Wednesday, September 25, 2024

Consumers Want More and More from Mobile Banking. If You Don’t Keep Up, They Could Walk

 


Research by MX reports that consumer expectations for your banking app just keep getting higher. And dissatisfied users will likely jump to another app (and another bank) that ticks more boxes. How can you stay ahead in the app game?

Mobile banking apps have become table stakes for banks and credit unions, especially among Millennials and Generation Z. Research from MX earlier this year indicated that a decent mobile banking app is a must-have for nearly one in four consumers starting a relationship with a financial institution.

MX research also shows that 80% of consumers have a payment app, such as Venmo, PayPal or Cash App on their phone. In addition, 77% have a bank or credit union mobile banking app, 48% have a credit card app, 25% an investment or retirement savings app, and 17% an independent app to help manage their finances. Nearly half maintain three or more financial apps on their devices.

Now a new round of MX research indicates that the quality of the mobile banking app offered by a consumer’s banking provider can be the basis of a tighter relationship — or break the inertia that traditionally kept unhappy customers onboard.

MX’s study, “The Missing Link: Where Banks May Be Failing Consumers,” found that 57% of people surveyed said they were either not likely or very unlikely to have an account with a financial provider that offers a bad mobile experience.

“Everyone uses mobile to do their finances in some form or fashion today,” says Jessica Kendall, director of content at MX. “It’s the prevalent medium of choice and you have to have a solid app as a foundation to get consumers — and keep consumers.”

Merely enticing new customers with apps isn’t enough — “wow” doesn’t last long. Today, providers have to keep up innovation to hold onto consumers.

“Simply having an account doesn’t mean they are using the mobile app,” according to the MX study report. “It also doesn’t mean they are using the mobile app if the experience gets worse. 65% of consumers say they would stop using the app if the mobile experience changes for the worse.” [Deep Dive: Offer ‘Test Drives’ of Mobile Banking Apps for a Marketing Advantage]

We spoke with both MX about the study’s findings and with Keynova Group about that firm’s latest Mobile Banker Scorecard study, which examines the offerings of 17 major retail banking providers.

Continue reading >

What should your credit union budget for in 2025?

As we enter the fourth quarter, many credit union leaders are starting to turn their attention toward planning for 2025. With a myriad of options and new technology, it’s crucial to prioritize services that set credit unions apart while encouraging growth.

In this article, we explore several key areas credit unions should consider when preparing their budgets for the coming year.

Expanding membership

One significant trend shaping the financial landscape is the exodus of big banks from rural communities. This presents a golden opportunity to expand membership to new communities.

However, this expansion doesn’t necessarily require traditional brick-and-mortar branches. Credit unions can leverage technology to provide services efficiently and cost-effectively. Some alternative service delivery methods include:

  1. Interactive Teller Machines (ITMs): These advanced ATMs allow members to interact with a live teller via video, providing a personal touch.
  2. Expanding ATM access: Branded ATMs, such as full-service drive-thru ATMs in parking lots of busy businesses, can play a crucial role in serving members’ basic banking needs and attract new members.
  3. Smaller, modern modular branches: These affordable, portable branches are versatile and durable and offer a quick and efficient way to market for credit unions moving into new areas or those wanting to cut costs and close traditional branches.
  4. Digital banking services: Beyond the mobile app, technology advances now allow credit unions to offer digital banking solutions that include live video, chat and virtual assistants’ members can access through QR codes.

By incorporating these technologies, credit unions can extend their reach without the substantial overhead of traditional branches, allowing them to serve members in new areas more efficiently. And by partnering with a reliable vendor expanding ATM access or adding ITMs, and digital banking solutions are affordable and don’t need to be time consuming for staff.

Enhancing branch efficiency with teller cash recyclers

For credit unions maintaining physical branches, investing in Teller Cash Recyclers (TCRs) can significantly improve operational efficiency. TCRs offer several benefits such as improved cash security, increased accuracy and speed, and freeing up branch staff to focus on personalized member service and cross-selling products and services.

Embracing virtual banking

To stay competitive, credit unions should consider incorporating advanced interactive technologies into their service offerings in 2025. Beyond the mobile app or the ITM, there are a variety of digital solutions like virtual assistants, mobile chat features, and QR code-based marketing available today.

Virtual assistants provide members with easy access to get answers to their questions 24/7. QR code marketing can generate faster connections with members. These handy codes can be used to quickly direct members to specific product pages or applications, providing instant access to promotional offers or facilitate easy sign-ups for new services.

However, QR codes aren’t just useful for marketing. They can also link to virtual branch solutions, which provide ITM-level capabilities without substantial capital investment. Some benefits include:

  • Video calls: Give members the personalized assistance they crave without having to come into a branch.
  • Live chat: Allow credit union representatives to offer financial advice or answer questions.
  • Translation services: Provide an easy way to speak to members that may not speak English as a first language without any miscommunication issues.
  • Advance level marketing: By using a customized QR code, marketing can direct consumers to loan applications and easily track the effectiveness of promotions.

By adopting these technologies, credit unions can enhance member engagement and provide convenient, 24/7 access to services.

Diversifying income streams

As interest rates remain higher, it’s prudent for credit unions to add non-interest avenues of income to their portfolio. Partnering with vendors that offer merchant services, smart safes and ATMs can open new revenue streams while providing additional services to business members, attracting new accounts and deepening existing relationships—without additional work for staff.

Leveraging NCUA grants

Low-income designated credit unions have a unique opportunity to access grants through the National Credit Union Administration (NCUA). These grants can be instrumental in adding ITMs or expanding ATM access—helping to meet the needs of a growing number of citizens.

Some independent ATM operators even offer valuable assistance in this area such as helping to navigate complex paperwork and, of course, handling the ongoing operation of ATMs and ITMs. This support can make advanced technologies more affordable for credit unions with limited resources.

As credit unions prepare their budgets for 2025, it’s essential to balance traditional services with innovative technologies and partnerships. By focusing on expanding into underserved areas, embracing interactive technologies, improving branch efficiency, diversifying income streams and leveraging grants, credit unions can position themselves for growth and enhanced member service in the coming year.

Remember, the key to successful budgeting lies in aligning financial decisions with the credit union’s core mission of serving members. By carefully considering these investment areas, credit unions can ensure they’re not just keeping pace with the changing financial landscape but leading the way in member-focused banking services.

Tuesday, September 24, 2024

Financial Advisors Pushed Aside

ARLINGTON, Va.— A new report suggests more consumers are turning to fintech apps rather than financial advisors to manage their money, and that the trend will only increase as artificial intelligence becomes more mainstream.

“Fintech apps have simplified financial management and their capabilities are expected to be amplified with AI,” Capterra stated in releasing its analysis.

According to Capterra’s 2023 Fintech Survey of more than 870 consumer fintech users, 60% of respondents now seek advice from personal finance tools before reaching out to financial professionals. Furthermore, 64% of fintech users feel that these tools have significantly reduced their reliance on financial advisors, Capterra said.

Rapid Advance

“Fintech has rapidly advanced within the last few years, changing how traditional financial services are offered and how consumers manage their finances,” Max Lillard, senior finance analyst at Capterra, said in a statement. “While fintech won’t make advisors obsolete anytime soon, financial professionals need to adapt to changing consumer behavior and play up their strengths by augmenting their services.”

Capterra Chart

The Survey Findings

Capterra reported the survey found:

  • Millennials and Gen Z account for over half (55%) of fintech app adopters. They are empowered by user-friendly interfaces, data visualization tools, and real-time notifications, Capterra said.

  • The most popular solutions for fintech users include banking (82%), payments (63%), and personal finance management tools (57%).

  • Overall, 73% of fintech users actively use between two to five tools, which include everything from do-it-yourself investing apps to AI-powered planning tools.

  • Despite the high adoption of these apps, some fintech users still prefer an accountant to handle tax planning and preparation (47%), estate planning (42%), auditing and assurance services (34%), and business consulting (28%), Capterra said.

  • A “whopping” 89% of fintech users say they’ve encountered challenges while using apps. Security is the top concern, with 41% worried about the safety of their personal and financial information. Users also encounter hidden costs and technical issues, Capterra said.

Monday, September 23, 2024

Expanding financial access: Why prepaid cards are a valuable addition to your credit union’s product portfolio


by Crystina Duran, Envisant

Experts are predicting the prepaid card market will be valued at more than $10.5 trillion globally by 2027 as usage continues to increase (World Metrics). This data reveals the ongoing relevance of prepaid cards and points to their increasing value as part of a credit union’s portfolio. Prepaid cards hold a strong position in financial wellness and inclusion that makes them ideal for building trust, growing a credit union’s market, and strengthening member relationships while diversifying revenue streams.

Grow member trust while supporting financial wellness

Prepaid cards are well-known as valuable tools that support financial wellness. They are a popular tool for budgeting. Among cardholders, 54% use prepaid cards to help them budget and 66% use them to avoid overspending (Pew Trusts). Prepaid cards also offer many other features that help build trust and support financial wellness.

  • Convenience and security: Prepaid cards with advanced protections against fraud are much safer to use than cash. They also aren’t tied to the cardholder’s checking account, so this information stays secure while cardholders enjoy the flexibility of being able to shop online or where cash isn’t accepted.
  • Real-time purchase tracking: Prepaid cards give users the ability to easily track their day-to-day purchases so they can better review their expenses and spending habits to plan and manage their budgets more effectively.
  • Cost-effective: Prepaid cards don’t have interest rates or overdraft fees so cardholders have fewer unplanned expenses to interfere with their budgeting.
  • Direct deposit: This prepaid card feature offers fast, direct access to paycheck funds, providing a better alternative to expensive check-cashing services.
  • In-app and online card management: These digital options for card management help cardholders have more control over their funds by providing them easy access to their accounts at any time. Cardholders can monitor transactions, budget, freeze compromised cards, set up fraud alerts, and more.

Grow your credit union through financial inclusion and literacy

Prepaid cards play a key role in promoting financial inclusion, both by offering underserved communities a means of participating in the digital economy and by helping them gain a stronger financial position through easier budgeting. Credit unions can encourage cardholders to make the most of prepaid cards as a financial wellness tool through educational offerings like workshops or informative handouts that increase financial literacy. When combined with proactive efforts from credit unions, prepaid cards can help grow financially strong members who are empowered to take advantage of other financial services available through their credit unions.

Strengthening member relationships and diversifying revenue streams

Prepaid cards, especially reloadable cards, can serve as a valuable tool for business growth. These accessible budgeting tools can help attract new members, foster loyalty among existing members, and provide an ongoing income for credit unions.

Conclusion

Prepaid cards thus provide a unique opportunity for credit unions to grow through advancing financial inclusion and member financial well-being. By taking proactive steps to help cardholders make the most of prepaid tools, credit unions can effectively implement prepaid cards as a key component of their product portfolio to support member and credit union success.

To learn more about how Envisant, an award-winning CUSO, can help your credit union develop a prepaid card program to support financial wellness, visit https://www.envisant.com/solutions/prepaid/ or contact the Envisant sales department at 1-800-942-7124.

Sunday, September 22, 2024

Save The Dates September 22-25, 2025 - NCOFCU - Key West, Florida

 


Save the Dates: NCOFCU's Key West Conference 2025

As the new year begins, it’s the perfect time to start planning for one of the most anticipated events of the credit union industry: the National Council of Firefighter Credit Unions Inc (NCOFCU) Key West Conference 2025! Mark your calendars and book your travel, as this fantastic opportunity for networking, learning, and relaxation is just around the corner.

Event Details

Dates: September 22-25, 2025 SCHEDULE
Location: Casa Marina Oceanfront Resort, Key West, Florida

2025's conference promises to be bigger and better than ever! Set against the picturesque backdrop of Key West, participants will enjoy a perfect blend of professional development and island charm. From interactive workshops to engaging keynote speakers, there is something for everyone in the credit union community.

Why Attend?

  1. Networking Opportunities
    The NCOFCU Key West Conference is a prime opportunity to expand your professional network and begin your journey towards NCOFCU's "CCUP" certification. Connect with fellow credit union professionals, industry leaders, and innovative thinkers eager to share their insights and experiences.

  2. Educational Workshops and Sessions
    Attend workshops led by industry experts. These sessions will cover a range of topics, from emerging trends in technology to member engagement strategies, compliance issues, and financial literacy. They are designed to empower credit unions to serve their members more effectively and efficiently.

  3. Inspiration from Keynote Speakers
    Each year, the conference features several keynote speakers who provide inspiring and thought-provoking presentations. Stay tuned for announcements about the 2025 lineup!

  4. Cultural Excursions and Local Flavors
    Key West is known for its vibrant culture, delicious food, and laid-back atmosphere. Enjoy the beautiful weather and explore the local attractions, from stunning beaches to historical landmarks. Plus, don't miss out on savoring some of the best seafood the region has to offer!

Accommodations and Registration

More details regarding registration and accommodations will be available soon, so stay tuned to the NCOFCU website and your inbox for updates. Early bird registration options for members will be available, giving you the chance to secure your spot at a discounted rate.

Get Ready for an Unforgettable Experience

We encourage all credit union professionals to participate in this incredible conference. Save the dates, rally your colleagues, and prepare for an enriching experience that will benefit you personally and professionally.

Stay connected with NCOFCU for more updates, including speakers, session details, and networking events. 

We can’t wait to see you!

Grant Sheehan CEO CCUE
305-951-3306
ceo@ncofcu.org

Friday, September 20, 2024

The Top 10 Components of a Successful Overdraft Program

Overdrafts Are A 'Complex Jigsaw Puzzle'

LAKE FOREST, IIl.—Financial Institutions must pay attention to 10 overdraft “components” to offer a successful OD program, says Moebs Services, which believes overdrafts are the most complex financial service to offer.

Moebs Services’ latest overdraft study identified those 10 components, and the company is offering advice on how each can help or hinder the OD offering.

Feature OD Components

“Overdrafts are a complex jigsaw puzzle. Forming one picture is difficult to be profitable for all. Think of how long it takes to do a jigsaw puzzle,” said Michael Moebs, economist and chair of Mobes $ervices. “ODs are fees and balances put together in one price. Think of how long it takes to get an oil well working. Exploration, drilling to find nothing, then you hit a geyser. Now you get to build a pipeline to get it to a seaport. Then haul it by ship to another seaport. Then refine the oil then transport it to tanks at your favorite gas station. Overdrafts are the same.”

The 10 Drivers

According to Moebs $ervices, the following are the Below are that 10 key drivers affecting the effectiveness of overdraft offerings:

1. Price is Driven by Walmart, Which has 19.1% of the 600 million-plus National Checking Account Market. Walmart Charges $15 per OD Transaction

"Walmart has figured this out. Their price is well thought out and makes the company money,” said Moebs. “Credit unions pricing above Walmart will eventually lose market share to all those that have learned $15 is the effective price.”

2. Limits are the Supply Side of the Economic Price Equation. 

“Limits are the risk of funding the unsecured loan called overdraft. If limits are too high overdrafts lose money because the user cannot repay the funds. Too low and the FI loses a user to competition,” Moebs explained.

3. ODs are Credit and Not a Loan but a Deposit Service

“Overdrafts are regulated by Truth-In-Savings. Processing ODs as a deposit service is checking. The CFPB would like to change this to Truth-In-Lending,” said Moebs. “If done, substantial changes would be made to overdrafts. This could all happen in this election year.”

4. The Basis of OD Pricing is Vital—Balance or Transaction

“Priced as a balance is one workday charge, while transaction pricing produces many more OD charges based on OD individual volume. The choice is one price per balance or Walmart transaction pricing,” Moebs said.

5. There is Value in Waving Fees. No Charge is Valueless.

“Some outfits like Chime or Capital One will forgo OD pricing but go after customers who do not overdraw. This can hurt financial institutions by limiting users with low balances and high volume of charges,” Moebs said. “Charging for interchange becomes vital to have profitable checking accounts.”

Moebs Mike

Michael Moebs

6. NSFs, SPs, Transfers and RDIs are Part of OD Family

“The business of checking is really a family of overdraft related services. Some FIs will forgo an OD fee but charge high prices for other OD family services,” noted Moebs.

7. With Debit Scoring, Artificial Intelligence Decisioning, the Losses and Costs of ODs Have Been Greatly Reduced Vs. Judgment Decisions.

“More and more FIs are going to AI debit scoring to lower OD pricing which increases OD volume, thus maintains and eventually increases overdraft revenue,” stated Moebs.

8. “Overdraft Collections are Not Loan Collections–Treat Them Separately.”

“Most FIs make a big mistake by not treating overdraft collections entirely different than loan collections. Make OD collections different than loan collections,” Moebs said.

9. Deposit Agreements Need to be Tailored to the Individual FI

“Every FI is different. So, every deposit agreement must be different. Failure to do so will lead to costly lawsuits,” Moebs said.

10. Full Compliance Comes Only by Including All Regulations Both Federal, State and all Regulators

“Overdraft compliance is very tricky. This is because an OD is credit and should not be treated like a loan,” Moebs said.  

What UBER Eats Delivery Has to Do With You

By Ray Birch

ST. PETERSBURG, Fla.—That Uber Eats food delivery that arrived quickly after being ordered on a convenient and simple app has changed what members expect from their credit unions, even if those same members don’t realize it.

“With competitors introducing digital-first solutions, consumers today demand prompt, seamless service, especially for high-frequency, less complex processes like obtaining a new credit card,” said Scott P. Young, SVP of emerging services at Velera. “While many credit unions have streamlined in-branch and contact center operations to meet this demand for speed, other services, such as digital account opening and credit card loan origination, still lag behind—all of which can cause member dissatisfaction and frustration.”

Feature Velera Digital

Young said it’s time for credit unions to fully address the consumer demand for speed or risk losing market share.

“As many credit unions approach strategic planning and budget season to determine which tools to add to their arsenal, it is important to consider the market landscape, member expectations and opportunities surrounding consumer loans,” Young said. “It is imperative for credit unions to attract and retain members to win consumer share while staying competitive in today's digital-first world.”

Practice Vs. Desire

Young pointed out that a 2023 Curinos study found nearly three-quarters of new accounts are opened in person at a branch.

Scott_Young_speaker

Scott Young

“However, the data also shows a strong preference for digital account opening, with 70% of consumers favoring digital methods,” he said. “When selecting a financial institution, 40% of consumers prioritize the convenience of digital banking, whereas only 17% value branch proximity.”

For more complex, less-frequent loan types like mortgages, home equity lines and auto loans, consumers understand the need for additional time and effort, Young said.

The Flip Side

The flip side, of course, is “for simpler, more frequent loan types like credit cards, they expect a quick process with minimal paperwork. Unfortunately, reality often falls short of these expectations,” Young said.

What all that means, Young explained, is that providing a one-size-fits-all application experience for all loan products can create unnecessary barriers.

“Fortunately, credit unions now have the opportunity to streamline processes for high frequency products, improving the application experience,” he suggested.

Example Cited

One example cited by Young: Not using digital card delivery can cause credit unions to miss significant potential revenue.

“However, digital account opening and credit card origination often face challenges, such as lack of automation, fraud, integration issues and outdated technology,” he said. “Partnering with a fintech solutions provider like Velera, which offers digital origination solutions, can address these challenges. Implementing an automated digital origination process with secure transactions and seamless system integration can improve the member experience, aligning it with today's fast-paced expectations.”

‘Numerous Opportunities’

Young said offering a seamless end-to-end experience presents numerous opportunities for credit unions, including:

  • Increased membership growth through a smoothly integrated new account opening process
  • Reduced operational costs via automated underwriting capabilities
  • Instant digital card credentials provisioned to a mobile wallet for immediate use

“Instant digital card issuance not only enhances the user experience but also serves as an effective sales strategy,” Young said. “Credit unions can offer members the ability to use their new card credentials online or in-store immediately – an option not consistently provided by large issuers. This gives credit unions a unique competitive advantage in gaining market share. With real-time lending approvals and instant access to card credentials through digital banking and mobile wallets, credit unions can meet cardholders' expectations, increase revenue and drive growth.”

3 Reasons To Include Student Lending In Your 2025 Plan


The need for responsible higher education financing continues to grow, and your credit union has an opportunity to provide affordable, flexible funding for college and technical careers.
Jim Holt, Chief Development Officer, CU Student Choice

Loan growth slowed to 3.7% as of June 30, 2024, according to the latest Callahan data. Although the potential for lower rates in the not-so-distant future might help drive volume, now is the time to ensure your credit union’s lending solutions meet consumers’ most pressing needs. As the need for responsible higher education financing continues to grow, your credit union has an opportunity to provide affordable and flexible funding for college and technical career pathways.

Credit unions were founded to provide solutions for unmet financial needs within their communities, so it’s no surprise more than 700 credit unions nationwide now offer some sort of education lending product. Here are three reasons to include student lending as part of your product mix in 2025.

1. Meet Existing Members’ Needs

With the average credit union member’s age hovering around 53, it’s likely you have a strong member segment of families with college-age children. And if your community or field of membership includes local colleges or universities, offering more affordable financing solutions could be a no-brainer.

Your members are already seeking education financing solutions, so why not keep their loans within your credit union’s portfolio?

2. Deliver Value And Strengthen Relationships

Figuring out how to pay for college is always stressful for families, but the 2024-25 school year has produced even more anxiety than usual thanks to delays in the Free Application for Federal Student Aid (FAFSA) process. Members need flexibility this year and a trusted financing partner they can rely on.

As with most other products, cooperatives tend to offer lower rates and fewer fees on lending products. Credit unions can also offer more flexibility through a private education line of credit solution, which allows families to apply once and secure funding for their entire college career without needing to reapply.

3. Fund Futures in Critical Career Pathways

In addition to traditional four-year degrees, there’s an increasing demand for employees in high-paying skilled trades nationwide. If there are training programs for aviation maintenance, commercial pilots, nurses, or energy trades within your community, there might be an opportunity to provide financing for these additional career pathways.

These relationships are not only beneficial for your credit union but also could help fill employment gaps within your community and open new doors for your members.

Next Steps To Take Now

Whether your credit union wants to hold student loans on its books or support members’ higher education funding needs on a referral basis, choosing the right partner and maintaining your member relationships are important. For example, CU Student Choice’s online credit union marketplace can refer your members to leading credit unions for their student loan needs while keeping your credit union as their primary financial institution and generating income for your cooperative.

Student lending is a niche product, but finding a partner whose offerings align with your strategic goals can help you enter the market easily and start meeting member and community needs quickly.

It’s Easy To Add Student Lending To Your 2025 Plan

As you plan and prepare budgets for 2025, make sure student lending is part of your solution set. Rolling out a program doesn’t have to be difficult or costly; an experienced CUSO partner like CU Student Choice provides customizable plug-and-play solutions with no need to hire additional credit union staff or worry about expensive technology integrations. In fact, the Student Choice team can have your program up and running in about 30 to 45 days, well ahead of next year’s peak lending season. From establishing program parameters to technical and marketing support, this private education offering involves a low lift for a high return.

Contact us to learn more about how CU Student Choice can make it simple to offer profitable student lending solutions that benefit your current and future members.

 

Jim Holt is the chief development officer at CU Student Choice.

Thursday, September 19, 2024

More Fed Rate Cuts Likely, CU & Banking Economists Ponder Future Risks

Fed Chair Jerome Powell speaks to reporters in Washington, D.C., Wednesday after announcing a 50-basis-point rate cut. Credit/Federal Reserve Fed Chair Jerome Powell speaks to reporters in Washington, D.C., Wednesday after announcing a 50-basis-point rate cut.
Credit/Federal Reserve

After staying at 5.3% for more than a year, the Fed cut interest rates by 50 basis points Wednesday and signaled more cuts to come.

The Federal Open Market Committee's projections showed at least half of members expect to cut rates to 4.4% by year's end, down from their 5.1% median expectation at their June meeting. By the end of 2025, the median expectation is that rates will fall to 3.4%, down from an expectation of 4.1% in June.

"The FOMC cut rates more aggressively than it had previously forecast, an acknowledgment that inflation is subsiding and risks to the labor market are rising," Curt Long, deputy chief economist for America's Credit Unions, said.

Fed Chair Jerome Powell said the cuts are the result of inflation moving close to its 2% goal, and a job market that is strong, but cooling. The risks between fueling inflation and job losses are now "about even."

"Our patient approach over the past year has paid dividends," he said. "Inflation is now much closer to our objective and we have gained greater confidence that inflation is moving sustainably toward 2%."

"The economy is strong," he said. "We want to keep it there."

The projections for further cuts depend on whether "the economy evolves as expected," Powell said. "We can go quicker; we can go slower or we can pause, if that's appropriate."

Mike Fratantoni, chief economist of the Mortgage Bankers Association, said investors had been divided about how much the Fed would cut at its meeting Wednesday.

"This decision is likely to spur some rate volatility as investors adjust to this expected path for monetary policy," Fratantoni said. "Governor Bowman dissented from this decision, preferring a 25-basis-point cut, but it seems that the rest of the Committee is more worried about the weakening job market."

Fratantoni said the FOMC projections showed inflation is returning to target more quickly than members had expected in June and that the unemployment rate has "moved higher and is likely to stay higher than expected."

"While not likely to be in a recession, the U.S. economy is likely in for a period of slower economic growth," Fratantoni said.

The FOMC's estimates of what constitutes a neutral fed funds rate keeps moving up, and committee members see a range from 2.5% to 3.5% as consistent with neutral in the long run, he said.

As for mortgage rates, the market had probably baked in most of the cuts already.

"Lower mortgage rates, now close to 6%, have resulted in much more refinance and some additional purchase activity in recent weeks," he said. "We do expect that if mortgage rates remain near these levels, it will support a stronger than typical fall housing market and suggest that next spring could see a real rebound in activity."

Jonathan Smoke, chief economist for Cox Automotive, said the rate cut paves the way for stronger car sales, but rates on auto loans might be among slowest to fall.

"Consumers should see more immediate changes in the rates charged on credit cards, which should help improve the financial status of consumers who have built up balances to maintain spending," Smoke said.

"Interest expense on credit cards has been crowding out spending on goods and services and has likely contributed to delinquencies and defaults on credit cards and auto loans," he said.

Wednesday, September 18, 2024

Federal Reserve issues FOMC statement to lower the target range for the federal funds rate by 1/2 percentage point to 4-3/4 to 5 percent

Recent indicators suggest that economic activity has continued to expand at a solid pace. Job gains have slowed, and the unemployment rate has moved up but remains low. Inflation has made further progress toward the Committee's 2 percent objective but remains somewhat elevated.

The Committee seeks to achieve maximum employment and inflation at the rate of 2 percent over the longer run. The Committee has gained greater confidence that inflation is moving sustainably toward 2 percent, and judges that the risks to achieving its employment and inflation goals are roughly in balance. The economic outlook is uncertain, and the Committee is attentive to the risks to both sides of its dual mandate.

In light of the progress on inflation and the balance of risks, the Committee decided to lower the target range for the federal funds rate by 1/2 percentage point to 4-3/4 to 5 percent. In considering additional adjustments to the target range for the federal funds rate, the Committee will carefully assess incoming data, the evolving outlook, and the balance of risks. The Committee will continue reducing its holdings of Treasury securities and agency debt and agency mortgage‑backed securities. The Committee is strongly committed to supporting maximum employment and returning inflation to its 2 percent objective.

In assessing the appropriate stance of monetary policy, the Committee will continue to monitor the implications of incoming information for the economic outlook. The Committee would be prepared to adjust the stance of monetary policy as appropriate if risks emerge that could impede the attainment of the Committee's goals. The Committee's assessments will take into account a wide range of information, including readings on labor market conditions, inflation pressures and inflation expectations, and financial and international developments.

Voting for the monetary policy action were Jerome H. Powell, Chair; John C. Williams, Vice Chair; Thomas I. Barkin; Michael S. Barr; Raphael W. Bostic; Lisa D. Cook; Mary C. Daly; Beth M. Hammack; Philip N. Jefferson; Adriana D. Kugler; and Christopher J. Waller. Voting against this action was Michelle W. Bowman, who preferred to lower the target range for the federal funds rate by 1/4 percentage point at this meeting.

For media inquiries, please email media@frb.gov or call 202-452-2955.

Implementation Note issued September 18, 2024

Tuesday, September 17, 2024

Announcing the National Council of Firefighter Credit Unions Inc (NCOFCU) First Responder Credit Union Academy (FRCUA): A New Benefit for Chairman Circle Members


We are thrilled to announce an exciting new benefit exclusively for our Chairman Circle members: the National Council of Firefighter Credit Unions Inc. (NCOFCU) First Responder Credit Union Academy! This innovative program is designed to empower board members of credit unions serving first responders by providing the knowledge, tools, and resources they need to excel in their roles and meet the Duties of Federal Credit Union Boards of Directors.

What is the First Responder Credit Union Academy?

The NCOFCU First Responder Credit Union Academy is a comprehensive training program tailored specifically for credit union leaders who serve our nation’s heroes—our first responders. This academy will offer a mix of online courses and conference hands-on learning experiences to enhance board governance, operational efficiency, and community engagement.

Key Benefits for Chairman Circle Members  Not a member Join HERE

1.      Tailored Learning Experience: The Academy's curriculum is specifically designed to address the unique challenges and opportunities faced by credit unions that service first responders. Board members will gain insights into best practices that can enhance member services and strengthen community ties.

2.      Conference NetworkingOpportunities: Participants will connect with fellow credit union leaders from across the country, fostering collaboration and sharing of ideas. This network will be invaluable for exchanging strategies and solutions that work in real-world settings.

3.      Expert Guidance: The Academy will feature industry experts and seasoned credit union professionals who will provide mentorship and guidance. This direct access to expertise will help board members make informed decisions that benefit their organizations and communities.

4.      Enhanced Governance Skills: Board members will receive on-line training on effective governance practices, risk management, and strategic planning. This knowledge is crucial for ensuring that their credit unions operate smoothly and sustainably.

5.      Commitment to First Responders: By participating in the Academy, board members will reinforce their credit union's commitment to serving first responders, ultimately enhancing member loyalty and community support.

How to Get Involved

Chairman Circle members can take advantage of this incredible opportunity by enrolling in the NCOFCU First Responder Credit Union Academy. Stay tuned for more information on upcoming sessions, course offerings, and registration details.

We believe that this Academy will enhance board members' skills and contribute to the overall success of credit unions serving first responders. Together, we can strengthen the financial foundations of those who dedicate their lives to protecting our communities.

Thank you for your continued support and commitment to excellence in serving our first responders. We look forward to seeing you at the Academy!


For any questions or additional information, please feel free to reach out to our member services team. Let's make a difference together!

Grant Sheehan CEO / CCUE
ceo@ncofcu.org
305-951-3306

 

Monday, September 16, 2024

Taking a More Strategic Approach to Succession Planning

As the most important act a board of directors will take, give CEO selection the time and process your members deserve.

By Deedee Myers | September 13, 2024 at 09:00 AM
Executive CEO Search. 3d rendering Credit/Adobe Stock

With a continued wave of industry leaders retiring, now is the time to ensure your credit union takes a strategic approach to succession planning. There is a wide range of approaches to this critically important process.

Some institutions simply point to a box on the organization chart to identify who is next in line or has been there the longest. Others are moving beyond one-time or occasional conversations toward a more strategic, relevant and effective succession planning process, which is a critical and valued factor supporting organizational health and sustainability. The size and complexity of the organization impact the availability of succession planning resources. Larger and complex organizations have more executives at the senior level, whereas smaller credit unions might rely solely on the president/CEO as its only executive leader, limiting succession possibilities.

Succession planning is the process of ensuring an organization has the right people in the right places at the right time. For mid- to larger-sized credit unions, the strategic succession planning process starts ideally two to five years in advance of an anticipated CEO transition. The board of directors is responsible for hiring the CEO and, therefore, determining the characteristics and competencies needed in their future CEO. A best practice is to link these characteristics and competencies to a longer-range strategic vision using a succession planning rubric or tool. The incumbent CEO leverages these parameters and sponsors a professional development, executive coaching or CEO-readiness program for potential internal candidates using a combination of internal and external resources.

Board Considerations in CEO Succession Planning

A best-practice CEO search has at least 240 steps. Here are 10 for the board to consider as they prepare a timeline for this important work.

1. Consider cross-functional training with the assignment of new roles or a leadership role in major organization-wide strategic initiatives.

2. Executives take responsibility for their CEO-readiness plan. The organization provides resources that display a commitment to advocating for professional development. This advocation, however, is not a promise for promotion; it is a promise to provide resources. The potential internal candidate has the accountability to rise to the occasion and leverage the resources.

3. Executives who attend industry professional development programs are more equipped to understand the leadership issues and potential approaches that will support their credit union and to make effective decisions, manage change, build a needed network, and improve operations and processes. These industry development programs are cohort based.

4. Executives who participate in a CEO-readiness program, a one-on-one customized leadership development program, have increased clarity of self in multiple leadership scenarios, enhanced emotional intelligence, clarity in decision-making and a centered leadership presence, and they are more readily able to create and articulate a compelling vision. Both the industry professional development program and the individually customized CEO-readiness program are meaningful steps in CEO development.

5. Assuming the CEO has an employment agreement, be mindful of the advanced notice required by the board. For example, an employment agreement might stipulate the CEO provide a 60-day notice before leaving the organization. Unfortunately, these 60 days are when too many boards start the succession planning process. We recommend that the CEO and board have a timeframe conversation two years out from the anticipated CEO transition date. This advanced notice allows for overlap and continued in-depth coaching and mentoring of internal potential candidates.

6. One year from the expected transition date, plan for the board to know if there will be an internal successor or if an external search will parallel the ongoing development of potential CEO candidates.

7. Update the employment agreement, compensation philosophy and performance criteria three to six months prior to making an offer of employment to the next CEO. Reeducate yourself on supplemental executive retirement plans and what might have changed within this new economic market.

8. A CEO search committee or the executive committee logistically facilitates best-practice CEO searches. The full board is involved in agreeing to the competencies and characteristics, and participating in the final round of interviews.

9. External candidates see a red flag when the CEO is involved in the evaluation and interview process of external candidates. There is a perception that the CEO oversteps authority and/or the board is complacent.

10. Prior to conducting a CEO search, update board policies to address the action the board takes when a board member decides to be a CEO candidate. A best practice is to ask that board member to resign from the board or, at a minimum, recuse themselves from the process. The challenge in the latter scenario is when that board member does not get the job and remains on the board, so the new CEO reports to this person, a former candidate. As much as the board attempts to organize without bias, there will be residual unnecessary and possibly unspoken concerns in this reporting situation.

CEO Succession in Smaller Credit Unions

CEO succession for smaller credit unions may appear less complex. However, in reality, there is the potential of putting the organization at risk of being acquired or merged. The smaller credit union CEO serves in a lot of roles and has tremendous responsibility. The board should understand the earliest anticipated date the CEO may leave and agree to and memorialize a plan of action – for example, who in the organization can step up, who in the industry could step in as an interim, and how the league or association could support the smaller credit union that is locating the next CEO. The board members need guidance if they decide to conduct their own CEO search process. They must also understand the best media sources for posting a job, what the employment agreement should be, the most important components of a compensation package and how to provide best-practice CEO oversight.

Board and Executive Turnover

Succession planning is about ensuring the right people are ready at the right time, in the right places, to effectively lead and manage the organization. However, succession is not limited to CEOs. Assume that with each CEO retiring, there will be one to three executives, on average, also retiring within a short period of time. Additionally, we anticipate that 30-40% of boards currently hiring a new CEO will have two to four board members step off the board within three years. Today is an ideal time to do a skills inventory matrix, assess how your board expertise aligns with the vision and strategic trajectory of the credit union, and be ready to experience a paradigm shift in board recruitment. A common phenomenon is that older board members' circle of influence is typically smaller or might be connected to a fixed demographic, which requires complementary executive search services for a best-practice board search.

There's too much at risk in waiting until the last minute in succession planning. Instead of being reactive, instituting a strategic succession planning approach is a best practice. The organization will feel less anxious, the board will have a structured process, the candidates will feel the board is high-performing, and there will be relevant on- and off-boarding to support the honeymoon period. The first steps in strategic session planning are for the board to set aside time to be refreshed on what is happening in the industry, adopt a process to articulate characteristics and competencies for their next CEO, and put together a relevant game plan with dates and accountabilities plus a communication strategy. Deciding who the CEO is and how to provide oversight are the most important acts of a board of directors. Give it the time and process that your members deserve.

Deedee Myers

Deedee Myers, PhD, is CEO of DDJ Myers, an ALM First Company, based in Phoenix, Ariz.

Friday, September 13, 2024

Help, What are my options to lower my car payment?

Inflation is killing family budgets. Groceries, utilities, insurance, gas, rent are all increasing. High car prices and interest rates are making it difficult to afford a newer vehicle for growing families.

Credit unions represent the bedrock of financial security for their community and members. So, with that People Helping People mission in mind, what can credit unions do to make vehicle loans more affordable for members?

Interest rates and loan terms are the primary tools credit unions and banks have at their disposal to help consumers get into a vehicle and loan payment they can afford.

  • However, there is minimal control over interest rates as rates are driven by national and global economics.
  • So, the primary option to achieve lower payments is to increase loan terms from 72 to 84, 96 or more months. But does that approach of extending loan terms to effect lower payments address the needs of all your members or does it just set them up for a potential “negative equity” problem down the road?

Extending loan terms is “fools gold” for those that aren’t expecting to hold on to their vehicle until the end of term. And the reasons are endless as to why consumers will not reach the end of their loan term. As a point of fact, this issue makes it obvious as to why the average payout time for auto loans on credit union books is typically only 27 to 33 months.

So, Ed, where are you going with this?

Well, you see, every Tom, Dick and Harry bank and credit union has the same boring amortizing loan and extends the loan term to reduce payments. But as a member-owned credit union, how do you differentiate to help your members and develop a competitive advantage in the dog-eat-dog auto loan world?

The solution is simple! Add a 2nd loan type to complement the ubiquitous boring amortizing loan. A new loan type that not only provides your competitive advantage while increasing revenue but also ensures repeat loan business and a better member experience. This new loan type is known as a Balloon Loan which matches the loan term to your members’ expected needs.

A Balloon Loan is similar to a lease but has many advantages including the fact that the vehicle is titled in the member’s name, giving members all the ownership benefits of selling, trading, refinancing, or simply walking away at the end of the loan term. Some additional benefits are no down payment being required and Balloon Loans are available for vehicles up to five-year-old.

With everyone wanting “lower payments”, Balloon Loans are an excellent addition to any credit union’s product mix giving members choices that fit each member’s financial, ownership and driving needs. They are even great for refinancing loans that are habitually past due as payments are often up to 40% lower than conventional loan payments.

I highly recommend that credit union executives learn more about Balloon Loans as it’s not rocket science and actually quite simple to acquire this lower payment competitive advantage. I’ve found a very good thought leader in the “lower auto payment” space to be Auto Financial Group, which provides a selection of free educational videos on their website.

Just like any new technology, product or service, educate yourself and seek partners that provide proven turnkey solutions that help you accomplish your goals.

Unless you’ve abandoned your People Helping People mission, you owe it to your credit union and members to provide solutions like Balloon Loans that improve the financial well-being of your members and community.

Ed Bourgeois

Ed Bourgeois

Ed Bourgeois is a founder and CEO of Auto Link, a CU-Centric Technology and Marketing Solutions-provider that helps CU’s stay relevant, compete and win in the competitive auto vertical ... Web: https://bookmoreautoloans.com       

Thursday, September 12, 2024

CU Economist Responds to Newest CPI Data and What it Likely Means

WASHINGTON–In August the consumer-price index climbed 2.5% from a year earlier, according to new data released by the Labor Department. That’s a decrease from 2.9% in July and marks the fifth consecutive month that inflation has cooled. Core inflation, a measure that excludes volatile food and energy costs, held roughly steady at 3.2%.

Kebede, Darwit

Dawit Kebede

"August's Consumer Price Index (CPI) report offers further evidence that inflation is moving toward FOMC’s target,” America's Credit Unions Senior Economist Dawit Kebede said in a statement. “The annualized three-month average for core CPI stands at 2.1%, despite the disproportionately high contribution from shelter, which lags behind actual market prices in reflecting the true cost of housing. This supports the argument that the Federal Reserve may not need to maintain a restrictive monetary policy, especially as the labor market shows signs of weakening, which could jeopardize a soft landing if interest rates stay elevated for too long." 

In its analysis, the Wall Street Journal said the shelter-related inflation will make it more difficult for the Fed to cut interest rates by any more than 25 basis points when it meets later this month. Some analysts have been calling for the Fed to cut rates by 50 basis points. 

Other Data Points

The Journal report noted the new federal CPI data also reveal:

  • Cost increases for food slowed in August, while used vehicles and energy were cheaper than a month earlier. 
  • An “intensifying selloff” in oil markets suggests prices at the pump will continue to decline in the coming weeks, a “key reversal in pressures that have colored Americans’ views of the U.S. economy.”
inflation 1
inflation 2

Wednesday, September 11, 2024

Here’s What Americans Have to Say About the Fed’s Anticipated Move to Cut Rates

MIAMI–After 11 interest rate increases since early 2022, the Federal Reserve is widely expected to announce a rate cut when it meets next week—but not all Americans agree that’s a good thing.

According to a new  Fed Rate Survey conducted by WalletHub, a 25-basis point rate reduction would save consumers roughly $1.87 billion in interest over the next 12 months. Some economists, including in credit unions, say a 50-basis point cut could be on the table.

WalletHub Interest Rates

To gauge public sentiment about Federal Reserve rate cuts, WalletHub said it conducted a nationally representative survey. Here’s what it said it found:

Key Findings

  • Rate-Cut Concerns: 63% of Americans are concerned that cutting interest rates will make inflation worse.
     
  • Lingering Inflation: More than nine in 10 people think inflation is still an issue.
     
  • Recession Concerns: Nearly three in four Americans are concerned about a recession.
     
  • More Worries About Inflation: Four in five people are more concerned about inflation than a recession.
     
  • Political Rate Cuts: 76% of Americans think the Fed is planning to cut interest rates for political reasons.
     
  • Skeptical of Shared Savings: Nearly two in five Americans think banks and credit unions will not pass savings from lower rates on to their customers. 

Projected Impact of a Fed Rate Cut

In its analysis of what a 25-basis point rate cut would mean, WalletHub said:

  • Consumer Savings: Credit card users will save roughly $1.87 billion in interest over the next 12 months. The company says such a cut has a 73% probability.
  • Mortgage Savings Boost: The Fed’s Sept. 18 rate cut has already decreased the cost of the average 30-year mortgage by $10,080 over the life of the loan, as mortgages have fixed rates that are priced with a far longer time frame in mind than other borrowing vehicles. 
  • Auto Loan Rate Drop: WalletHub said it expects the average APR on a 48-month new car loan to drop by around 12 basis points in the months following a 25-basis-point rate cut.

See the full results of WalletHub’s Fed Rate Survey.

Tuesday, September 10, 2024

Why CEOs Need to Plan Their Exits

 Group Of Business People Having Board Meeting Around Glass Table.

Leadership

Why CEOs Need to Plan Their Exits

Even the best execs can wear out their welcome. Smart CEOs create pipelines that build future leaders and successors.

Don’t you think it’s time you quit?

For many CEOs reading this, the answer is probably “not yet.” Though the average CEO tenure in the corporate world has stayed relatively steady in recent years, there is also a growing phenomenon of “forever CEOs,” those who’ve stayed in the job for a decade, or decades.

There are upsides to a long-tenured exec—stability, institutional knowledge, experience with common crises, and more. But there are also challenges, as a recent article in the New York Times Magazine points out: A steady hand at the helm also means a risk-averse leader who misses opportunities to innovate. The chief example of this in the article is Microsoft’s Steve Ballmer, who managed the company through a “lost decade” where it let the competition pull ahead on search, smartphones, and social media. The company stayed afloat, but it didn’t—forgive me—excel.

Apple is facing this challenge now as its current CEO, Tim Cook, nears retirement age, and every stakeholder has an idea of what a successor needs to be. “An Apple CEO needs to either be the visionary to bring new products to market, or needs to be able to find who the visionary is and partner with that visionary to bring those new products to market,” Bloomberg’s Mark Gurman recently told the Economic Times.

Even if you’re not heading out the door anytime soon, it’s crucial to be thinking about what succession planning will look like.

You don’t need to be running a company with a trillion-dollar market capitalization to be dealing with this stress. The challenge for a small-staff association executive is no different—even if you’re not heading out the door anytime soon, it’s crucial to be thinking about what succession planning will look like in your organization. That means training up your board on the issues that your organization will face in the coming years, and developing a pipeline internally that ensures there are staffers who are ultimately equipped to manage those issues.

Some organizations are taking this process to extremes: One governance expert recently told the Financial Times that some boards are so anxious around risk management and continuity that “they need a plan B and a plan C.” 

But for many organizations, the question is likely more straightforward: What will you need in the coming years that you don’t currently have? Here, the Times story has an example as well: Former Levi’s CEO Chip Bergh, who led the company for 13 years and dedicated most of his efforts around upping the brand’s cool quotient. When he planned to leave, though, he wanted “someone with new talents” and selected Michelle Gass, a retail pro.

Bergh represents what business professor Jeffrey Sonnefeld calls the “ambassador” CEO, neither the long-tenured royal nor the job-hopper. It’s the sweet spot of servant leadership—long enough to dedicate the best of your talents to making an organization better, short enough to know that the job is never up to you alone. The exact amount of time for that will different from executive to executive. But whatever that answer is, the responsible leader has the task of ensuring that they’re preparing somebody else to lead as well as they have. Even if they’re not leading the same way.

[iStock/monkeybusinessimages]

Mark Athitakis

By Mark Athitakis

Mark Athitakis, a contributing editor for Associations Now, has written on nonprofits, the arts, and leadership for a variety of publications. He is a coauthor of The Dumbest Moments in Business History and hopes you never qualify for the sequel. MORE

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The Off-the-Record Conversations That Need to be On-the-Record

By Frank J. Diekmann

Diekmann 2.0 Vertical

For a while now I have had a pretty good idea what someone is about to say when they begin by saying, “Off the record, Frank, but…

And then they say out loud what had previously been whispered. That is, the motto may be “people helping people,” but there is an increasing belief that credit unions aren’t helping themselves--at all—with these professional sports franchise tie-ups and with their purchases of banks that in some cases are located numerous states away and are nowhere near the home office.

And all of this it taking place with the Senate Committee on Finance this week set to hold a hearing titled “2025 Tax Policy Debate and Tax Avoidance Strategies.” While it’s not formally part of the agenda, the hearing will include among its witnesses an organization that has been beating a drum when it comes to the credit union tax exemption: Daniel Bunn, president and CEO of the Tax Foundation. 

Last week, the Tax Foundation’s Scott Hodge appeared as part of a segment on CNBC that reported on CU purchases of banks during which he said, “I think it's time to reevaluate the tax exemption that credit unions now have because they're no longer these…membership-serving organizations. They're growing and expanding and they're essentially commercial banks masquerading as nonprofits.”

The Real Problem

America’s Credit Unions was quick to respond in a letter to the Tax Foundation, sending along the usual boilerplate language around how CUs “put members first” and about the “value” of the CU tax exemption. I’m sure the folks at the foundation printed out the letter and stuck on the office corkboard with a Post-It Note urging everyone to read it and take notes.

The real problem here is the time-tested arguments of credit unions are suddenly being tested in a new and different time, and even Thomas Jefferson’s best-written and most effectively articulated letter is little more than a crumpled piece of paper when compared to all the attention being paid to the $8-mlllion-a-year deal just signed by Northwest FCU and the NFL’s Washington Commanders for naming rights to its home stadium, which is just 13 miles from the U.S. capitol, and to the ongoing acquisitions of banks by credit unions, including a deal announced last week in which a credit union in South Carolina is buying a bank 518 miles north in West Virginia. 

The Little Man & The Optics

We’ve reported on a dozen bank acquisitions so far in 2024, and NCUA Chairman Todd Harper indicated last week he knows of about another dozen that are in the works. And that deal with the Commanders is hardly a one-off; we’ve also reported in just the last week alone about credit unions in deals with the Houston Rockets, Cleveland Browns and New Orleans Saints, respectively.  The Little Man Under the Umbrella is increasingly playing (and paying) in the big leagues.

There’s more talk in one hour in Washington about “optics” than what you’ll hear during three days at an optometrists’ convention, and all of this for credit unions, as they say, ain’t good optics in DC. The Senate hearing this week is supposed to be about the expiration of tax cuts and tax policy moving forward, but you may have heard the rumor that in DC these hearings often head right off the rails as soon as the train leaves the station. Sometimes before. In this case, it doesn’t really matter if it’s accurate, the optics here play right into the “Tax Avoidance Strategies” piece of the hearing.

Get Ready for the Questions

You can bet your first week’s Fantasy Football winnings that at least one senator, whether of their own volition or at the bidding of the banking industry, is going to ask why the federal tax exemption is being used to help pay for these deals, and how the seven-figure checks being written by the people helping people people are actually helping people? 

In their letters to the Hill, America’s Credit Unions may have all the data in the world to back up noble but abstract concepts like “member value” and “community service,” and all of it may be completely true, but we live in a meme world now and a YouTube video of a CU’s name on a stadium or a TikTok of a bank’s sign being taken down and replaced by that of a credit union is what gets the eyeballs today. And if there’s one thing senators understand, like all politicians, it’s eyeballs and attention. 

Extra! Extra! They’ve Read All About It

As I’ve written here before, I’ve been told more and more often, especially over the last year, that credit unions’ long-time status as one of the untouchable third rails in Washington has been increasingly at risk as politicians show greater willingness to get mighty close to touching it, and that includes the sacred tax exemption.

That’s because in addition to the big-time sports sponsorships and bank buys, Congress and consumers have watched as the number of billion-dollar CUs has soared; have  heard reports over Navy FCU’s alleged mortgage lending practices (even if new reports eventually prove it wasn’t engaged in bias, unfortunately, those will never get the attention of the initial stories and lawsuits alleging that it was and is); have read about some big data breaches that in recent months alone have involved more than one-million members; have seen the scrutiny being given some credit unions' OD/NSF practices, and have read and heard more of the kinds of headlines that lead to putting crisis management experts on retainer.

And while they won’t talk about it, none of this is making the job on Capitol Hill any easier for the Hill advocates at America’s Credit Unions.

The Real Value of the Exemption

As I’ve written here many times before, the real value of the CU tax exemption is not now--nor has it ever been--about the federal income taxes saved. The tax exemption forces credit unions to think about what makes them different and “exempt”—and then to act in ways that support that differentiation. When a credit union is no longer different, it is, well, you know—and that’s the last thing tens of millions of Americans really need.

If there is some good news, it is that some people are willing to talk about some of these issues. I recently had a good discussion with a CEO whose credit union has been approached about putting its name on a ballpark. Many inside the credit union, he observed, are excited about the idea. It feels good to work at a place that is well-known and high profile. And these sponsorships almost always come perks, like tickets and often even a suite at the stadium, which, let’s be honest, can be enticing to some, including board members. 

The Debate to be Had

But then that same CEO shared an observation that showed the CU spirit can still be found, admitting he would have a hard time explaining to members what it was they were really getting out of having their money spent on an expensive sports naming rights deal. “It’s a lot of money,” he told me. “And I feel like we could better spend it elsewhere. Especially with our underserved members.”

That’s the debate credit unions need to be having right now. And, as uncomfortable as it’s going to be, it can’t be off the record. 

So, who’s going to say something?

Frank J. Diekmann is Cooperator in Chief of CUToday.info and can be reached at Frank@CUToday.info. Mr. Diekmann is also author of  several new book, including the brand new “The Last Lyric,” a humorous satire about a murder investigation at the Rock & Roll Hall of Fame in which every line of dialogue is either a classic pop/rock song title or lyric. Available on Amazon, Apple iBook, Barnes & Noble and Smashwords.  Mr. Diekmann is also author of a non-fiction compilation of the very best & worst he has seen and heard in covering more than 500 CU meetings and conferences, “501 Name Tags: How Everything You Need to Know About Business Can Be Learned at a Conference & Forgotten in the Trade Show.” It is available on Amazon, Barnes & Noble, Apple, Lulu, and Smashwords. 

New IRS Auto Loan Reporting Rule Creates Major Compliance Challenge for Credit Unions

Credit unions that make auto loans need to begin preparing now for a significant new IRS reporting requirement that could create an especial...