The Texas 12 - Cornerstone Credit Union League

Transcription

The Official Publication of Texas Credit Union League
The Texas 12
Injecting a new level of energy and excitement in the movement
Spring 2012
Managing Payments,
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Contents
Texas Credit Union League
EDITORIAL
Managing Editor
Linda Webb-Mañon
Bill
Payment
21
Saving
Account
Associate Editor
Allison Griffin
Contributing Writers
Kimberly Jones
Mark Arnold
Pierre Cardenas
Steve Gibbs
Karen Houston-Johnson
Susan Looney
Katie Simon
Suzanne Yashewski
ADVERTISING
Advertising Sales Directory
& Account Executive
Tracy Florida
BUSINESS
Subscription Coordinator
Linda Webb-Mañon
HOW TO REACH US
4455 LBJ Freeway, Suite 1100
Farmers Branch, TX 75244-5998
e-mail: lwebb-mañon@tcul.coop
Web site: www.tcul.coop
M
Ma oney
rket
4
FEATURE
16
By Linda Webb-Mañon, I-CUDE
DEPARTMENTS
2
President’s Column
by Dick Ensweiler
3
Chairman’s Forum
A New Chapter for the League, by Paul Trylko
4
News
Beyond a Savings Account: Becoming Your Members PFI, By Mark Arnold
Mapping Political Power, By Winter Prosapio
Main Office: (469) 385-6400
(800) 442-5762 Ext. 6400
Editorial: (469) 385-6486
Advertising Sales: (469) 385-6424
The Texas 12
8
Professional Development
CU Collections: Legally Speaking, By Mike Blalack
Remote Delivery Channel, By Pierre Cardenas
Focus on the Future: Southwest CUNA Management School Student Chad Powell
By Katie Simon
Advertising Design: (469) 385-6473
Subscriptions: (469) 385-6486
Letters to the Editor: lwebb-mañon@tcul.coop
12
Regulatory & Compliance
Reg Q&A: The Compliance Confusion for Federal Credit Unions
By Suzanne Yashewski
Failure to Comply: What Are the Risks?, By Steve Gibbs
21
LoneStar Perspectives is a quarterly publication of
the Texas Credit Union League (TCUL) and is offered
to TCUL-affiliated credit unions as a dues-supported
service. If you are not an employee or volunteer of a
League-affiliated credit union and would like to subscribe to this publication, an annual subscription rate
of $20 is available.
Lonestar Perspectives is a trademark used herein
under license. Copyright 2006 by Texas Credit Union
League. All rights reserved.
GRAPHIC DESIGN
Bonnie Hickman
Philosophy in Action
Three Keys to Effective Emergency Management & Disaster Planning
By Bob Mellinger
Harriet May: TCUL’s 2012 Inductee to the Texas Credit Union Hall of Fame
24
HR Corner
HR Q&A, By Kimberly Jones
Can You Consider an Applicant’s Prior Bankruptcy When Making a Hiring Decision?
By J. Alfred Southerland
28
Small Credit Unions
Leveraging Technology to Offer More Points of Service, By Allison Griffin
What’s Your Brand?, By Gary D. Parker
30
Products and Services
Five Ways to Grow A Merchant Processing Program, By Nancy Brook
Delivering Convenient, Secure Person-to-Person Electronic Payments
SPRING 2012 ★ TCUL
1
President’s
Column
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2
TCUL ★ SPRING 2012
C
By Dick Ensweiler
President/CEO
hange is not always easy to embrace. Oftentimes we are so
used to doing things the way we’ve always done them that we
resist the idea of change and fail to recognize the opportunities that
change presents. Progressive organizations understand that the key
to remaining relevant in the market space is having the flexibility to
adapt – and sometimes to reinvent.
TCUL has been in existence since the mid-1930s. When we
were first organized, there were just over 60 credit unions in our
state. These credit unions were, of course, far less complex than they
are today, serving far fewer than the 7.7 million Texans who now
belong to a credit union.
Given the strength of the more than 500 Texas credit unions
today – average capital ratio is 9.7 percent – it’s quite clear that you
have learned to adapt and reinvent in order to remain relevant in a
far more diverse market.
Many of you have expanded your fields of membership. Others
have undergone a charter change. Some have ventured into other
services, such as member business lending.
The reality is, that at every life stage, your members’ needs
change, and you have to re-examine the scope of services you
provide in order to remain relevant. Otherwise, your members will
simply go elsewhere for their financial needs.
The same is true for TCUL. If we fail to meet your needs and
expectations, you’ll begin to question what value you are receiving
from your affiliation with us. Your League is committed to:
• Advocating on your behalf in Austin and in D.C.
• Empowering you with the tools, resources and solutions
you need to effectively meet the needs of your members
• Expanding and promoting credit union awareness in the
market space
• Bridging the gap that exists between credit unions and
certain market segments such as youth, Hispanics and the
unbanked through programs and initiatives such as the
Texas 12, Juntos Avanzamos and REAL Solutions
In order to keep pace with the changes in the market space,
continue serving your evolving needs and remain relevant, your
League simply must have the most appropriate governance structure in place.
The membership of the League had the foresight to realize that
the number of bodies at the table should change with the times, too.
Effectiveness and efficiency should be the determinant, and you
voted to reduce the board to 12 members.
I’m confident that having fewer members on the board will
have no adverse effect on the policy-making role they play on
behalf of our member credit unions. In fact, with fewer members, I believe our board will have even more opportunity for
dialogue and will come to consensus on issues in a more timely and
efficient manner.
No matter the size of our board of directors, you can rest
assured that your League remains committed to your growth, your
success and your future.
Sincerely,
Dick Ensweiler
Chairman’s
Forum
By Paul Trylko
President and CEO
Amplify FCU
A New Chapter
For the League
A
s the newly elected chair of the Texas Credit Union League, it’s
my honor and pleasure to provide a chairman’s report for LoneStar
Perspectives. Although I may not be as spunky as our distinguished
immediate past chair, Pamela Stephens, I trust you will find me to
be an equally capable and competent leader.
While I know serving in this capacity will have its challenges,
I am fortunate to serve alongside a diverse group of experienced
credit union leaders whose sole purpose is to ensure the interests of
our more than 500 credit unions are represented.
The world in which we operate is changing so rapidly; it’s critical that we stay on our toes if we want to maintain a strong position
within the financial marketplace.
At our annual meeting held recently in Galveston, I
addressed the issue of redistricting. Texas, like many other parts of
our country, has experienced a tremendous demographic transformation, and with the release of the latest census came the need for
new electoral maps. Why does this matter to credit unions?
As I explained to annual meeting attendees, electoral maps
are drawn to ensure all Texans have a voice. Redistricting may
mean changes in the elected leadership, whose philosophy and
decisions can have a significant impact on how we do business.
That, in a nutshell, is why redistricting is important to our credit
union movement.
Just as redistricting is intended to protect the voices of individual Texans, credit unions also give individual Texans a tangible and
unique voice in their financial institution, through ownership and
the ability to elect the leadership of the credit union from within the
membership ranks. We don’t have outside stockholders. Therefore,
our board of directors is representative of the individuals we serve.
Your League is no different. Following a year of study by a
governance task force and interactive communication within our
chapter areas, the TCUL membership in 2010 adopted a new board
structure for implementation in 2012. Today, our governance is
based on four regions, and within each region, three asset categories
and member credit unions elected 12 directors to the TCUL Board.
While our governance structure has changed, the TCUL’s commitment to our member credit unions has not.
As we begin this new chapter in our state’s credit union movement, I am excited to step into this role as chair of the TCUL board
of directors and look forward to hearing your ideas, questions
and comments about how your League can best serve your credit
union’s needs.
Board of
Directors
Chairman
Paul A. Trylko
Amplify FCU,
Austin
Vice Chairman
Robert (Bob) Peterson
One Source FCU,
El Paso
Secretary
James L. Boyd
Abilene Teachers FCU,
Abilene
Treasurer
James S. Tuggle
Transtar FCU,
Houston
North East Region
Z. Suzanne Chism
Texas Health Resources CU, Dallas
Kay Stewart
North East Texas CU, Lone Star
Jim Brisendine
Resource One CU, Dallas
South East Region
James S. Tuggle
Transtar FCU, Houston
Kenny Harrington
MemberSource CU, Houston
Paul Withey
Texas Bay Area CU, Houston
South Central Region
Carol Murray
Express-News FCU, San Antonio
JoBetsy Tyler
First Central CU, Waco
Tony C. Budet
University FCU, Austin
West Region
Nancy Croix Stroud
First Class American CU, Fort Worth
Art Hornell
The People’s FCU, Amarillo
Jim Minge
Texas Trust CU, Mansfield
Ex-Officio Past Chairman
President & CEO
Pamela L. Stephens
Richard L. Ensweiler
Security One FCU, Arlington Texas Credit Union League
www.tcul.coop
800-442-5762
Paul Trylko
Chairman of the Board
© 2012 Credit Union Resources Inc., All Rights Reserved 12-0430
©2012 Credit Union Resources Inc., All Rights Reserved 11-1117
3
News
By Mark Arnold
President
On the Mark Strategies
Beyond a Savings Account:
Becoming Your Member’s PFI
“Credit unions must see themselves as relationship managers. As relationship managers, credit unions better position
themselves to become members’ primary financial institution.”
– CUNA E-Scan
W
Checking
Account
hile there is a big rush today to get more new members, one
marketing strategy your credit union may want to focus on is
getting more from your existing members. Most marketing
experts estimate it is eight to 10 times easier to expand a
relationship with a current member than it is to acquire a new
member. Just think about it: what would happen if every one of
your members just added an additional product or service per
household? Odds are, your net income would skyrocket.
Credit unions
must get their
members to go
beyond just havl
Bil
Payment
ing a savings acSavings
count and strive
Account
Mor tgage
to become their
members’ primary
financial institution.
“Financial
institutions
that
M
make retention one
Ma oney
rket
of their top three
priorities
often
enjoy deeper relationships, steadier
growth and clearer
focus on the core
business,” says CUNA’s E-Scan.
According to CUNA, here are the odds of your credit
union losing a member based on product usage:
• Two to one of losing a member if they only have
a savings account
• 10 to one of losing a member if they have a savings
account and a checking account
• 20 to one of losing a member if they have a savings
account, a checking account and a loan
• 100 to one of losing a member if they have
savings account, a checking account, a loan and any
fourth product
Product penetration and member retention are directly
linked. Two steps your credit union can take to going beyond
just having your members’ savings account are:
• Offer relationship pricing
• Get sticky products in their hands
4
Offer Relationship Pricing
Relationship pricing means rewarding members who do
the most business with you with special deals. The more business they do, the more profitable they are and the better deals
you give them. For upscale members, you might take away fees
in exchange for higher balances and offer discounted rates on
a loan.
TowerGroup Research showed that 70 percent of U.S.
consumers would like to have all of their accounts at one
financial institution.
“We see relationship pricing as rewarding those members
who participate the heaviest in the cooperative, based on their
relationship with us,” says Eric Gagliano, senior vice president of MarketMatch. Prior to joining MarketMatch, Gagliano
helped launch relationship pricing at River Valley CU in Ohio.
“We are rewarding members for their business,” he adds.
Get Sticky Products in their Hands
A “sticky” product means something that “sticks” with the
member in such a way that it has staying power. Examples of
sticky products include a checking account, bill payment and
mortgage.
Having a checking account is still the classic definition of
being a member’s primary financial institution (PFI). The challenge with that assumption, however, is that many households
now have multiple checking accounts. So you could have the
member’s checking account and still not be their PFI. Having
the checking account is just the beginning; you also want direct
deposit and a minimum number of transactions.
Bill payment is especially important because you have to
really upset a member before he or she will go through the
trouble of making all those changes. In a recent Wall Street
Journal article, a Bank of America executive noted, “Once a
customer goes through the trouble of setting up electronic bill
payment, he or she is 80 percent less likely to switch loyalties.”
A mortgage is a relationship type of account. You have
additional opportunities to market your other products and
services. One financial institution had a “3M” strategy: they
wanted all their customers to have a money market, a mutual
fund and a mortgage.
If all you have is a member’s saving account, you really
don’t have his or her business. Offering relationship pricing
and getting sticky products in their hands can take your members beyond just having that savings account to embracing
your credit union as their PFI.
Mark Arnold, CCUE, is an acclaimed speaker, brand
expert and strategic planner. He is also president of On the
Mark Strategies, a consulting firm specializing in branding
and strategic planning.
“The key to an effective and profitable
mortgage program is KNOWLEDGE.”
To thrive in today’s mortgage market your
mortgage program must stay abreast of
ever-changing regulations and technology.
CU Members Mortgage offers continual training in all aspects of mortgage
lending to ensure you have the best intelligence at your fingertips.
From initial start-up of your mortgage program to ongoing education on
loan products and compliance, we offer countless training sessions
annually to make your mortgage program productive and profitable.
Because these days, what you don’t know can hurt you.
Wallace Jones, Vice President Training
25 Years in Mortgage Lending
www.cumembers.com
800-607-3474 Extension 225
NMLS #401285
News
Mapping Political Power
R
6
edistricting.
It’s a word fraught with peril in Texas in 2012 and has
tied political fortunes into knots across the state. While some
Texans spent the winter wondering who their elected officials
would be when the dust stirred up by two courts and teams
of lawyers eventually settled, most people may have felt relatively unaffected by the process.
Nothing could be further from the truth.
This year’s redistricting drama is coming from the
impressive population growth of Texas over the last 10 years.
Redistricting, or the re-drawing of political lines in the state,
follows the census like spring follows winter. It’s the onceevery-decade cycle where census counts require an examination of the apportionment of representatives in Congress. In the
case of Texas, four brand new Congressional districts will be
created (and taken away from other states that lost population),
four new political fortunes will be born and the entire state’s
political players are feeling the ground shift beneath them.
Almost every aspect of life in the state will be affected,
based on the new maps in Texas. When any political lines are
re-drawn – whether they be school districts, state legislative
districts or congressional districts – the impact on laws and
policy can be profound. The reality is that districts are drawn to
reflect the interests not only of those living within the lines, but
also of those drawing the lines. Courts and various interested
parties pull and tug at the lines, hoping to ensure their target
group of voters will have not merely a voice, but a deciding
voice. Add to the mix new multi-million dollar Super PACs
dedicated to targeting long time incumbents on both sides of
the political spectrum, and one can understand why so many in
Congress – and outside of it – are fighting tooth and nail over
lines on a map.
Amid the chaos, however, lies opportunity. Both political
hopefuls and veterans are looking for new friends and allies.
This is where credit unions come into the picture.
Political engagement has been a critical component for
credit unions since their inception. Credit unions as a movement wouldn’t have existed without the unrelenting efforts of
political proponents, including two Texans – Congressmen
John Morris Sheppard and Wright Patman. Few remember that
the original Federal Credit Union Act of 1934 had stalled in
Congress and was in real danger of failing. Only efforts by
By Winter Prosapio
Assistant Vice President, Public Affairs
Sheppard got the bill passed. Sheppard asked the Senate to pass the
bill without reading or adding amendments. The Senate passed the act
unanimously.
Champions like Sheppard and Patman are built, not born. They are
built by the diligent and patient efforts of credit union leaders. Recently
in Texas, more and more credit union staff members are getting engaged
from “grassroots” to “grasstops” (grassroots is when volunteers get involved in large numbers; grasstops is when key contacts of an elected
official get engaged).
“With a stroke of the pen we can be put out of business,” notes
Randy Smith, president and CEO of Randolph-Brooks FCU. “It’s
vital to build relationships with elected officials from the start of
their careers.”
It’s one reason the movement has shifted focus and created deeper interest in building relationships on the local level. TCUL’s recent
“CU:ROAR” initiative (CU:ROAR stands for Credit Unions: Ready,
Organize, Activate, Respond) is designed to help credit unions build
staff teams that are ready, not only to respond to grassroots alerts, but
also get to know both the issues and the candidates in their community.
CU: ROAR was developed on the model created at Shell FCU.
Shell FCU created a political involvement team called the PIT Crew in
an effort to increase involvement at every level of the credit union. The
effort was such a success that Shell FCU has had 100 percent participation in every grassroots alert since the PIT Crew was started.
Political engagement must also include financial support of credit
union-friendly candidates. Supporting TCUL PAC, particularly in a
redistricting year, enhances the ability of credit unions to build
relationships with elected officials at the start of their careers.
Efforts like CU:ROAR and TCUL PAC participation dovetail with
credit union efforts to increase engagement and raise visibility of the
movement overall. Two other initiatives include the UN’s International
Year of Cooperatives, as well as the chapter-based “Experience a Credit
Union” campaign. Each initiative is focused on raising the profile of
credit unions within communities across the state, through a wide range
of touch points.
Ultimately the success of any initiative relies on engagement. To
be successful in raising our profile in our communities and in Congress,
the movement requires engagement by a much broader base of credit
unions activists – staff, boards, and ultimately, members. Nowhere
is this need more apparent than in the fights to reduce the regulatory
burdens that can stymie efforts to help members of credit unions.
No matter what the final maps look like in the redistricting effort,
there’s one thing of which credit union can be sure: the lines of power
and policy making are shifting. Now is the time to be engaged in building relationships that will carry our mission of people helping people
forward – for at least another 10 years.
To learn more about CU:ROAR, the International Year of Cooperatives or the Experience a Credit Union initiatives, visit www.tcul.coop.
7
By Mike Blalack
Blalack & Williams, PC
ProfessionalDevelopment
CU Collections: Legally Speaking
I
8
n these uncertain economic times, an increasing number of
credit union members are finding it difficult to meet their
loan and credit card obligations. Delinquencies are on the
rise and today, more than ever, there is no such thing as a
“typical” debtor. Members from all walks of life can have
financial problems: Members may have reduced income due to
loss of employment, members may have suffered unexpected
financial setbacks such as illness, accidents or marital problems, and some members simply may have failed to plan their
finances prudently.
As financial problems increase for borrowers, more and
more credit unions are recognizing the need for effective
internal collection policies and procedures and are placing a
renewed emphasis on vigorous collection activity.
Unfortunately, along with this renewed emphasis on
collections comes increased scrutiny by consumer lawyers;
thus, the importance for all credit unions to know and adhere to
the debt collection laws has never been higher.
Specifically, there are two debt collection statutes of
which credit unions should be aware. One statute is a federal
law, and one statute is a state law. The Fair Debt Collection
Practices Act (the “FDCPA”) is a federal law that was originally enacted in an attempt to curb abusive debt collection activity
and conduct by certain unethical debt collectors. The FDCPA
contains and imposes a set of very strict substantive, procedural and disclosure requirements on collectors seeking to
collect consumer debts. This federal law is an extremely technical piece of legislation, and as a result, it is relatively simple
to inadvertently violate its provisions.
Generally speaking, the Act (a) regulates how a collector
may communicate with a debtor, (b) regulates how a collector
may communicate with third parties, (c) gives a list of the types
of harassment or abusive behavior that a collector must avoid,
(d) provides a list of the types of false or misleading representations and unfair practices that a collector must avoid, and (e)
requires certain affirmative action on the part of the collector
that are primarily related to the validation of debts owed. More
specifically, the FDCPA gives a consumer the right to require
a collector to stop all collection contacts. It also requires a collector to deal with a consumer’s attorney when the consumer
has one and further specifies that debt collectors must provide
two different types of notices to consumers in order to comply
with this federal statute.
It is very important, however, that credit unions recognize
that the FDCPA definition of a “debt collector” excludes credit
unions collecting their own debts. Specifically, §803(6)(A)
states expressly that the term “debt collector” does not include:
“any officer or employee of a creditor while, in the name of the
creditor, collecting debt for such creditor.” Thus, the activities
of any credit union officer or credit union employee collecting
debts for the credit union are not covered by or regulated by the
FDCPA. In short, a creditor is not considered a debt collector
under the FDCPA if such creditor acts on its own behalf and
its own name. Because the FDCPA over the past 30 years has
evolved into a set of expanding technical regulatory requirements, and in many instances, has become nothing more than a
litigation tool for minor, technical and harmless violations, it is
extremely beneficial that credit unions and credit union collectors are beyond the scope of this burdensome federal law and
have no duty to comply with it in any respect.
The second – and most important – debt collection statute for credit union purposes is the Texas Debt Collection Act
(TDCA). Texas is one of a number of states that has enacted its
own state-specific “fair debt collection” statute. Some states
have chosen to essentially incorporate the FDCPA into their
state laws, but Texas is not one of them. Texas has adopted an
independent set of provisions and prohibitions.
Unlike the FDCPA, the TDCA contains no exclusionary clauses. Creditors, including credit unions, that attempt to
collect consumer debts are subject to the act and its penalties.
Also, unlike the expansive nature of the FDCPA, the TDCA sets
forth specific prohibited practices, and a violation occurs only if
a collector commits one of the acts specified in the statute. The
various lists of prohibited collection conduct include itemized
types of (1) threats or coercion, (2) harassment or abuse, (3)
fraud, deception or misleading representations, and (4) unfair or
unconscionable means of attempting to collect a debt.
If credit union collectors violate the TDCA, the member
may recover actual damages, attorney fees and court costs, and
any such violation of the TDCA is, as a matter of law, a deceptive trade practice and may subject the credit union to a claim
for treble damages.
In light of the foregoing, all credit unions should consider
the following preventative measures: (1) make sure the credit
union has adopted and implemented written collection policies
and procedures and that all collection policies and procedures
have been reviewed for accuracy, consistency and compliance with the Texas Act (every letter, email or other document
generated by the Collection Department must be read as if it
will become “Plaintiff’s Exhibit No.1”); and (2) make sure
the credit union has conducted training programs or otherwise
provided training for all of its collectors regarding the requirements of the Texas Debt Collection Act and not the requirements of the FDCPA (statutory protection may be available if
you have conducted training).
In short, credit unions should anticipate more legal
challenges and threats of litigation in the area of credit union
collections in the days ahead and would do well to remember,
that legally speaking, an ounce of prevention is worth a pound
of cure.
By Pierre Cardenas
Senior Consultant
CU Lending Advice, LLC
Remote Delivery Channel
H
abit number three from the “7 habits of highly successful lending” is all about having a clear and well-defined strategy for
your lending channel of the future – remote “branch” lending.
I use the word “branch” because it will (if it has not already) become the most important branch you have. This
branch should be your loan magnet. This remote channel is
becoming easier and friendlier every year, plus the everyday
middle-class consumer is embracing it as mainstream.
Let’s take a quick look to see what is taking place in the
financial services industry. The first thing we see is that the
number of transactions as a whole is decreasing at branches.
The continued migration of customers to online and mobile
channels is estimated to account for more than $1 trillion in
global transactions via mobile payments by 2015, according to
the Yankee Group.
Consider this: the number of branches ballooned from
21,830 in 1970 to 83,320 two decades later. During the same
time, the ratio of population to branches shrunk from 9,340
to 3,684. Celent said, “Branches are experiencing declining
transactions, less foot traffic and eroding relevance. Starbucks locations have more foot traffic than a typical branch
and are one-fourth the size.”
Still not convinced? How about this: more than two-thirds
of American adults use social media, led by 74 percent of adults
logging in to Facebook at least once a week. This explosion
of interest in social media spans all age groups, income levels
and ethnicities. From my personal experience while working
as the senior vice president of a $500 million credit union, I
tracked the numbers myself. I found a 4:1 ratio at the branches
when monitoring loan applications. On average, out of every
five members walking into the branch, one was coming in for
a loan while the other four were coming in for a new account,
problem resolution or some other request. If I included the teller transactions, of course this ratio would be 10 times higher,
but I was tracking the activity of my new account/lending reps.
This migration to remote delivery channels is being accelerated by mobile solutions. Almost everyone in a professional position has a smart phone. They are the fastest growing
market in today’s economy. There is no doubt that mobile is
changing how we bank, as the latest data finds purchases made
on smart phones and tablets hit $5.3 billion in 2011, up 83 percent from the prior year.
All this being said, there is a down note. On May 19,
2011, an online banking study conducted by the Ann Arbor,
Michigan-based research firm ForeSee found that credit unions
lag for the first time in an annual online banking survey. Consumers are less satisfied with the online banking services of
credit unions than they are with those of banks, according to
an annual survey. Credit unions earned a score of 86 out of
100 in customer online banking satisfaction, one point less
than the score earned by large banks, according to the 2011
online banking study. The study also found financial institution
customers are far more satisfied with online banking than they
are with offline banking, and customers who are satisfied with
their financial institution’s online banking services are 63 percent more likely to trust their institution and 56 percent more
likely to be satisfied with their institution overall.
Remote delivery channel is quickly becoming the channel
of choice. How are you developing yours? How easy is it to
access and how convenient is it to use?
Your call center is the key, and
how you develop, utilize and optimize this channel will be crucial to your future success in
this space. Can you advocate,
educate, direct and advise on loans through this channel?
Can you remotely process, deliver and fund consumer loans
through this channel as well?
Things are moving quickly, ladies and gentlemen. Smaller
size credit unions, I tell you now, leverage this new technology.
It is the great equalizer (at least for the short term). It makes
you seem bigger than you are if you can remotely take an
application, give an immediate approval, e-sign all the docs
and fund the loan on the same day. Size does not matter, but
speed to market does.
What I predicted two years ago has come to pass. I
said: “The definition of ‘convenience’ will change. It will no
longer be primarily defined as a branch in close proximity to
your home or work, but it will be defined by the consumer/
member as having quick and easy access to their banking
needs all the time.”
Convenience = Accessibility
9
By Katie Simon
Contributing Writer
Focus on the Future:
Southwest CUNA Management School Student Chad Powell
R
emember your dorm years? They were filled with classes by
day and mixers by night. You started off not knowing a soul,
and yet quickly found yourself surrounded by new friends and
acquaintances. They were the glory days.
For Chad Powell, those glory days will end this July.
Powell is the chief financial officer at MCT CU in Port
Neches and a student at the Southwest CUNA Management
School (SCMS). This summer will mark his third and final
year in the three-year course study on the Texas Christian University campus, which focuses on enhancing credit union leadership skills and creating innovative professional development.
Over the course of the two week-long summer and mid-year
sessions (during the second and third years), Powell says he
has been inundated with proven techniques and trends in management style, lending and asset liability. The major project
of the SCMS program is for credit union leaders to create a
strategic business plan to implement
at their own credit unions.
“From taking classes to talking
to people, you return with a million
ideas,” says Powell. “People at the
credit union get excited for you to
come back.”
SCMS classes are taught by
a mix of university faculty, credit
union industry leaders and recognized professional consultants who
bring their own experiences to the
classroom.
“The school is very, very wellthought out. They do a tremendous
job with the structure of it and the
quality of people they bring in,”
explains Powell. “The organization of everything is top notch.”
Powell is not the first person from his credit union to
participate. In fact, the majority of MCT CU’s management
team, including the CEO, are graduates of SCMS. Drawing
on each of their individual experiences at the school, they’ve
collaborated to create a polished strategic process for MCT
CU. Because this is Powell’s last year in the SCMS program,
he has taken the liberty of playing a bigger role, applying more
effective changes to MCT’s business plan.
It’s Not All Studying…
While creating the strategic plan is the school’s core
focus, it just barely taps the well of opportunities the program
offers its students. Networking and collaboration are top
priorities for SCMS students.
10
“The contacts you make and the networking that you do
are tremendous. You have a group of people who you can really rely on for their experiences within the industry,” explains
Powell. “Whether it’s an issue you’re having from inside the
credit union or a new product or service you’re looking into, it
seems someone in that class has had experience with it.”
Don’t be misled by the full-day class schedule – SCMS
isn’t all about leadership development, education and ALM
training.
“During your time at the school, you live in the dorms
with people you don’t know, but that’s probably been one of
the best experiences,” says Powell. “Although you’re in class
from 8 to 5 almost every day, there are mixers at night, most
of which you are expected to attend. From sun up to sun down,
you’re with credit union people who you don’t know. It’s
brought a lot of friendships and networking.”
Are you SCMS Material?
Powell believes the school isn’t simply for those at the
very top of their credit union’s management team. Unlike the
well-integrated and networked senior managers and CEOs who
have contacts to fall back on, new managers may not feel as
comfortable with other local credit unions – or even within
their own credit unions – so they may find the school even
more advantageous than their more experienced counterparts.
“I think the SCMS experience would be even more
beneficial for a new branch manager than for a senior manager,” he says, adding, “Not that it’s not good for senior
managers, but you’re exposed to every single area of the
credit union and then you’re able to draw off other people and
peers around you. That would be helpful for someone who is
just entering management.”
A Glance Into the Future
Powell, who formerly worked at Wells Fargo Financial,
became CFO at MCT CU in 2009. Finances are at the heart of
his career, but during his time at SCMS, Powell has learned
how to do much more than crunch numbers.
“It’s really opened up my experience to other areas of
the credit union,” he explains, “Not just the accounting and
financial arenas.”
While he’s content in his current position as CFO, his new
insights into the credit union world have him setting his sights
on a greater role down the road.
“I would like to become a CEO one day,” he notes. “Our
CEO just took over in 2010 and will be there a while, but eventually, that’s what I’d like to do.”
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Regulatory&Compliance
Reg Q&A:
The Compliance Confusion
for Federal Credit Unions
M
any federal credit unions (FCUs) think that the Federal Credit
Union Act (FCUA) and NCUA regulations preempt state law,
thereby making FCUs exempt from all state laws. That is an
incorrect statement.
The FCUA and NCUA regulations do, in fact, preempt
state law in a few limited areas; however they do not exempt
FCUs from all state laws.
Federal preemption refers to the invalidation of state law
when it conflicts with federal law. Express preemption occurs
when a federal statute explicitly confirms the intent of Congress to preempt state law. Preemption can also occur absent
express congressional intent when state law conflicts with federal law. Our discussion below deals primarily with areas of
federal credit union law that expressly preempt state law. Keep
in mind it is possible that preemption in other areas could occur
due to a conflict in the wording of a state statute.
Federal Preemption on Lending
Section 701.21(b)(1) of NCUA regulations (Loans to
Members and Lines of Credit to Members) discusses NCUA’s
preemption powers regarding lending. Specifically, the regulation details that NCUA’s authority preempts any state law
purporting to limit or affect:
1. Rates of interest and amounts of finance charges;
2. Terms of repayment;
3. Conditions related to the amount or purpose of the loan
or line of credit; the type or amount of security and the
relation of the value of the security; eligible borrowers; and the imposition and enforcement of liens on the
shares of borrowers and accommodation-parties.
What lending matters are not preempted? Just about
everything else having to do with lending is not preempted.
NCUA’s rule 701.21 clarifies that it is not NCUA’s intent to
preempt state laws that do not affect rates, terms of repayment
and other conditions described above concerning loans and
lines of credit. For example, NCUA rules do not preempt state
laws on the following issues, meaning FCUs need to comply
with these state laws:
1. Insurance laws;
2. Laws related to transfer of and security interests in real
and personal property (except for due-on-sale clauses);
3. Conditions related to:
a. Collection costs and attorneys’ fees;
b. Requirements that consumer lending documents
be in “plain language;” and
c. The circumstances in which a borrower may be
declared in default and may cure default.
The rule also states that it is not NCUA’s intent to preempt state laws affecting aspects of credit transactions that are
primarily regulated by federal law other than the Federal Credit Union Act – for example, state laws concerning credit cost
disclosure requirements, credit discrimination, credit reporting
practices, unfair credit practices and debt collection practices.
Applicability of state law in these instances should be
determined pursuant to the preemption standards of the
relevant federal law and regulations.
Federal Preemption on Accounts
701.35 of NCUA’s regulations (Share, Share
Draft, and Share Certificate Accounts) discusses NCUA’s preemption of state law on account
matters. Specifically, it preempts state laws attempting
to regulate the types of fees or charges and other matters affecting the “opening, maintaining, and closing
of a share, share draft, or share certificate account.”
NCUA legal opinions further explain NCUA’s position
that state laws attempting to govern account fees and
charges, including inactive or dormant accounts, are
preempted. So yes, FCUs are exempt from the Texas
Property Code section prohibiting the assessment of
fees on inactive accounts. FCUs are also exempt from
the Texas Business Code Section prohibiting the imposition of a fee for cashing a check.
12
By Suzanne Yashewski
Senior VP, Regulatory Compliance
and Legal Affairs
However, FCUs are subject to other state laws dealing with accounts, such as Texas Business and Commerce Code, Chapters 3 and
4, dealing with negotiable instruments (checks) and bank deposits and
collections.
• Home Improvement
Federal Preemption on Taxation
• Child Support Liens and Levies
Section 122 of the FCUA, 12 U.S.C. §1768, exempts FCUs from
all federal, state and local taxes, except for nondiscriminatory taxes on
real property and tangible personal property. Also, FCUs, as federal
instrumentalities, have the same immunity from state and local taxes as
the United States government. While FCUs are generally exempt from
taxes, these exemptions do not apply when a state imposes the tax on
a seller or vendor who passes the cost of the tax on to the federal instrumentality that purchases the goods or service.
Therefore, FCUs are exempt from Texas Sales and Use taxes.
However, FCUs are not exempt from all state taxation. As stated
above, FCUs may be subject to taxes on real property and tangible
personal property.
• Insurance
• Privacy
• Identity Theft
• Fraud
• Debt Collection
• Employment
• Unclaimed Property
• Secured Transactions
• Negotiable Instruments
• Titling (homes, cars, etc.)
• Probate
• Powers of Attorney
• Garnishments
• Subpoenas
An Overview of State Law Areas that Apply to FCUs
This is not an exhaustive list, but here is a sampling of many other
state laws with which FCUs must comply:
• Homestead
• ATM Safety
• Transportation (registration, lien titling, etc.)
Have questions or need more information? Call Information
Central at (800) 442-5762, ext. 8515.
• Home Equity
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13
Regulatory&Compliance
By Steve Gibbs
Assistant Vice President
Shared Compliance Resources
Failure to Comply:
What Are the Risks?
F
rom the time we were old enough to understand concepts like
right and wrong, good and bad, we became “responsible” for our
actions (heavy concept). Along with these concepts, we grew to
learn that responsibility meant accepting the outcome for what
we did (or didn’t) do. As credit union professionals, we are responsible to our members, boards, staff, co-workers, regulators,
governments and numerous other associated entities. And this all
centers around “compliance” with policies, procedures, codes,
rules, laws, and statutes.
Reputation
Failure to show compliance with federal or state regulations is a major risk factor for credit unions. From the perspective of the Bank Secrecy Act (BSA) or Office of Foreign
Assets Control (OFAC), non-compliance may leave a perception that the institution is not contributing to national security in
monitoring both membership and deposits.
Regulatory
Obviously, the onslaught of new compliance rules and
regulations has tipped the scale of examination reporting. What
was once a small section of the examination now takes up a
significant portion of the report. As a primary example, the
BSA section of the report has grown in size and importance
since 2001. When joined with Anti-Money Laundering (AML)
and OFAC regulations, they become a “triple threat.” If there
are problems with BSA, AML, OFAC or any combination of
those items, the examination report, in most cases, will hold an
overall negative tone.
Legal
Not only does failure to maintain compliance affect the
institution from a regulatory position, it also can evoke legal
issues. Class action lawsuits have been borne from neglect of
or habitual mistakes in Truth-in-Lending, Truth-in-Savings,
Regulation CC, Equal Credit Opportunity Act, BSA and a
variety of other consumer-related
regulations.
Monetary
Probably the most recognized (and feared) means of
dealing with non-compliance
is the assessment of monetary
penalties. As recently as August
2011, Ocean Bank of Miami,
Florida was assessed $10.9 million for violations of federal and
state BSA and AML laws and
regulations. Ocean Bank, without
admitting or denying the allegations, consented to payment of
the civil money penalties, which
was satisfied by a single payment
to the U.S. Government.
The Bottom Line
Whether it’s financial, reputational or more punitive in a
regulatory sense, there is a definite cost to failing to comply
with laws, rules and regulations.
Regardless of the penalty, it’s
clearly far easier and more efficient to comply.
14
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The Texas 12
T
he credit union movement is deeply rooted in tradition and history. And while it’s important to preserve
our past, we cannot get lost in it. In a rapidly changing
and highly-competitive market space, we must be agile,
bold, flexible and innovative.
Events such as Bank Transfer Day and International Year of Cooperatives have certainly drawn more attention to credit
unions, resulting in an uptick in membership. However, attracting a
younger generation continues to be a real challenge for credit unions.
As an aging movement, it’s critical to our future that we inspire
young professionals to seek career opportunities in credit unions, increase our presence in the market space so that we are better positioned
to connect with younger audiences, and aggressively build our infrastructure so we are able to meet the financial services needs of consumers at all life stages.
Texas Credit Union League (TCUL) president and CEO Dick
Ensweiler is a seasoned and passionate credit union advocate. A little
older and a lot wiser, Ensweiler says he had no idea when we took his
first job at a credit union that it would turn into a lifetime passion.
“I was just 24 when I began managing the Harley Davidson
Credit Union in Milwaukee,”
he says.
16
Soon into his career, Ensweiler found
himself intrigued by the credit union
philosophy, and the more involved he
became, the deeper his commitment
grew to the cause. A captivated Ensweiler knew there was nowhere else he
wanted to be. Ensweiler has spent his entire professional career in the credit union
movement.
It is Ensweiler’s hope that the members of TCUL’s newly-formed Texas 12
will discover that same life-long passion
for credit unions.
TCUL, in collaboration with the
Filene Research Institute, created the
Texas 12 to help catalyze change in the
system and spark positive growth in our
community. The goal is that the Texas
12 will inject a new level of energy and
excitement into the movement – bringing forth fresh perspectives, new ideas
and forward-thinking mentality.
“Young professionals have a great
deal to offer the credit union movement.
They simply need the opportunity to get
more engaged and the forum to express their
innovative ideas,” says Ensweiler. “I have a lot
of faith in the Texas 12 and am confident they
will do an exceptional job.”
The Texas 12 began their journey at TCUL’s
Annual Meeting & Expo held April 17-20 in
Galveston. They participated in their first planning
session, group activities, networking events, educational
sessions, and had the opportunity to interact and engage
with new and veteran credit union leaders, including
TCUL’s board of directors.
Members of the Texas 12 will serve two-year terms, and
their commitment includes attending four quarterly meetings
per year for the next two years. They will cooperate and collaborate, sharing the common objective of strengthening the
credit union movement by attracting and engaging younger
audiences.
Credit unions can learn more about the Texas 12
initiative by visiting www.texas12.org.
Profiles
of the
Texas 12:
Vice President, PR & Communications
Name: Shelby Ames
Age: 21
Educational background: Blinn
College in Brenham, TX
Current position: MSR, Liberty
County Teachers FCU
Career goals: I don’t currently
have any specific career goals.
Right now I am learning a lot and
loving it. I’m in charge of member
services, tracking insurance on our
collateralized loans, and helping
with marketing, events and planning. Sometimes I serve as a teller.
I am currently taking a business
math class and will take accounting next. Math has always been a
passion of mine, so maybe I can go
into accounting one day. I would
like to learn and do as much as I
can and maybe eventually become
president of a credit union.
Who is your mentor(s): My boss
and president of the credit union,
Michelle Carr, who took me under
her wing and has taught me all she
can. Michelle has offered me plenty
of great training opportunities and
pushes me to accomplish everything I set out to do. My resources
here are unlimited and I truly appreciate her support and confidence
in me.
What you like to do when not at
work: When I am not at work, I
like to read and spend time with
my little family, consisting of my
boyfriend of three years and our
two dogs. I also love music and am
trying to learn to play the piano.
One thing people may not know
about you: I played softball for 11
years throughout school and continued to play in an adult co-ed league
after I graduated. My freshman year
I made 2nd Team All-District. Softball is still a passion of mine and I
would like to play in a professional
league.
Name: Kelsey Balcaitis
Age: 25
Educational background: B.S.
of Consumer Science – Personal
Finance and Certificate in Business
from the University of Wisconsin
Current position: Community
Education Specialist, A+ FCU
Career goals: Right now, I am
unsure what my goals are. I am
completely happy with what I get
to do on a daily basis. I hope that
my future involves credit unions,
financial education, social media,
and being innovative and creative.
Who is your mentor(s): I don’t
have one particular person I look to
as my mentor; instead I have a lot
of people I can rely on for advice
if needed. For example, I look to
members of the Cooperative Trust
Network as a group of people I trust
and learn from regularly.
What you like to do when not
at work: Reading, boot camp,
running, cuddling with my doags,
talking to my family and friends,
and baking.
about you: I won a Kindle by
riding a mechanical bull for the
longest amount of time at a credit
union conference.
Name: Jana Mearns Ballinger
Age: 30
Educational background: Studied
at Lee College; Certified Credit
Union Financial Counselor
Current position: Assistant Branch
Manager, People’s Trust FCU;
Leader of the Employee Co-op
Club (our advocacy group)
Career goals: I’d like to continue
working my way through the ranks
at People’s Trust and go as high
as they let me. My passion for
credit unions has really developed
on the advocacy side and I hope
to serve on the board of my local
chapter as the advocacy liaison
and maybe one day work for
TCUL.
Who is your mentor(s): Angela
McCathran, CEO of People’s Trust
FCU. Angela has been instrumental
in my success in the short two years
that I’ve worked for her. Her passion for credit unions and advocacy
has motivated me to become more
and more involved in every way
that I can. Not only has she encouraged me to participate in conferences, chapter meetings, community
outreach, the Texas 12, Crash the
GAC, etc., she provides me with
support, wisdom, and a door that is
always open.
work: Play with my daughter, read
mysteries, work crosswords, cook
about you: I loved performing in
plays in school, but will start to
shake if I have to do any public
speaking.
Name: Doug Bedner
Age: 33
Educational background: I don’t
have a formal degree (much like
Steve Jobs…just saying) so my
education stems from the nine years
of experience at Resource One. I’m
also in the final year of Southwest
CUNA Management School.
Current position: Chief Operating
Officer, Resource One CU
Career goals: I hope to one day
become a credit union CEO...or a
superhero, whatever comes first.
Who is your mentor(s): Jim
Brisendine (please feel free to
roll your eyes but let me explain).
The guy is tough, no doubt and he
can be a little demanding at times
but that only comes from being a
perfectionist. At his core, he has
a big heart, a strong work ethic
and he is a fearless advocate for
members. I only wish he had a little
less energy.
at work: Working in my yard and
spending time with my partner and
dog (not necessarily in that order).
about you: I am a total smart (let’s
say) “aleck.” I don’t think people
know that about me but they really
should. That and, on occasion, I’ve
been known to be smarter than
some whole families.
17
Name: Kate Donovan
Name: Victoria Cline
Age: 24
Educational background: Currently pursuing a Bachelor’s of Arts
in Communication Studies
Current position: Sr. Member
Services Representative/E-Desk
Support, Neighborhood CU
Career goals: To serve my community and utilize my talents to the
full extent.
Who is your mentor(s): My
coaches here at Neighborhood CU
– Luis Arreola, Jennifer Maraboli
and Cherie Brown. All of them are
people I look up to in both a professional and personal setting. They
truly care about their team as well
as each other. They are the best!
work: Hang out with my family.
about you: I love to hang out at my
house and play videogames!!!
Name: Brittany Doering
Age: 27
Age: 24
Educational background: BBA in
Finance and International Business
from the University of Oklahoma
and MBA from Midwestern State
University
Educational background: Currently pursuing a BBA with a minor
in marketing with a long term goal
of obtaining an MBA
Current position: Loan Processor,
Family 1st of Texas FCU
Career goals: To gain as much experience and knowledge in as many
areas as possible within the credit
union industry. My ultimate goal is
to gain a position as a business development and marketing executive.
Who is your mentor(s): A professional mentor of mine is Ronnye
Parma. She served as the vice
president of the credit union that
I previously worked for. She is an
exceptionally intelligent and driven
individual who has the ability to
handle any situation with poise and
professionalism. Her motivation is
truly inspiring to me.
at work: I have two precious
preschoolers and a loving husband
who keep me very busy. When we
are not shuffling between soccer
practice and ballet class we can be
found at the zoo or the museum.
This summer my husband and I
plan to work on our scuba diving
certification. We went to Jamaica
on our honeymoon a few years ago
and went snorkeling for the first
time and fell in love with it!
about you: For as motivated and
blissful as I appear by the time I
make it to work…the truth is that it
takes the “jaws of life” to yank me
out of bed in the morning. It’s the
worst part of the day for me. I make
it a goal to hit my snooze button at
least three times in the morning. I
am best avoided in the morning.
Oh, my poor family!
18
Current position: Comptroller,
Texoma Community CU
Career goals: I would like to continue expanding my knowledge of
credit union finance while working
with operations to gauge profitability and success of proposed and
adopted projects. I plan to continue
with field-specific education in
an effort to earn the CFO position
within my credit union.
Who is your mentor(s): I am
blessed to have parents who serve
as wonderful mentors. My father
ignited my interest in finance from
a young age by educating me on
subjects like investing and budgeting. My mother instilled in me the
importance of finding balance,
showing me how a woman can be
successful in her career while still
devoting time and energy to her
family. They both have continued
educating themselves well beyond
what was required in their fields,
teaching me by example.
work: I love OU football and attend almost every home game. I enjoy cooking, traveling, working out
and just about anything outdoors!
about you: As an undergrad, I
spent five months studying abroad
in Valencia, Spain. I was 19 when
I arrived in Spain, only to discover my enrollment for the local
university had been lost. I had to
get myself re-enrolled, select my
courses and find a place to live, all
in broken Spanish. After surviving
my first week, I have found most
challenges in life are not quite as
intimidating!
Name: Chad Holz
Age: 27
Educational background: BA
Economics – University of Texas,
and currently studying for my MBA
at Concordia University.
Current position: Manager,
Product Portfolio Strategy,
University FCU
Career goals: Have fun while
loving what I do! Success is what
you make it, and life’s too short to
worry about prestige.
Who is your mentor(s): My
Grandpa. His advice is always spot
on. He has also taught me the important things in life, like a fishing
trip should always end in a Dairy
Queen ice cream cone – no ifs,
ands, or buts about it.
work: Spending time with my fiancée Katie and my dog Bruno (he’s
a boxer). Normally you can find
us enjoying the back yard pitching
horse shoes, going out with friends,
brewing beer, or spending a day out
at the lake when it has water.
about you: I starred as Tom
Buchanan in my high school
musical, an original adaptation
of “The Great Gatsby.”
Name: Nikki Moore
Age: 25
Name: Lori Martinez
Age: 29
Educational background: Bachelor’s Degree in Journalism, Minor
in Computer Graphics Technology
from the University of Houston –
Main Campus
Current position: Marketing Director, Houston TX Fire Fighters FCU
Career goals: To become the vice
president of marketing.
Who is your mentor(s): There are
three very important mentors in my
life. The first being my dad. Might
sound cliché, but this man has
helped shape my strong work ethic
and view on careers as a whole. The
second would be my boss, Susie
Habegger. She’s given me ample
opportunities to build character,
problem solve and make my own
decisions in tough situations. And
third, our CEO Clint Hartmann. The
man is smart, simple as that. And
speaking to him about business and
how to be successful has opened my
eyes to various opportunities in my
career – earning a spot on the Texas
12 being one of them.
work: Since so much of my imagination and creativity is poured into
work, I like mindless activities like
watching YouTube videos, Facebooking or just plain relaxing on
my couch with a cold…orange juice
of course.
about you: I’ve produced, written
and shot a short film in Houston.
Name: Casey Moehring
Age: 24
Educational background: Bachelor’s Degree in Public Relations
from Northwestern State University
Current position: Marketing and
Business Development Officer,
Kelly Community FCU
Career goals: To be the best I can
be in any job I hold.
Who is your mentor(s): 1. My
mother, because she had to work so
hard to get where she needed to be
in her career. It was an uphill battle
and she fought through it. Plus
she will always tell me the truth,
whether I want to hear it or not. 2.
My ex internship supervisor and
now friend, Sarah Lange, because
she knows exactly what she wants
to do and goes out there and gets
things done. She isn’t afraid of
making things happen.
at work: Bake, pretend I can sing
well, and spend time with my husband and two dogs and two cats.
about you: I was born in England
and used to have a British accent
(now it’s a southern accent).
Educational background: I received my undergraduate business
degree in marketing from the University of Houston. I’m currently a
third year Southwest CUNA Management School student and am
also pursuing my MBA from Texas
A&M University – Commerce.
Current position: Vice President
of Operations, Space City CU
Name: Jamaal Robinson
Age: 27
Educational background: B.S. in
Sociology from Oklahoma State
University. I’m in my second year
of Southwest CUNA Management
School.
Current position: Office
Administrator, New Mt Zion
Baptist Church CU
Career goals: My goal is to continually take on new challenges that
will allow me to grow and evolve as
a credit union professional. I plan to
generate innovative ideas, advance
my skill set, and seek out learning
opportunities for the edification of both
myself and the movement. I’d also like
to make a lasting contribution to the
credit union profession that will allow me to be a champion and mentor
for future credit union professionals.
Career goals: To continue ascending the credit union ladder.
Who is your mentor(s): I’m
fortunate to have great mentors
in my family. My grandfather is
a long-time credit union board
member who piqued my interest
in the movement. The knowledge
and experience he shared have been
a precious addition to my career.
The wisdom my father shared has
given me direction, encouragement
and managerial insight throughout
my career. I have also received
great assistance from other credit
union professionals, and I would be
remiss if I did not mention Craig
Rohden, CEO, as his support and
belief in me has been invaluable.
about you: I’m a terrible dancer...
Terribly AWESOME that is (not
really).
Who is your mentor(s): Iris
Netters, she leads not only in the
office, but with her behind me I
have been introduced and accepted
into a credit union world I was
unfamiliar with, but have truly
been embraced by.
work: Athletics: if it bounces, rolls,
or can be tossed, I’m all over it!
at work: Travel, spend time with
loved ones, go to church, attend live
concerts and plays
about you: For the past eight
years I’ve helped train Houston police officers for the written testing
and assessment center process they
must undergo to promote.
19
TESTIMONIALS
VINtek Receives Preferred Product Provider
Distinction from Credit Union Resources, Inc.
- ELT solutions selected by Texas Credit Union League’s service corporation -
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provider of automotive collateral management and direct auto
finance solutions for banks, credit unions and other automotive
lenders, today announced it was selected as the preferred
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League’s™ service corporation.
VINtek has helped credit unions increase operational
efficiencies and reduce exposure to fraud since 1990.
Our complete collateral management solutions help lenders
streamline processes, reduce user errors and manage expenses
every day.
Our innovative products and technology solutions optimize:
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“With paperless titles, Texans
Credit Union can issue and
release titles much more
efficiently for borrowers who reside
in Texas and rely on VINtek’s
fully compliant system, which
is used throughout the country,
to serve non-residents without
spending time researching the
unique ELT guidelines of each
state,” said Craig Thomas, vice
president of loan operations for
Texans. “This simplifies the way
we manage auto liens and gives
us more time to focus on the
needs of our members.”
“We chose VINtek’s ELT service
for its ease-of-use auditing
efficiency of existing paper titles
and cost effectiveness. Amplify
members will receive improved
service as lien placements and
lien releases are handled faster
and more efficiently,” said
Lisa Larson, assistant vice
president of operations at Amplify.
ww w. v in t e k . c om
Call us at 888-VIN-6500 to get started with a VINtek complete collateral management solution today.
Or contact your Credit Union Resources, Inc. representative.
PhilosophyinAction
By Bob Mellinger
President
Attanium Corp.
Three Keys to Effective Emergency
Management & Disaster Planning
E
mergency management is a time-consuming, ongoing process
that begins with thorough planning, and that planning should
be based on three key components: (1) ensuring the safety and
security of your people – employees, members and others; (2)
communicating internally and externally; and (3) guaranteeing
your ability to continue your operations after the disaster.
Ensure the safety and security of your people.
In any disruption or disaster situation, the safety of your
employees and others in the building should be your main consideration. Start by making sure you have a complete employee
roster and contact information for everyone. Have complete
evacuation and shelter-in-place plans and practice them – every
employee should be familiar with the plans and
know what to do. Make sure you have food,
water, blankets and other provisions for everyone, and don’t forget a battery-powered radio,
batteries, flashlights, and other necessities. If
there are potentially dangerous situations, plan
ways that people can work safely from home.
The bottom line is that safety and security must
be put ahead of everything else.
You can best respond to any disruption if,
in your planning, you created a crisis management team that you can call into play. Just as
you can’t possibly plan for all vulnerabilities,
you can’t possibly pre-determine people’s responses when a disruption occurs. But you
can use your basic plans to help you deal with
this, and you can hold drills to practice working under pressure and as a team. If someone
doesn’t react well, get them off the team. What
you need on this team are people who can keep
their heads, who are resourceful and who can move quickly.
Communicate, communicate, communicate
Communication before, during and after a crisis is one
of the most effective tools you have to spread the word about
your plan, control rumors and public perception and protect
your reputation. A failure in the emergency management process most often can be attributed to a communication failure
at some step in the planning or implementation process. Make
sure all your stakeholders (employees, vendors, clients/customers) know what is going on. Communication is a critical
function of every step in the planning process. Communication
planning can help mitigate or even avert some crises.
Crisis communications – or the management of perception – is a critical component of crisis management, which
helps preserve credibility, reputation and business value. Con-
sider the crisis communication plan as a natural outgrowth of
the emergency management plan and put the same amount of
effort into developing it.
Respond and recover as quickly as possible
After any emergency or disruption, all we want is for
things to “get back to normal.” Be prepared, however, for the
fact that this seldom happens. The way you are after the disruption may not be the way you were before it. But being prepared
to recover will help you get as close as possible to “normal.”
We want whatever we do in the recovery stage to enable
us to minimize the long-term impact of the disruption on the
organization. The better your response, the better the outcome.
The “all hazards approach” – try to save people, secure the
situation, get everything under control – is the best way to
approach almost any disruption. Your planning should enable
you to do those things to ensure your organization’s survival.
It’s critical that everyone knows the plan and understands
their role in it. Have they actually practiced their roles in a
simulated exercise? Do you have a disaster recovery team and
do they know their responsibilities? Have your plans ensured
that you can put your business continuity activities into play as
soon as possible? Plan to get up and running within 72 hours if
you are to survive a disaster.
You, no doubt, have a disaster response/business continuity
plan in place. Now is the time to review that plan to see if
these three guiding principles are satisfactorily covered. If your
plan has thoroughly considered these keys, perhaps you should
think about testing it to make sure it still works.
21
PhilosophyinAction
Vice President Communications & PR
Harriet May:
TCUL’s 2012 Inductee to the
Texas Credit Union Hall of Fame
U
22
pon graduating from the University of Texas – El Paso (UTEP)
in 1971, it didn’t take long for Harriet May to discover her true
passion – credit unions.
May’s 38-year credit union career began in the mid-‘70s,
when she accepted the position of teller at GECU (El Paso).
Of course it didn’t take long for May to rise through the ranks.
On her climb up to CEO, May held various management and
executive management positions. She became CEO in 1996.
Under her leadership, GECU more than tripled in size.
With well over $1.8 billion in assets, and more than 720
employees serving 300,000-plus member/owners, GECU is the
largest independently owned financial institution in El Paso.
According to the Institute for Policy and Economic Development at UTEP, GECU injects approximately $125 million
into the community each year.
A humbled May is quick to share credit with others for
GECU’s success.
“We have a talented group of professionals at GECU.
From the frontline to the executive management team, everyone works together to ensure the needs of our members are
being met,” says May.
But success doesn’t come without sacrifice, and May
says everyone has had to learn how to compromise, communicate and cooperate in order to fulfill the vision and mission
of the organization.
Along with making a profound impact on GECU,
May has also made a lasting impact on the movement and
in the community.
This current chair of the CUNA board of directors is also
past chair of the TCUL board of directors and past president
of the El Paso Chapter of Credit Unions. She has served on
the board of trustees for the Texas Credit Union Foundation,
Town North Bank and PULSE EFT Association. In 2006, May
accepted a seat on the Federal Reserve Board’s Thrift Institutions Advisory Council, which was established to provide
information and views on the special needs and problems
of thrift institutions. She was also the first chair of TCUL’s
International Relationship Committee and worked tirelessly
with our partner organization in Mexico (the Caja Popular
Mexicana) to improve financial access to Hispanics on both
sides of the border.
May is also one of the founding members and past chair
of the El Paso Affordable Housing CUSO, an entity owned by
eight local credit unions whose sole purpose is to prepare El
Paso residents for home ownership.
In 2007, May – an advocate for financial education –
was invited to join other delegates at a private meeting with
President George W. Bush to discuss financial literacy issues
in America.
In the community, May has been a tireless supporter of
UTEP and local organizations including the United Way, the
El Paso Chamber of Commerce, the Rotary Club and others.
The significant contributions she’s made in her community earned her the El Paso Women’s Hall of Fame award in
2002. In 2004, she received TCUL’s Professional of the Year
award. In 2005, she was named Minority Business Advocate of
the Year by the Small Business Administration. And in 2008,
she received the credit union movement’s prestigious Herb
Wegner Memorial Award for Individual Achievement.
She’s also received a Gold Nugget award from UTEP
and a Distinguished Service award from the World Council of
Credit Unions.
For her professional achievement, contributions to the
movement and commitment to community involvement,
TCUL has named Harriet May the 2012 inductee to the Texas
Credit Union Hall of Fame.
“Harriet’s leadership, passion and undying commitment
to GECU, the entire movement and her community have made
her a highly-regarded, recognizable and respected figure in the
movement and community,” says TCUL president and CEO
Dick Ensweiler.
For 25 years, Covera has provided credit unions with competitive debit, credit
and ATM solutions. Our roots in the credit union movement are as strong as
our knowledge of the payments industry. So with us, you get the professional
expertise you need…and the personal support you deserve.
Professional expertise: We work
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understand your unique needs and goals.
We also understand the marketplace
conditions and regulatory environment
you face—and how to navigate them
for greater success.
Personal support: With Covera, you
get a team of experts committed to your
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Look closely at your debit, credit and ATM card programs. If you’re not getting the expertise and support you
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To learn more, visit Matt Tulloch at Texas Credit Union League’s Annual Meeting and EXPO in booth 218, or
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HRCorner
HR Q&A
T
he use of social media has increased rapidly over the past few
years. Due to the explosion of social media, businesses – just
like individuals – have jumped on board to interact with existing customers, attract new customers, recruit new talent and
even screen potential applicants. Yes, while it may seem tempting for employers to use social media websites to screen job
applicants, this is an area where employers should use caution.
Below is a common question regarding the use of social
media in the hiring process:
the intent is to investigate a candidate’s qualifications, then
a more formal employment and education verification will
likely yield more accurate results, as well as information that
is specifically job-related.
Evaluate job-relatedness.
A: Some of the key things to consider when using social media
in the hiring process include:
As mentioned above, any information obtained in the employment process regarding a candidate should be strictly related to the job. Social networking sites can reveal a significant
amount of information about an applicant, and some of this
information may not be job-related. For instance, information
posted on an applicant’s social networking site may reveal their
age, race, marital status or other statuses protected by employment laws.
Consider the purpose.
Avoid pre-texting.
Before even using social media, employers should
consider the purpose and whether other suitable options are
available that would achieve the same goal. For example, if
An individual’s privacy settings may thwart an employer’s attempts at researching an applicant via his or her social
networking site. Employers, recruiters, and other members
Q: What are some of the key things I need to be aware of
before I use social networking for hiring purposes?
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24
FORESIGHT.
|
832.657.6865
|
HOUSTON, TEXAS
By Kimberly Jones
HR Consultant
Credit Union Employment Resources
of your organization should never pretend to be someone else to gain
access to an individual’s social networking site. This is known as pretexting and this type of deceptive practice may lead to costly litigation.
Consider restrictions.
Several employers who use social media in their hiring process opt
to place specific restrictions on its use. For example, some employers
prohibit those involved in making the hiring decisions from using social
networking sites to research applicants. Others restrict use to certain
professional networking sites, such as LinkedIn, or to certain aspects of
a candidate’s online presence, such as their work and education history.
Don’t take the information at face value.
Although much of the information found about a candidate may
seem valuable, such as the college or university in which they received
their degree or the professional organizations to which they belong, it’s
important to realize that this information may not be factual. Applicants,
or even other individuals posing as the applicant, may post inaccurate
information online. As such, it’s imperative that you investigate further
and withdraw from making employment decisions based solely on information that was obtained via social media.
Develop a written policy.
Whether you decide to use, or not use, social networking sites in
the hiring process, it’s important to develop a written policy defining
the acceptable and unacceptable usage of social media for hiring purposes. Training should be required for anyone who will use social media
for this purpose. Employers should also be sure to address current
employee use of social media, as well.
Comply with state and federal laws.
When using social media, employers must ensure compliance with
laws addressing employment discrimination, background checks and
privacy. For instance, an employer who resides in a state that has these
types of laws in place and discovers that a candidate smokes or drinks
by reviewing their social networking page would not be permitted to
use that information in making hiring or other employment decisions.
If your credit union has a question about social networking in the
workplace or needs assistance with any other HR needs, please contact
Kim Jones or Susan Looney with CUER at (800) 442-5762, ext. 6432 or
6431. Also visit CUER online at www.cuer.coop.
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25
By J. Alfred Southerland
Labor and Employment Attorney
HRCorner
Can You Consider an Applicant’s
Prior Bankruptcy
When Making a Hiring Decision?
S
26
ince the employees of credit unions regularly handle cash and
personal financial information of the members, it is imperative that the credit unions enact policies and procedures to prevent kiting, embezzlement, and other financial losses. Personal
finance, cash handling, and conflict of interest policies are
common tools to minimize losses.
What about applicants and employees whose financial
problems lead to the filing for personal bankruptcy? Over
the last two years, 2.85 million Americans filed for federal
bankruptcy protection. The reasons for filing for personal
bankruptcy vary, including the loss of employment, health
problems and the mortgage crisis.
Can you take action against those individuals based upon
the filing of the bankruptcy petition?
For current employees, the answer is no. Federal law
prohibits private employers, including credit unions, from
terminating the employment of or discriminating with respect
to employment against an individual because the individual is
or was a debtor under the Bankruptcy Code.
While you might assume the same rule applies to applicants for employment, the U.S. Court of Appeals for the
Fifth Circuit – the appellate court governing Texas – held last
March that the anti-discrimination provisions of the federal
bankruptcy code do not apply to a private employer denying employment to an applicant solely because of a previous
bankruptcy filing. Burnett v. Stewart Title, Inc. (In re Burnett), 2011 WL 754152 (5th Cir. March 4, 2011).
In Burnett, Shani Burnett applied for employment with
Stewart Title in 2007. She was offered a job, conditioned on
the successful completion of a drug screening and background
check. The background check revealed that, 10 months prior
to her applying for employment, Burnett filed a Chapter 13
bankruptcy proceeding. As a result of this bankruptcy filing,
Stewart Title rescinded its conditional employment offer.
Burnett then filed suit and alleged that she was discriminated
against in violation of the anti-discrimination provisions of the
bankruptcy code.
The relevant statute provides that:
No private employer may terminate the employment of,
or discriminate with respect to employment against, an
individual who is or has been a debtor under this title, a
debtor or bankrupt under the Bankruptcy Act, or an individual associated with such debtor or bankrupt, solely
because such debtor or bankrupt:
(1) is or has been a debtor under this title or a debtor or
bankrupt under the Bankruptcy Act;
(2) has been insolvent before the commencement of a case
under this title or during the case but before the grant or
denial of a discharge; or
(3) has not paid a debt that is dischargeable in a case under
this title or that was discharged under the Bankruptcy Act.
11 U.S.C. Section 525(b)
In reaching its decision, the Court of Appeals compared
the bankruptcy provisions applying to both public and private
employers. The Court noted that the law applying to public
employers prohibits a governmental unit from, among other
things, “deny[ing] employment to” a person that is or was a
debtor solely due to that person’s bankruptcy or insolvency.
11 U.S.C. Section 525(a). Similar language was not included
in the prohibitions against private employers. As a result, the
Court concluded that the act of hiring is not encompassed
within the prohibition against “discriminating with respect to
employment” and, therefore, Burnett had no claim. Consequently, the Court held that “11 U.S.C. 525(b) does not prohibit
private employers from denying employment to applicants
based on their bankruptcy status.”
It is important to note that this decision has no bearing
on the ability of credit unions to ask about the credit histories
of job applicants. Employers should continue to be cautious
in their use of credit checks, based upon the federal laws such
as Title VII of the Civil Rights Act of 1964 and the Fair Credit
Reporting Act. The Equal Employment Opportunity Commission has indicated that credit checks and other background investigations that have an adverse impact upon minorities may
be subject to challenge.
When an applicant has previously filed for personal bankruptcy, the credit union may want to look a little deeper into
the reasons for bankruptcy. Did the person file because of a
health issue affecting the applicant or a family member? Is the
applicant back on sound financial footing? How did the applicant act during the bankruptcy process? Finally, if the credit
union does check for a prior bankruptcy, the check should be
well documented, and the credit union must make sure to get
prior permission from the job applicant.
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Small
CreditUnions
By Allison Griffin
President
Griffin Strategies, Inc.
Leveraging Technology
to Offer More
Points of Service
T
echnology. The very word can strike fear in the hearts of business
leaders, especially the managers of small credit unions who wear
numerous hats and usually are stretched very thin.
And yet, technology can actually have a significant impact on
operations, especially for some of the smallest credit unions. This
was the case with Star of Texas CU (Austin), a $30 million credit
union that serves some 4,119 members.
“Over the last decade, we have incorporated technology to improve our ability to serve our members,” says Frances Laurel, CEO
of Star of Texas CU. “It is remarkable how technology can enable a
small credit union to have more touch points with our members than
we would otherwise be able to do.”
Among the most popular solutions that Star of Texas CU has
implemented:
Website. The credit union’s website is as comprehensive and user
friendly as that of any financial institution, offering a wealth of information and a variety of tools and services to members.
Online Banking. Among those valuable tools, Star of Texas CU
implemented its online banking system – called “e-Banking” –
more than six years ago, to rave reviews from credit union members.
“Our members like being able to manage their finances anywhere,
anytime,” says Laurel. “Our e-Banking system offers a lot of convenience for members and it also streamlines operations for our
staff. It’s definitely a critical technology we couldn’t do without.”
Shared Branching. Laurel says
her credit union also finds that
being part of the credit union shared
branching network is one of the best
ways a small credit union can offer
more convenience to its members.
“In my opinion, shared branching is
the best defense credit unions have
to compete with the banks that have
branches on every corner,” she says.
“I think every credit union should be
part of shared branching.”
Laurel acknowledges that making the decision to invest in technology hasn’t always been easy. But she
says her credit union has never looked back.
“We live in an era where consumers from all walks of life are
accustomed to instant information and easy-to-access services,”
says Laurel. “Credit unions of all sizes have to be part of that world
if we want to stay relevant and continue to serve our members and
educate the public about the credit union difference.”
28
SmallCreditUnions
By Gary D. Parker
President/CEO
1st University Credit Union
What’s Your Brand?
B
randing is perhaps one of the most important aspects of any
business – large or small. Not only does an effective brand
strategy help you compete in an increasingly competitive market space, but it also lets consumers know the products and
services you provide and what they can expect from you. It differentiates your offerings from your competitors.’ In essence,
branding is your promise to your members.
In the following Q&A, Gary Parker, president and CEO
of 1st University CU in Waco shares his thoughts on the topic
of branding.
1. As a small credit union, how do you brand yourself
effectively and efficiently?
The brand and logo identity have become the cornerstone
of the credit union, with the logo being the anchor of our brand.
The power of our brand identity is dependent on consistency,
as our employees respond to members’
needs. We emphasize
the importance of consistency, which improves
brand identity. The employees are cross-trained
and are encouraged to specialize in certain areas, providing a
broad base in which strong brand identity can be built.
2. What has been your greatest branding challenge?
Our greatest branding challenge has been “consistency.”
Consistency in our external marketing is critical in building recognition. Each time an employee uses materials not
consistent with our visual branding, the strength of the credit
union is eroded.
3. What message(s) do you communicate to your members
and the community to support and reinforce the brand?
Our logo and brand were designed to have consistent imagery. We use real photography to show a “slice of life,” which
is fundamental to the expression of our brand and represents
our diverse member base.
4. What has been the most cost effective way for you to
communicate brand?
Partnering with a local no-kill animal shelter, participating in local send-off parties for college students and their families, participating in Welcome Week for new college students,
and local involvement in community projects focused on childhood development are just a few support opportunities that we
have used to communicate our brand.
5. What is the single most important lesson you’ve learned
from developing your brand?
It is important to remember that every time there is a
departure from our brand – whether it is improper handling of
a member’s loan or a misuse of our logo – our ability to build
a strong brand is compromised. On the other hand, every time
there is a consistent execution of the brand, we make headway in our efforts to increase consumer recognition and build
member loyalty.
29
ProductsandServices
By Nancy Brook
Business Development Executive
Vantiv LLC
Five Ways to Grow
A Merchant Processing Program
W
ould your credit union like to deepen member relationships, attract new business customers and grow non-interest
income? By leveraging your credit union’s merchant processing
program, you can accomplish all of these goals.
Whether a credit union runs its own merchant processing
program or uses the services of an outside provider, merchant
outreach is key to obtaining new members and gaining greater
visibility in the local business community.
Here are five ways your credit union can develop a more
successful merchant processing program:
door to discussions of the credit union’s other products. It also
presents the opportunity to offer incentives to new merchant
customers to switch their checking accounts to your credit
union. In this type of contact, the business development staff
can take the opportunity to compare the merchant’s current
processing agreement with your institution’s merchant services
program. Have your operations employees make joint calls
with the business development staff, which will increase the
success rate for such sales calls.
Review and Critique Your Program
Staff Education
If employees are not comfortable referring business
customers for merchant processing, they may not understand
the product well enough. Regular staff training sessions, such
as breakfast meetings or lunch-and-learn sessions, can help
educate employees. They’ll learn how to ask the right questions to gain a referral or how to identify members with business accounts through the credit union that may be doing
their merchant processing with another financial institution.
Also, consider developing online training resources to support
ongoing staff learning. The end goal is to make your employees
fully comfortable with starting the conversation with merchants
that can lead to additional business for your credit union.
Motivate and Reward
Incentives, typically in the form of cash, are always
effective. One approach is to provide a financial incentive for
each referral that yields a new merchant processing customer.
Offer quarterly contests to help build excitement and promote
friendly competition among employees and branch locations.
Branch Referral Goals
Have your senior management establish goals of at least two referrals per branch
per month. Each month, as part of the performance review, the achievement of these
goals should be reported to management.
Have the highest-performing branches share
the secrets of their success with the lowerperforming ones.
Growing Business DDAs
Encourage your credit union’s business
development staff not only to call on current
credit union members, but also to call credit
union members who do not have their business accounts with the credit union. This
approach is proven to grow a credit union’s
overall merchant revenue, as well as open the
30
Whether you are managing your own merchant program
or working with an outside processing partner, make sure you
understand the terms of your current contract and any autorenew provisions. If you plan to review alternatives, start about
a year in advance of your contract expiration date to give yourself ample time. Key considerations include a vendor’s commitment to provide sales representatives in your area, the level
of support when it comes to business development, and the
percentage of revenue share for credit union-referred business
and cold call business. For some credit unions, switching merchant processing partners has yielded a doubling of revenue
– or even greater gains.
Our experienced payment professionals are ready to help
you leverage and build your merchant processing revenue.
Visit us at www.vantiv.com or contact Candace Bates at (832)
330.4824 or Candace.Bates@vantiv.com. Vantiv is a Preferred
Provider of ATM, Debit, Credit and Merchant Services to
Credit Uniion Resources, Inc.
ProductsandServices
Delivering Convenient,
Secure Person-to-Person
Electronic Payments
T
he electronic money movement experience has reached a new level
of ease and efficiency, as consumers increasingly seek ways to make
person-to-person (P2P) payments more conveniently and maintain the
confidentiality of their financial account information. This powerful
trend is transforming the payment industry.
However, credit unions of all sizes face a complex challenge: how to
provide P2P payments through a secure network that supports the relationships they have established with members. With Harland Clarke’s Direct
Payment Exchange and DPXPay, the teams at Harland Clarke and Harland
Financial Solutions have joined forces to deliver an ideal solution.
Direct Payment Exchange offers a common P2P platform for
credit unions that facilitates the movement of money while providing a
variety of other important features and benefits, including authentication
and aliasing services, enhanced security and flexible architecture.
When financial institutions become part of Direct Payment Exchange,
they are able to offer DPXPay — the P2P payment solution that brings the
future of innovative payments to today’s business environment.
“DPXPay enables financial institutions to meet member demand for
convenient and secure P2P payments and helps increase member retention,” says Scott Osmon, vice president of strategy and development for
Harland Clarke. “Members already trust their credit unions with their
ATM, credit card, debit card, checks and other transactions. So when
they need to pay someone, receive a reimbursement, or make a charitable
donation, they will look to their credit union for secure solutions.”
All the member needs is the recipient’s email address or mobile
phone number, and a transaction can be completed via a mobile phone
or with a few clicks online. With these transactions come a flexible fee
structure and the opportunity for credit unions to generate new transaction-based revenue.
Plus, DPXPay includes a powerful back-office management console
with transaction monitoring, analytics, informative reports and more to
help credit unions manage every aspect of the service. “Credit unions can
tailor the program by setting default minimum and maximum payment
amounts and establishing daily or monthly caps on maximum payment
amounts and the number of transactions,” adds Osmon.
Harland Clarke and Harland Financial Solutions have created a
unique opportunity for credit unions with Direct Payment Exchange
and DPXPay. “When you combine the nationwide Direct Payment
Exchange network with the secure, technology-rich DPXPay payment
tool — and add the track record of a trusted payment adviser that does
not compete with its clients — you have the best of all worlds,” says
Scott Hansen, executive vice president of business development at
Harland Financial Solutions.
For information about how Harland Clarke can help your financial
institution generate revenue, increase retention and experience other
benefits of Direct Payment Exchange and DPXPay, contact your account
executive or visit harlandclarke.com/contactus.
Shared
Branching
Mobile
Banking
Member
Center
My
Deposit
Convenience your member
expects with the personal
service only you can deliver.
12-0235
31
It’s an easy Choice!
Resources = Results
Credit Union Resources thanks you for supporting our business partners. Through our due
diligence process, Resources ensures each endorsed vendor provides high quality products
while insisting on the service you have come to expect.
3SI
Diebold
Level5
Student Choice
Electronic Dye Pack
Security Systems
ATM Equipment, Electronic
Security Products, Managed
Services & Supplies
Facilities Management
Private Student Loan
Program
Rick Govek
800.356.9655, Ext. 4189
rgovek@cuna.com
www.3sisecurity.com
Accel
Member Financial
Counseling Service
Joe Day
800.356.9655, Ext. 5794
jday@cuna.com
www.accelservices.org
Agility Recovery
Solutions
Contingency Planning
Resources
Brooks Beeler
281.687.7628
brooks.beeler@
agilityrecovery.com
www.agilityrecovery.com
Tom Lybeck
800.356.9655, Ext. 4109
tlybeck@cuna.com
www.diebold.com
Harland Clarke
Share Draft/Check
Printing Services
Terry Loyd
800.382.0818
terry.loyd@harlandclarke.com
www.harlandclarke.com
id:analytics
Identity Fraud Detection
Tom Lybeck
800.356.9655, Ext. 4109
tlybeck@cuna.com
www.idanalytics.com
informa research services
Rate & Fee Intelligence
Catalyst Corporate FCU
Corporate Credit Union
Bob Rehm
214.703.7840
rehmb@swcorp.org
www.swcorp.org
CU Members Mortgage
Mortage Lending & Services
Linda Clampitt
800.607.3473
lindacl@homeloancu.com
www.homeloancu.com
CUNA Mutual Group
Financial Services
& Insurance
Delania Truly
800.356.2644, Ext. 8582
delania.truly@
cunamutual.com
www.cunamutual.com
Brenda Halverson,
800-356-9655, Ext. 4110
bhalverson@cuna.com.
www.informars.com/main/
Default.aspx
Invest in America
Discount Program (autos,
wireless, direct TV & more)
Colleen Meek
800.262.6285, Ext. 530
colleen.meek@cucorp.com
John M. Floyd &
Associates
Overdraft Privilege Program/
Income Enhancement
Programs
Mark Roe
800.410.3107
mark.roe@jmfa.com
www.jmfa.com
Jeff Ensweiler
214.317.9171
jensweiler@level5.com
www.level5.com
Office Depot
Discounted Office Products
Amy Metasso
817.880.3266
amy.metasso@officedepot.com
www.officedepot.com
Ongoing Operations
Business Continuity
Debbie Bergenske
800-356-9655, Ext. 4340
dbergenske@cuna.com
www.ongoingoperations.com
PANINI
Check Capture Solutions
Tom Lybeck
800.356.9655, Ext. 4109
tlybeck@cuna.com
www.panini.com
Passageways
Web-based Portals
Rick Govek
800-356-9655, Ext. 4189
rgovek@cuna.com
www.passageways.com
SER Technology
Loan Recapture Program
Mike Weber
563-599-1193
mweber@studentchoice.org
www.studentchoice.org
Switch
Telecommunications
Brenda Halverson,
800-356-9655, Ext. 4110
bhalverson@cuna.com
www.switchnap.com/pages/
home.php
Vantiv
Credit/Debit Cards
Rachelle Powers
716.741.3999
rachelle.powers@vantiv.com
www.vantiv.com
VINtek
Automated Collateral
Management Services
Robert Christini
215.599.2435
rchristini@vintek.com
www.vintek.com
Verafin
Anti-Money Laundry Program
Becky Paluch
866.781.8433
becky.paluch@verafin.com
www.verafin.com
Vicki Breunig
469.385.6988
vicki.breunig@sertech.com
www.sertech.com
Sprint
Discounted Phone Services
Colleen Meek
800.262.6285, Ext. 530
colleen.meek@cucorp.com
www.cucorp.com
CU Resources provides this information as a service. Resources promotes those products and services that it believes to merit consideration by credit
unions. However, its endorsement is not intended as, and should not be construed as a guarantee of any product or service.
© 2012 Credit Union Resources, Inc. All rights reserved. 12-0260
Harland Clarke. Smarter Decisions, Better Results.
Harland Clarke’s payment, marketing and security solutions always go the distance. Like a professional golfer with a mind for
course management, we map out a plan to help you devise and execute strategies that maximize the value of your account holder
relationships and enhance your business. If you’re ready to move in the right direction, call your Harland Clarke representative today.
www.harlandclarke.com |
© 2010 Harland Clarke Corp. All rights reserved.
More loans from mobile members.
“Mobile technology is a means to getting where
we want to go as a credit union.”
Smart, very smart.
Making it easy for members to do business with them is a
core value at Arkansas Federal Credit Union. So when the
24/7 access and simplicity provided by loanliner.com® was
optimized for smartphones, they were excited to offer this
new technology to their members.
With the power of loanliner.com on your members’ mobile
devices, you’ll be making the most of every lending opportunity. More
applications completed. More non-interest income for your credit union.
Find out more about how loanliner.com for smartphones can enhance
your member experience and your bottom line.
Contact your CUNA Mutual sales executive today at
800.356.2644 or visit www.cunamutual.com for details.
Jason Goodwin
Centralized Loan Underwriting Manager
Arkansas Federal Credit Union
Jacksonville, Arkansas
2011
10002567-0911 CUNA Mutual Group Proprietary and Confidential
Further Reproduction, Adaptation or Distribution Prohibited
© CUNA Mutual Group, 2011 All Rights Reserved

The Texas 12 - Cornerstone Credit Union League

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