.
Another $30 billion would be set aside for financial institutions with assets of between $10 billion and $50 billion.
The funding is included in the latest coronavirus crisis stimulus legislation negotiated between the Trump Administration and congressional leaders. The Senate passed the bill by unanimous consent. The House is expected to vote on the legislation in the measure Thursday. House leaders are expected to ensure that there is a quorum present to ease the passage of the bill.
President Trump has indicated he would sign the measure.
The bill would provide $320 billion to refill the coffers of the PPP program, which were drained shortly after Congress enacted it.
“This new money puts a special focus on community banks and credit unions,” Senate Majority Leader Mitch McConnell (R-Ky.) said.
“Republicans asked us to funnel money into a program that wasn’t working as well as it could,” Senate Minority Leader Chuck Schumer (D-N.Y.) said.
He said many small businesses that did not have existing relationships with banks were not able to get loans in the initial round of lending.
“If you didn’t know a banker … you were left out,” he said. “You couldn’t get in.”
Critics have alleged that large financial institutions were able to monopolize the first round of PPP lending and charged that loans were made to the institutions’ preferred customers.
For instance, the Associated Press conducted an analysis of recent regulatory filings and reported Tuesday that at least 75 publicly traded companies, some of which had market values of more than $100 million, received loans that were supposed to go to small businesses.
One watchdog group blasted the Trump Administration’s management of the program.
“Whether it’s mismanagement or malpractice, the Trump administration’s failure to allocate funds properly means thousands of small businesses won’t receive the funding necessary to support their employees,” Kyle Herrig, president of Accountable.US, said. “Meanwhile, a bunch of publicly-traded companies worth hundreds of millions got a cash infusion and are sitting pretty.”
Credit union trade groups applauded the Senate passage of the measure.
“At a time where small businesses across the country are struggling to remain afloat, this important legislation will ensure that hard-working men and women across the country will be able to remain financially secure in spite of this pandemic,”  CUNA President/CEO Jim Nussle said.
NAFCU President/CEO B. Dan Berger said he was pleased with the legislation.
“With credit unions processing many SBA loan applications for their members, NAFCU appreciates policymakers responding to our advocacy efforts by setting aside a portion of the funds for credit unions and other community lenders as they are heavily engaged in serving main street businesses and underserved communities,” he said. “These funds are crucial and will further allow credit unions to continue their tireless work in helping their local communities during this uncertain economic time.”

Tuesday, April 21, 2020

Working at Home will Upset Banks & Credit Unions

Permanent Working at Home Will Rock Banks and Credit Unions


The longer Americans' office at home, the better it may look to both workers and employees. No commuting, more living and the chance to work in sweatpants all the time. But the ripple effects will hit many industries, including financial institutions large and small.


_________________________________________________________________________

Some Helpful Links


COVID 19 More borrowers are turning to refinances to save money each month, while potential home buyers are quickly dropping out of the market.

WASHINGTON–New data indicate the coronavirus pandemic appears to have created a split in the mortgage market: more borrowers are turning to refinances to save money each month, while potential home buyers are quickly dropping out of the market.
According to the Mortgage Bankers Association, total mortgage applications were up 15.3% last week over the prior week, but that number was driven entirely by refinancing.
Volume was also 67% higher than one year ago when interest rates were higher, the MBA said.
According to the MBA, after increasing for two weeks, mortgage rates last week hit the lowest level in the history of its survey. The average contract interest rate for 30-year fixed-rate mortgages with conforming loan balances ($510,400 or less) decreased to 3.47% from 3.82%, with points decreasing to 0.33 from 0.35 (including the origination fee) for loans with a 20% down payment. That rate was 89 basis points higher from the same time in 2019, the MBA said.
No Surprise
The result? Not surprisingly, a surge in loan applications of 26% for the week—with apps up 168% over one year earlier. The refinance share of mortgage activity increased to 75.9% of total applications from 69.3% the previous week, the MBA data show.
“Mortgage rates and applications continue to experience significant volatility from the economic and financial market uncertainty caused by the coronavirus crisis,” said Joel Kan, MBA’s associate vice president of economic and industry forecasting, in a statement. “The bleaker economic outlook, along with the first wave of realized job losses reported in last week’s unemployment claims numbers, likely caused potential homebuyers to pull back.”
Purchase Apps Decline
Meanwhile, as jobless claims continue to increase, mortgage applications for purchases fell 11% last week and were 24% lower than a year ago, the MBA said.
“Buyer and seller traffic — and ultimately home purchases — will also likely be slowed this spring by the restrictions ordered in several states on in-person activities,” Kan said.
Specifically, purchase applications are down more than 30% in New York, California and Washington state.

Some Helpful Links


Monday, April 20, 2020

Building a Network of Commercial & Business Lending Credit Unions!


Credit Union First Responders Finance (CUFR)

THREE WAYS TO JOIN
  • You can be a Referral Credit Union – A structured method for credit unions to refer commercial and business loan requests to lead lenders and generate non-interest income.
  • You can be a Participation Credit Union – Member credit unions will be given the first option on opportunities to buy and sell participations.
  • You can be a Lead Lender Credit Union – The lead lender will be underwriting and funding the pre-screened loan opportunities that meet their policy, procedures, and guidelines.
We create a funnel of opportunities with our credit union collaboration and the First Responder communities find a lending partner they trust!

CONTACT
Murray Halperin
p. 561.393.3770

CU First Responder Finance is a partnership between the National Council of Firefighter Credit Unions, Inc. and Biz Lending & Insurance Center, Inc. (BLIC) Murray Halperin is the Managing Member of njBIZloan Connection, LLC and the founder and President of BLIC. BLIC/njBIZloan specializes in business lending products and services for the credit union industry. Murray has been instrumental in the development of Business Service CUSOs and Member Business Lending (MBL) departments. His background includes 15 years at the Chicago Mercantile Exchange and 22 years in developing business lending, auto, and equipment leasing programs for credit unions.

CU First Responders Finance, LLC (CUFR) provides high-quality business and commercial lending products to your member business owners, investors, associations, volunteer and municipal fire departments nationwide.

This is an exclusive service for member credit unions of the National Council of Firefighter Credit Unions Inc

LOAN PRODUCTS
  • Fire Fighting and other Equipment
  • Fire Trucks and Commercial Vehicles
  • Commercial Real Estate
  • Working Capital
  • Refinance, Acquisitions & Improvements
  • Business Lines of Credit
These programs are designed to develop First Responder Credit Unions that would like to provide business loans to members and prospects but do not have the resources to manage a business lending program.

CUFR provides expertise!

Grant Sheehan CEO
NCOFCU
305-755-3302

Friday, April 17, 2020

Governing changes during a crisis. Boards need to stay out of operational decision-making, yet they need to be aware of what is happening in the credit union

Source: Tim Harrington

Gauges the board and management should watch.

Governing changes during a crisis. Boards need to stay out of operational decision-making, yet they need to be aware of what is happening in the credit union. Awareness—even of bad news—is extremely important.
As the effects of COVID-19 ripple across the economy, the board and management need good, up-to-date information on key financial issues that may change rapidly. You don’t want any surprises during turmoil, such as what’s happening in the wake of the coronavirus. Surprises can destroy trust between the board and the CEO.
A key to awareness is to develop and monitor systems of early indicators of financial changes taking place. In addition, with so much uncertainty, it is important for management to create a variety of projections based on different scenarios: best case, likely case and worst-case scenarios.

Manage the Balance Sheet: Capital and Deposits

A key to survival, now and always, is preserving capital (net worth). In recessions, the capital-to-assets ratio tends to drop rapidly. Why? Financial losses cause the dollar balance of capital to decline. But at the same time, growth in deposits can be a big contributor.
Members see credit unions as a safe haven for deposits during the recession. Growing deposits causes assets to rise. If capital falls or stagnates and assets grow (caused by deposit growth), the capital-to-assets ratio will decline, sometimes precipitously. Managing your balance sheet by not attracting deposits you don’t need may be crucial. Making sure your deposit rates are set properly to attract only deposits you can benefit from will help you retain your financial soundness.
As a matter of fact, if you are starting with a low capital-to-assets ratio (say under 8.5%) and see it slipping dangerously, you may consider reducing your asset size by encouraging your members to deposit elsewhere. Such a decision isn’t made lightly, but if your capital situation is dire, it can be a way to remain financially sound. Several credit unions thriving today used this method to survive the Great Recession.
Loans are going to take a hit. This will reduce interest income and increase your provision for loan losses. An unhappy double whammy on profit. Using early indicators to identify weak loans, then preemptively reaching out to members, may keep more loans on the books. Delinquency and charge-off ratios don’t help. They are lagging indicators. I’m suggesting a series of reports that can give you early warning signals on weakening loans.
Percentage of Loans with Payments More than Two Days Late. Monitoring “late payments” by portfolio and by the individual borrower is helpful. Some credit unions are tracking individual payment patterns to identify an aberration in a member’s payment pattern. If Mrs. Smith usually pays on the 25th and now her payment arrives on the 6th, she may be struggling.
Some credit unions can’t access that level of data. If you can’t, just begin flagging late payments. Either way, as soon as a member is late, reach out. For A and B paper, don’t wait 15 days to send a letter. Make a “soft call” at day 10 and say, “Mrs. Smith, we noted that your payment will soon be late. If you make your payment today, you can avoid the late fee. Could I transfer those funds for you?” This may result in a payment or in a dialogue that gives you more information about her financial position.
Percentage of Portfolio with Force-Placed Insurance. When financially stressed, members often pay loans but stop paying insurance. Contacting members immediately may help you save a loan or help a member. These reports can give the board and management a macro-picture of a portfolio. At the same time, at the member level, your staff can reach out. 
Reports of High-Importance Loans. High importance loans are large auto/consumer loans, mortgage loans, and commercial loans. We suggest triage using these reports to determine which loans and members are most important to contact right now. By monitoring and keeping up-to-date with the high importance loans, you will be more aware of your situation. By reaching out, you may be able to help your members and save their loans. We suggest sharing these reports with the board on a bi-weekly basis. If you would like these report formats, please feel free to email me.
Allowance for Loan Losses. Your allowance for loan losses will likely increase dramatically and soon. The ALL calculation starts with historical loss ratios. Most credit unions look back 12 or 24 months for the historic loss ratio. Throw that out. Those ratios are suddenly irrelevant. It may be worthwhile to dust off the reports from 2009 to 2011 and use those ratios. The losses we are about to incur may be much more like what we experienced in the Great Recession.
Investments. Accounting principles require a decline in investment values to be booked to capital or to income in certain cases. Using mark-to-market accounting, a credit union must book market value declines for available for sale and trading securities. Be sure to monitor your investments’ values and appropriately record the changes occurring.
Setting up a new set of financial gauges can give you a window into the credit union’s key financial issues as this crisis progresses. Transparency and awareness are so important for the board and management team at this time. With this information available, you will be able to make better and faster decisions. This is not a time to panic, and there will even be opportunities in this chaotic period. But good data and information are key to keep your credit union from becoming another victim of COVID-19.
Tim Harrington is a CPA and CEO & Founder of TEAM Resources, a consulting firm helping credit unions thrive since 1996.

Best Practices for Managing Delinquency in Uncertain Times



Source: Wendy Elieff, SVP, Client Service and Marketing, CU Recovery & The Loan Service Center
Now more than ever, the credit union philosophy of “people helping people” is critical to maintaining member loyalty and trust in their biggest time of need. While the COVID-19 pandemic has left us all experiencing disruption and uncertainty, credit unions are in a unique position to provide members with financial reassurance and support in navigating our new reality.
By employing some of these best practices for successful delinquency management, you can help your credit union build strong member relationships, both during this crisis and in the long term.
Prepare an Action Plan
Credit unions must first develop a crisis management strategy or response plan. Credit union leaders should begin by asking themselves the following questions:
  • What will our approach be regarding fee reversals, payment deferments, workout loans, etc.?
  • How much risk are we willing to take?
  • If we offer deferments for payments, how many months should they be deferred?
  • Are there other ways we can assist our members?
  • What regulations are we concerned with?
Maintain Effective Member Communication
Reinforce to members that your credit union is a trusted resource throughout this crisis by frequently providing helpful information and important updates that are easily accessible and digestible. Create a dedicated support page on your website and utilize all of your credit union’s communication channels (including email, social media, text messaging, push notifications, etc.) to direct your members to learn about available relief programs and ways they can request help.
When creating and implementing your external communications plan, consider various audiences and their relationship with your organization to tailor your information, as well as any compliance requirements.
Additionally, be proactive in offering financial counseling services to your members, and contact those who may be heading into delinquency. Be clear about the financial options that are available to them. When speaking with members over the phone, ask your staff to open conversations with, “How can we help you get through this?” and not “Here’s what we’ve got.” Actively listen to what they say, empathize with their concerns and communicate a plan based on the information provided. Showing your gratitude and appreciation for their loyalty and trust can also go a long way.
Now is the time for strong leadership, with less focus on process-driven decision-making by committee. In light of the unique circumstances, credit unions should make their C-level executives accessible to everyone – including customers, clients, and members.
Leverage Vendor Relationships
Reach out to your vendor partners to inquire about any hardship extension programs your credit union could implement at this time, including system settings, fee waivers, etc. Explore ways in which you can work together with your partners to assist your credit union and members.
Extraordinary times call for extraordinary measures, and your members are counting on your credit union more than usual. By delivering a high level of personal service and care, you can help ease your members’ financial strain and nurture thriving relationships into the future.
Wendy Elieff oversees the success of the Client Service and Marketing teams in CU Recovery and The Loan Service Center, a PSCU subsidiary. Wendy has worked for CU Recovery for the past 20 years. She is responsible for developing, implementing and monitoring cohesive marketing strategies to increase brand awareness. She is also responsible for building and maintaining client relationships by staying abreast of and responding to changes in the credit union marketplace.

Some Helpful Links





NCOFCU's Online Director Advisor

NCOFCU Directors Advisor The National Council of First Responder Credit Unions (NCOFCU) has introduced an exciting new membership benefit: t...