Top-Level Takeaways

• Members want digital convenience for everyday banking but still seek human support for major financial decisions and problem-solving. Affinity Plus’s strategy centers on seamless service across all channels.
• The cooperative intentionally invests in underserved communities where branches, products, and financial guidance can fill meaningful gaps.
• Practical member needs, from self-service tools to financial education and subscription management, drive digital transformation.

Digital adoption is rising, but branches still matter. To win members over, Affinity Plus Federal Credit Union ($5.0B, St. Paul, MN) is building an experience strategy around both.

“We’re pushing hard to have this goal where anything you want to do in a branch or call in for, you can do digitally,” says CEO Dave Larson. “Yet members still like that they can go into the branch and talk to someone face to face about a problem or question.”

Data supports this idea, according to CFO Brian Volkmann.

“We did research last year as part of our strategic planning process,” he says. “It confirmed our approach of continuing to build branches.”

A Mission-Driven Expansion Strategy

Branches are still the largest driver of new memberships at Affinity Plus, with more than 65% joining in person. However, there’s a shift in member behavior. Volkmann describes members as increasingly self-sufficient. Increasingly, they are using branches less for everyday transactions and more for complex needs like fraud, first-time lending assistance, and financial advice.

“They’re coming in to talk about buying their first home, getting a car loan, or opening a new checking account,” the CFO says. “They want that personal service.”

Member behavior might be predictable, but when it comes to prioritizing where to put new locations, Larson describes Affinity Plus’ strategy as anything but.

“When it comes to what traditional data would tell you about where to put a location, we often don’t focus there,” he says. “We often go into communities that others are leaving.”

Larson says the credit union makes the decision to expand its branch footprint on a case-by-case basis, weighing whether each individual location makes sense from a credit union, member, and community point of view.

“We look at where we think we can have a bigger impact,” the CEO says. “And we want to go places with strong community pride.”

For example, Affinity Plus opened a branch in the small city of Hopkins, MN, in 2025. The city’s total population is less than 20,000; to date, more than 4,500 are credit union members.

“They are a very tight-knit community driven by small businesses,” Larson says. “Residents want to work with businesses that share similar values, and we have received a warm welcome since opening.”

Digital For Daily, Human When It’s Hard

Of course, branches are only one part of the member experience puzzle. It’s a digital age, and consumers overwhelmingly demand convenient, reliable service. That’s why Affinity Plus has also invested in its online banking capabilities.

As of April 2026, the cooperative’s digital banking platform logged 191,530 monthly active users — those who signed in at least one time during the month. That’s approximately 65% of its total membership, a rate that appears to be holding steady even as more members join.

“What’s just as encouraging is the depth of engagement,” Volkmann says.

Affinity Plus averages 21.37 sessions per active user per month. Mobile accounts for approximately 90% of all sessions. Younger members are especially active, with millennials and Gen Z representing roughly 60% of sessions. The credit union’s youth banking platform has also quadrupled its registered members in the past two years.

“Our members and potential members want digital for daily, but they want a human for when it’s hard,” Volkmann says.

To improve the member experience and help drive growth, the credit union converted its digital banking platform to Lumin Digital in January 2025.

“We were looking for a more up-to-date system that we could develop on and that had regular updates,” Volkmann says.

Within four months, the credit union completed more than 40 product improvements, including more than 10 in a single month.

“That cadence is a direct result of why we converted,” Volkmann says. “To be able to respond faster and, more importantly, to respond to what members are telling us.”

Features like better transfer tools and streamlined access for joint accounts came directly from member feedback. The new platform expanded self-service capabilities such card activation, card replacement, and travel notices. In the first eight months alone, members generated more than 20,000 loan payoff letters and completed more than 6,000 certificate maturity changes digitally.

The technology investment also allowed Affinity Plus to offer something it couldn’t before: a dedicated business digital banking experience.

“For the first time, our business members have a digital home with role-based access through authorized signers, sub-user entitlements, and self-service capabilities built specifically for how businesses operate,” Volkmann says.

Since the launch, business users have increased 6% to 10,756 business authorized signers and 580 sub users registered. The most used features include spending analysis, direct deposit letters, card management, and CD maturity changes.

A Long-Term Vision For Member Satisfaction

Affinity Plus’s approach to branching and digital banking is all about achieving channel parity.

“We talk about it as an industry, the friction around making banking easy,” Larson says. “Right now, there still are some things that require you to come in, so we’re talking a lot about how to ease or remove more of that friction.”

The CEO says he envisions a future where members may complete most transactions through a branch, contact center, or digital channel without receiving a different answer or experience.

“I want to get to where we can say to our members: ‘No matter how you want to bank with us, we can do everything for you,'” Larson says.

The moments that matter most to members are the human ones. Affinity Plus has built its strategy around that insight, and Gallup research confirms it: members who feel emotionally connected to their credit union stay longer, hold more products, and trust their institution as a financial advisor. The Member Engagement & Financial Wellbeing Consortium provides the tools to make those moments count at scale. Learn more.

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In an era defined by digital acceleration, it would be easy to assume that physical branches are becoming less relevant. Mobile apps are improving. Peer-to-peer payments are mainstream. We can even pay for Girl Scout cookies with a swipe or a tap, so who needs the drive-thru ATM?

Yet the latest nationwide consumer research from La Macchia Group reveals an important and often overlooked reality: physical presence still shapes trust. For credit unions in particular, branch networks reinforce credibility, stability, and long-term confidence. It turns out that even in the age of smartphones and smartwatches, people still appreciate knowing there is a real building somewhere with a real sign out front.

In January 2026, the market insights experts at La Macchia Group conducted a nationwide survey of more than 1,000 consumers to better understand perceptions of the branch’s role in an increasingly digital world. The findings challenge the vocal naysayers who proclaim the branch is dead and reinforce a clear conclusion: a strong physical branch network continues to build trust and credibility with today’s consumers. Apparently, rumors of the branch’s demise have been somewhat exaggerated.

The full research is available in the whitepaper, “Trust Still Has an Address: What Consumers Say About Branches In 2026.” What follows is a snapshot of the insights shaping branch strategy today.

Across generations, consumers consistently associate physical scale with institutional strength. When asked whether a financial institution appears more established and trustworthy if it has more branch locations, a clear majority agreed. What surprised our experts is that agreement was especially strong among younger and midlife consumers, groups often assumed to be fully digital-first. Even as these cohorts lead in digital adoption, they still connect brick-and-mortar presence with legitimacy. It turns out that a physical building still sends a powerful signal.

This matters because trust remains the foundation of the primary financial relationship. While consumers may experiment with fintech tools, digital wallets, and secondary accounts, most still concentrate their core banking relationship with a small number of institutions. Earning that “primary financial institution” status requires more than competitive rates or app functionality. It requires confidence that the organization will be there tomorrow, next year, and decades from now. After all, few people want their primary financial relationship to feel temporary.

When consumers do visit a branch, our data shows the primary driver is simple: it’s close to home. Service quality ranks second, followed by convenient hours and proximity to work or other errands. The branch is not an afterthought. It is intentionally chosen based on accessibility and experience. In other words, convenience still wins, and a good location can beat a great app.

Younger consumers demonstrate an interesting duality. They are the most active users of peer-to-peer platforms and digital-only services, yet they are also among the most decisive in their opinions about financial institutions. For them, a visible local presence reinforces that an institution is real, established, and invested in the community. Digital convenience may get their attention, but a physical presence helps earn their confidence.

Importantly, the data does not suggest consumers are rejecting digital banking. Many express openness to online-only institutions, and digital functionality is often cited as the reason some people visit branches less frequently. However, even among those who embrace digital services, a significant share still prefers to maintain a relationship with a traditional credit union that has physical locations. Digital may deliver efficiency, but branches deliver reassurance. And sometimes reassurance matters just as much as convenience.

For credit unions, these findings are particularly powerful. Credit unions compete on community connection, relationship depth, and trust. A well-placed branch network reinforces those strengths by increasing visibility, signaling permanence, and supporting the primary financial relationship that drives long-term growth. It is also a bonus if the branch is near coffee shops, grocery stores, and other everyday conveniences. (Even if we don’t have the data to prove it, our experts agree that financial planning and caffeine make a surprisingly effective combination.)

The data does not suggest a choice between digital and physical. Instead, it highlights an opportunity. Institutions that pair strong digital functionality with strategic physical presence are best positioned to earn trust across generations. In a marketplace crowded with apps and emerging fintech brands, branches remain more than transactional spaces. They are visible proof of commitment.

For credit unions looking to deepen member relationships and strengthen brand credibility, the takeaway is clear: physical presence still matters. In many cases, it matters more than institutions may think.

To explore this data and more, we invite you to download the full report, “Trust Still Has an Address: What Consumers Say About Branches in 2026.”

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When hurricanes rip through the Gulf, they leave behind disrupted lives and disconnected communities. In those moments, access matters as much as empathy. When disaster strikes, The New Orleans Firemen’s Federal Credit Union  ($275.0M, Metarie, LA) is ready to roll with a mobile branch that brings back banking to the front line of recovery.

The Problem

A dozen hurricanes have impacted Louisiana or made landfall there since the year 2000, according to NOAA data. FEMA’s National Risk Index classifies New Orleans and its environs as being at high risk for hurricanes and with high levels of social vulnerability, although the area also rates highly for resilience.

“As we observe the 20th anniversary of Hurricane Katrina, it’s not if it’s going to happen again, it’s when,” says James Hunter, the cooperative’s chief advocacy and culture officer. “When disaster hits, things shut down. People don’t have access to energy, to gas, to cash —  anything you take for granted, we don’t have anymore.”

As an institution serving low-income, underbanked, and overlooked communities, the credit union wanted a way to ensure it was accessible in the worst of circumstances.

The Solution

With storms an ever-present threat, the credit union used a CDFI grant to shore up its capital position, in turn creating the flexibility needed to free up approximately $170,000 for a mobile branch, says President & CEO Judy Delucca.

The result is a full-scale branch on wheels. Just one foot shy of a commercial truck, it includes a computer and ATM access, cash on hand, a generator, and more. It’s a way to serve communities that don’t have access to banking services due to storm damage or other factors.

“We’re trying to fill a void,” Hunter says. “We’d love to be able to mobilize anytime to reach communities. Cash is king in these times. If you don’t have cash, you don’t have anything.”

What’s Next

New Orleans Firemen’s isn’t waiting for disaster to strike; it’s got plans to fill accessibility gaps in other ways.

“This is probably the most downtime we’ve had for disasters in a long time,” Hunter says. “We haven’t had a chance to show it in its full form, but we’re looking at different ways to use it.”

For example, the credit union’s community advisory team has pinpointed accessibility as a major issue in the region, particularly in pockets of Louisiana and Mississippi where many people lack access to reliable vehicles or live in banking deserts. Hunter says the credit union is working to schedule times to take the mobile unit into those spaces.

Also on the table are potential partnerships with local farmers to provide a fresh-food initiative for community members who live in food deserts. New Orleans Firemen’s also is working with Feed The Second Line, which has hubs ready for when disaster strikes. The credit union is discussing how to partner with that local community agency to provide access to financial services when consumers need them most.

Of course, it doesn’t have to be a top-tier disaster to bring out the branch. Even something like power outages from thunderstorms are reason enough to spring into action, Hunter says. The credit union knows it can be anywhere within a given radius quickly and is trying to be thoughtful about how and when it deploys the branch.

“These are all creative ways we can use that vehicle as an opportunity to serve our community,” Hunter says.

And when the next big storm hits, New Orleans Firemen’s is ready.

“If you’ve ever seen on TV what happens after a hurricane, it doesn’t do it any kind of justice,” Hunter says. “We’re talking about big trees blocking roads, powerlines on the ground, nobody can get gas — it’s a cash-only environment. The fact that we’re now ready for those things and able to reach out to certain areas changes how we can be more impactful.”

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You can sum up member experience in just one word: Everything. Every single thing a member experiences working with your credit union adds up to member experience. The branch? That’s member experience. Mobile banking? That’s member experience. Your marketing? That’s member experience. The contact center? That’s member experience. You get the idea.

Consumers remember two types of experiences —  the great ones and the awful ones. You can sit back and provide an average, unmemorable member experience, or you can up your game with the kind of experience that builds trust, confidence, and an emotional connection with members.

That’s the kind of experience CreditUnions.com is digging into this week. Here’s what to watch for in the days ahead:

• Two hot takes from Callahan leadership on declining member growth and what credit unions can do about it.
• How Erling Amundson’s three decades outside the industry are reshaping Langley FCU’s approach to member experience.
• Three ways to up your MX game.
• The branching trends shaping a member experience revolution.

Now it’s your turn. What are you doing to build connections with the consumers who choose you? How have you improved MX in the past year? What lessons have you learned from missteps? Let us know, and we might feature your story CreditUnions.com.

Let’s get to work.

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The Credit Union Advantage

Credit unions have several unique advantages: trust, community connections, and a relationship-based model that fintechs can’t replicate. However, maintaining that advantage requires meeting members where they are, across digital, mobile, and in-branch channels, with consistent, relevant, and actionable offers.

Credit unions have several unique advantages: trust, community connections, and a relationship-based model that fintechs can’t replicate.

Following early days as a marketing agency, today, ASAPP Financial Technology is an example of a system partner that helps deliver technology solutions that support dozens of credit unions as they compete against direct-to-consumer fintechs. The bank.io OXP® | Omnichannel Experience Platform integrates account and loan origination, CRM, marketing automation, and digital engagement capabilities into a single integrated platform that enables credit unions to personalize every interaction, from the first click on a promotional email to the completion of a multilingual loan application in-branch.

Today’s member journey is nonlinear. A member might see a promotional email about a debt consolidation loan, click through to a personalized landing page, begin an application on a mobile device, and later complete the process with staff support in-branch or over-the-phone. Credit unions that succeed ensure all touchpoints, whether digital or in-person, offer a connected, seamless, and consistent experience.

Personalized engagement doesn’t have to mean manual effort. With the right partner, credit unions can deliver offers directly within online and mobile banking environments, based on real-time insights such as life stage, transaction patterns, or recent inquiries. These activities differentiate credit unions as members feel understood and supported, while the credit union deepens the relationship through timely and relevant outreach.

What Does Differentiation Feel Like

Located in the Greater Toronto Area, administering nearly $2 billion in assets, Tandia Financial Credit Union, a community-centric financial institution, has seen strong improvements in engagement and efficiency since adopting ASAPP Financial Technology’s integrated platform. Its teams leverage configurable email templates to personalize communications and automate follow-ups, while custom promotional pages make it easy to launch targeted campaigns for specific lending and deposit programs. These campaigns guide members from personalized digital offers directly to dedicated landing pages where they can learn more or start and complete an application in minutes.

Tandia has extended this concept to an even more engaged level of member experience by partnering with a regional periodontist firm to offer a specialized in-clinic lending program for complex dental procedures that allows customers to instantly apply for the necessary financing, gain approval, and become a new member without leaving the clinic.

By leveraging real-time origination capabilities, linked to new member onboarding workflows, the possibilities to support both business and retail members are endless. From micro-loans offered via a multilingual user experience at a neighbourhood community center, to iPad-based lending applications for window replacement and driveway resealing contractors, the options of how a credit union can aid its business members, build credit union membership, and deliver greater ROI have never been more attainable.

Relevant Member Experience Is The Differentiator

Many FinTech companies have gained market share by delivering products through digital channels, but credit unions can differentiate themselves by combining community proximity, exceptional member experience, and digital delivery capabilities. Supported by the right partner, credit unions are empowered to stay connected to members not just during major financial moments, but in everyday decisions.

In today’s competitive environment, staying top of mind isn’t about being the biggest or quickest, it’s about being the most relevant and personalized option for members, wherever they choose to connect. In less than four minutes, learn more about how you can futureproof your credit union.

Justin Hayes is the Client-Partner Success Manager for ASAPP Financial Technology Inc. Contact him at justin.hayes@asappbanking.com.

ASAPP Financial Technology provides Customer Experience Software that supports regulated financial institutions as they Originate, Onboard, Understand, and Grow their Member Relationships. The bank.io OXP ®| Omnichannel Experience Platform delivers feature sets that leverage experience gained over the past 25 years while delivering a solution that adapts to the needs of credit unions today.

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That shift isn’t happening in isolation. Industry research underscores how consumer expectations and behaviors are reshaping the role of physical locations and why branches still matter. The challenge — and opportunity — lies in rethinking what a branch can be. Data shows consumers still seek human touchpoints, even as digital dominates routine tasks.

CONSUMERS OF EVERY AGE LIKE SEEING BRANCHES IN THEIR NEIGHBORHOOD
FOR ACCENTURE GLOBAL BANKING CONSUMER STUDY RESPONDENTS
SOURCE: Accenture

Strategic Insights

• Consumers Rely On More Than One Provider: In the 2023 Accenture Global Banking Consumer Study, a full 59% of respondents acquired a financial product from a provider other than their primary bank.
• Multiple Products But Fewer Ties: North American consumers hold an average of seven financial products, but fewer than half — just 3.1 — come from their main institution.
• Digital For Simple, Branches For Complex: Although 63% prefer online banking for simple tasks like checking balances, most still visit branches for complicated issues, and two-thirds value having a branch nearby for stability and accessibility.
• Branch Closures Are Slowing: A 2024 Candascent white paper notes closures accelerated during the pandemic but have since slowed; Bank of America plans to open 165 new financial centers by 2026.
• The Opportunity For Credit Unions: Branches can evolve from transaction points to hubs for advice, education, and relationship building, reinforcing the cooperative’s unique role in its community.

How Are Credit Unions Elevating Branches?

• Deep in the heart of Southeastern Texas, DuGood Federal Credit Union($567.5M, Beaumont, TX) is opening a branch to help tomorrow’s tradespeople graduate on the right financial foot with products and services designed especially for them. Read more.
• When the closure of a mega bank branch on the campus of California State University, Northridge, created a gap in financial services, Premier America Credit Union($3.3B, Chatsworth, CA) stepped in with a new space and tailored solutions to tap into the university’s significant first-generation student population and improve financial inclusion for college students. Read more.
• At Tongass Federal Credit Union($228.6M, Ketchikan, AK), small-scale, tech-enabled branches serve far-flung communities with a cost-effective model that prioritizes accessibility. This approach ensures financial services remain within reach for members who need them the most. Read more.
• University Federal Credit Union’s ($4.2B, Austin, TX) mobile branch is breaking down barriers for underserved communities by providing convenient access to essential banking services, financial education, and trusted support right where people need it. Read more.
• When Redwood Credit Union ($9.5B, Santa Rosa, CA) partnered with a local catering company to operate cafes at two locations, the credit union put quality food at a good price in the hands of the public and employees alike, marrying financial and physical wellness in California’s wine country. Read more.

When Members Feel Cared For, They Stay. Gallup research shows emotionally engaged members stay longer, own more products, and contribute more business on high-value offerings. That kind of engagement doesn’t happen by accident — it happens by design. Callahan and Gallup equip credit unions to spark behavior change that improves member financial wellbeing and drives credit union sustainable growth. The next cohort is forming now. Learn more today.

The post The Member Experience Revolution appeared first on CreditUnions.com.

Oct. 20 marks the grand opening of the cooperative’s branch on the Lamar Institute of Technology (LIT) campus. The partnership, formally announced in July, has been in the works for more than a year. CEO Clint Wilson says it’s a long-term investment aimed at supporting the regional economy.

“Some of the world’s largest crude oil–to–gasoline refineries are located in Southeast Texas, between Houston and Baton Rouge, right where our credit union is,” he says. “Those refineries and industries rely on LIT to train the workforce here. That’s a vital part of this region, and we want to contribute to that success.”

Indeed, as college enrollment declines and student debt rises, communities are rethinking what it means to prepare young people for success. Technical training offers a powerful alternative — one that equips students with in-demand skills and connects them to well-paying jobs in industries that are vital to local economies.

There are 34.7 million trade workers in the United States. Credit unions that serve large memberships of non-college degree-holders can provide access to high-paying jobs and economic opportunities through technical training assistance.

What do people do when they can’t or don’t want to pursue a four-year college degree? Apprenticeships offer one way to build trades skills and expose workers to secure careers not likely to be disrupted by emerging technologies like AI, but opportunities in the United States are limited compared to other countries.

DuGood Gets “LIT”

Conversations between the credit union and college began when a DuGood member involved with the LIT Foundation introduced Wilson to LIT’s president, Sid Valentine.

“We immediately clicked and began discussing ways a credit union like DuGood and university like LIT could work together,” Wilson says.

Lamar Institute of Technology solicited competitive bids and evaluated multiple proposals for an on-campus branch. The school ultimately did select DuGood, and the RFP process helped the credit union hone its plan and determine the best way to serve LIT.

“I’d always had some ideas on how the credit union could serve LIT students, but I wasn’t sure what the actual needs or gaps were in the students’ finances,” Wilson says.

For now, the branch staff will include two to three full-time employees in addition to an interactive teller machine to handle all cash transactions.

“We’ll have tellers available to accept checks, open accounts, and print debit cards, but there won’t be a traditional cash vault or drawers,” Wilson says.

Products Designed With Students In Mind

DuGood did not want to simply establish a campus presence. It wanted to offer products and services that would make an impact, too.

For example, the credit union designed a 0% interest loan to help LIT graduates or soon-to-be graduates purchase essential career-related items such as tools, uniforms, or technology. “Power On” provides up to $1,500 to eligible borrowers, requires no minimum credit score, and offers a 12-month repayment term.

“The Power On loan is to make sure students have everything required to be as successful as possible on day one of their career,” Wilson says. “It’s a service we are well-positioned to offer, and we’re happy to do it.”

According to the CEO, anyone can take out the loan, but the credit union envisions it as an add-on for students who have already joined the credit union and are taking advantage of other services, including student checking and an LIT-branded debit card.

When it comes to checking and debit, the student account features fee-free services, no minimum balance requirement, and Scholarship Reward Points, a cash back-style perk that account holders earn with every purchase and redeem for college expenses.

“There aren’t any strict controls on exactly what they can use it for,” Wilson explains. “As long as they’re an active student and can show proof of enrollment, they can redeem those points for scholarship rewards.”

Financial Education As A Long-Term Investment

Student members can also earn Scholarship Reward Points for engaging in DuGood’s financial wellness resources either in person or through the online platform Enrich, which tracks each student’s use. For example, if a student completes a certain number of courses, they’ll earn bonus points on their debit card.

“That’s one way we can incentivize and reward them for completing financial education courses,” Wilson says. “If they attend an in-person seminar, we can give them bonus points for that, too.”

When students create a log in through Enrich, the system prompts them to complete an assessment to create a customized plan for their needs. Topics include budgeting, managing credit, and student loan repayment. The tool also includes gamification, which makes for a better user experience.

For now, DuGood will offer on-campus workshops once a semester and also plans to host an annual reality fair. That’s important because, according to Wilson, financial wellness is at the center of the credit union’s mission on LIT’s campus.

“There’s a lack  financial education in our society in general,” the CEO says. “The students going into LIT aren’t any different.”

What is different is that LIT offers mostly two-year and trade-oriented programs.

“A lot of these careers pay six figures or more in the first year out of school, and we want students to be as financially educated as possible so they can make smart decisions early in their careers,” Wilson says. “This means being ready to buy a home sooner, understand credit, and avoid common pitfalls that come with a sudden increase in income.”

Although scholarship points go toward debit card users, the resources are available to all students, whether they are members are not. That means smarter students across the board and higher impact for the credit union.

“Hopefully, a lot of students do join,” Wilson says. “Our role is to do good and to help people. The best way we can do that is by providing high-quality financial education coupled with high-quality, low-cost financial services. That’s what we’re there to do.”

DuGood’s investment in LIT is more than a branch opening; it’s a blueprint for how credit unions can support workforce development and economic inclusion. For cooperatives serving regions with large populations of non-degree holders, this model offers a compelling opportunity to meet members where they are and help them go further.

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As we enter the second half of the year, CreditUnions.com is revisiting some of our favorite stories from the first half of 2025 by highlighting stories centered on some of the industry’s top priorities.

A host of factors impact the bottom line beyond just loans and deposits. Financial strength that drives member impact and long-term success is especially important during periods of economic uncertainty. But credit unions have stepped up to the plate, fostering financial strength through a member-focused approach that emphasizes long-term stability, prudent risk management, and strategic growth. As cooperatives, their goal isn’t to maximize profits but to ensure sustainability and value for members. This allows credit unions to prioritize sound financial practices, including maintaining strong capital reserves, diversifying income streams, and adapting quickly to economic changes.

Whether it’s managing – and hopefully stopping – member attrition, understanding branching dynamics or positioning yourself for organic growth, credit unions across the country are developing innovative ways to grow and remain financially strong.

Here’s a look back at a few of our recent favorites.

How Data Drives Branching In Rhode Island

Navigant Credit Union ($4.0B, Smithfield, RI) uses analytics for branch mapping, location scouting, and more – moves that are paying off far faster than expected.

CEFCU Outsmarts Attrition With Analytics

Illinois-based CEFCU ($8.3B, Peoria, IL) has successfully combined data and thoughtful check-ins to improve member retention.

SF Fire Leans Into Its Legacy

While many credit unions are moving their branding and fields of membership away from their original sponsor groups, SF Fire ($1.6B, San Francisco, CA) is doubling down on its connection to the city’s firefighters.

Now it’s your turn. What has your credit union done so far this year to benefit the community? What special initiatives are in store for the second half of 2025? Drop us a line and let us know.

The post Best Of 2025 (So Far): Fostering Financially Strong Credit Unions appeared first on CreditUnions.com.

As we enter the second half of the year, CreditUnions.com is revisiting some of our favorite stories from the first half of 2025 by highlighting stories centered on some of the industry’s top priorities.

While banking and financial services are what credit unions do, financial wellbeing is who credit unions are – it’s a cornerstone of the entire industry. Cooperatives nationwide have long leaned into financial literacy, education, and wellbeing, but there’s no single way to accomplish the goal of supporting member financial wellbeing. Credit unions also take a proactive approach to reaching underserved populations, tailoring products to help members overcome barriers such as low credit scores, limited savings, or lack of access to traditional banking. By doing so, they promote inclusion and upward mobility.

From adapting branch networks to meet the needs of a far-flung membership, making it easier to save money, or simply understanding and living your mission, credit unions across the country are finding new ways to improve members’ financial lives. Here are a few recent examples of putting purpose into action.

Tiny Branches, Big Impact

Part-time “microbranches” in remote Alaska towns allow Tongass FCU ($222.4M, Ketchikan, AK) to serve members in communities where otherwise accessing financial services might require a boat or plane ride.

Saving Gets A Shortcut

Knoxville TVA Employees Credit Union ($4.7B, Knoxville, TN) is making it easier for members to set aside a little money for a rainy day. Initially intended for young adults, the program’s reach has grown – the average member age participating is now 40.

Embrace Your Inner Swiftie

Why has Taylor Swift garnered so much devotion? It’s not just about great songs. The pop icon stays true to her personal brand and uses it to cultivate authentic relationships. That’s something credit unions can learn a lot from.

Now it’s your turn. What has your credit union done so far this year to benefit the community? What special initiatives are in store for the second half of 2025? Drop us a line and let us know.

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