U.S. households love rewards programs. According to a 2025 survey by Deloitte, such programs not only drive loyalty and boost brand engagement but also increase perceived value, a sentiment shared by 80% of those polled.

Nuvision Federal Credit Union ($3.9B, Huntington Beach, CA) put a simple, cooperative spin on incentives with Added Advantage, a loyalty program the credit union rolled out in 2017.

“Many financial institutions reward individual products, like a checking account or loan, but we wanted a program that recognizes the overall relationship,” says Tom Sweet, senior vice president of marketing for the credit union. “The more business a member does with Nuvision, the higher their score. The higher their score, the higher their benefits.”

What Do Members Really Want?

Sweet says Added Advantage emerged from Nuvision’s broader effort to evolve from a product-focused model to a relationship-based member experience.

Once the idea took shape, the credit union spent roughly a year to plan, model, and test the program before bringing it to market. During that time, teams worked on design as well as operational processes to support the program across digital and branch channels.

“One of the biggest challenges was designing a system that balanced simplicity for members with meaningful incentives for deeper engagement,” Sweet says. “Another challenge was operational readiness, ensuring our systems and staff training were aligned before launching the program broadly.”

Although Sweet and his team created the program, he describes its development as a continuous, multi-department effort.

“Executive leadership supported the strategic vision of the concept, whereas front-line teams provided important feedback on what members value and how the program would work in day-to-day member interactions,” he says. “We wanted the program to be easy to understand while still accurately reflecting the strength of a member’s relationship with the credit union. That required thoughtful modeling around scoring, benefits, and long-term sustainability.”

Since its introduction, adoption has been strong and steady.

“Members appreciate that the program is free to join and that benefits are tied to everyday banking activities they are already doing,” Sweet says.

Simplicity With Meaningful Incentives

When members opt-in they receive an Added Advantage score, which increases as they use more Nuvision products or services.

“It is similar to a FICO score that provides better rates with higher scores,” Sweet explains. “The more a member banks with Nuvision, such as maintaining deposits or financing loans, the higher their score becomes.”

As the score increases, members unlock additional benefits, including lower loan rates, higher certificate interest rates, and cash-back incentives on loans.

The credit union combined digital communications and traditional marketing campaigns for the program’s rollout, although Sweet says support from branch and contact center teams is an essential part of the ongoing awareness strategy.

“Front-line employees were and continue to be key ambassadors for the program,” the SVP says. “They help members understand how the program works and identify opportunities to increase their score by expanding their relationship.”

Today, Nuvision measures success through a variety of key performance indicators, including enrollment and participation, growth in multi-product relationships, and deposit and loan balances.

“Ultimately, the most important measure is whether the program helps members deepen their relationship with Nuvision over time,” Sweet says.

As deposit and loan growth becomes more competitive, those deeper relationships can have a direct impact on balance sheets, not just member experience. For example, Nuvision’s asset growth accelerated notably in recent quarters to reach 18.48% in the fourth quarter of 2025. Meanwhile, loans grew 15.4%, more than double the 6.0% peer group average for credit unions of a similar size. Nuvision’s ability to sustain higher growth supports the idea that member engagement is strong.

Ditch The Gimmicks

Looking ahead, Sweet says Nuvision sees Added Advantage as a long-term platform rather than a static offer. It’s designed so the credit union can continuously enhance the program with new benefits and partnerships over time.

Nuvision Credit Union’s Added Advantage rewards program emphasizes relationship depth, encouraging members to build a broader connection with the credit union rather than rewarding individual transactions.

Added Advantage benefits at Nuvision FCU tie member engagement to higher certificate yields, loan discounts, and cash incentives.

“As member behavior and financial needs evolve, the program can adapt to ensure rewards remain relevant and valuable,” Sweet says.

For credit unions seeking a similar program for membership, the marketing leader says to start with the member relationship, not the reward.

“The most successful loyalty programs aren’t about points or gimmicks,” he says. “They’re about encouraging behaviors that strengthen the relationship between members and the credit union.”

It’s also important to invest in member education early, especially when communicating the financial value the program offers.

“If members can easily understand the program and see the impact on their financial lives, adoption and engagement will follow naturally,” Sweet says.

The post A Rewards Program That Relies On Relationships, Not Usage appeared first on CreditUnions.com.

That’s all good news for Ardent Credit Union ($871.7M, Philadelphia, PA). The Philly-area cooperative has had a partnership with Villanova University Athletics for the past four years and launched its Slam Dunk CD as a way to better leverage the partnership. The certificate, which savers can open with as little as $100, has a seven-month term and a base rate of 3.90% APY. When the Wildcats win a home game, the rate jumps to 4.25%. If they win the next home game, the rate stays steady; if they lose, the rate drops back to the base.

Thanks to Ardent’s association with the university’s athletics department, it has intellectual property rights to Villanova’s logo, which it uses to co-brand its marketing, but name, image, and licensing (NIL) agreements with Villanova players also have been crucial to the program’s success, says Alletta Emeno, chief marketing officer.

“Since the beginning of our contract, we’ve always tried to partner with a player from the team,” she says. “For the first three years of the agreement we were tied with Eric Dixon, who was the leading scorer in all of NCAA basketball at the of last season. [Editor’s note: Dixon now plays for the Memphis Hustle in the NBA G League]. He was a great partner and had a lot of name recognition.”

For this season, Ardent has partnered with Malachi Palmer, who helps promote the program on his social media channels and appears in ads the credit union filmed on the school’s basketball court.

“Folding in NIL has been huge,” Emeno says. “Student-athlete ambassadors bring us a different, younger crowed, which has been a big deal. It also allows us to break through the concept of what a credit union is.”

Don’t stop here. Callahan’s Playbook For NIL Success offers guidance on entering into NIL deals, how to recognize and manage risks, discussion questions and interactive activities, and more. Callahan clients can read it today in the Callahan Client Portal.

FanDuel’s Got Nothin’ On This

Along with social media promotions, the credit union also runs ads on TV during Villanova men’s basketball games and has a table at several home games to conduct in-person outreach.

The majority of those who take advantage of the offer are not students, Emeno says, although once students understand how the CD works, they like the concept.

“People appreciate the gamification of it, and we have a low barrier to entry,” the CMO says. “If a student wanted to put $100 in, it’s probably better than betting it on FanDuel.”

If not students, who? Approximately 90% of those who open a Slam Dunk CD are existing members; however, the credit union requires at least half of the CD must be new money. For those who join because of the CD offer, the credit union does a variety of outreach to ensure new members understand all that comes from being a member. That includes not just banking services, says Emeno, but even options like a free auto-buying concierge service.

The credit union’s chartering SEG was the pharmaceutical company GlaxoSmithKline, so it tends to have a more wealthy, sophisticated membership, Emeno says. Those savers often shop around for the best deposit rates, and the Slam Dunk CD is one way to encourage them to keep their deposits with Ardent.

Although Emeno cannot provide a number for how much money the certificate has brought in, she says it’s been a helpful liquidity driver. After a period of decline, share growth at Ardent has largely been on the rise since the second half of 2023, increasing from negative numbers to 6.26% at the end of 2025.

Villanova’s success on the court also helps drive adoption. With a new coach and a lot of turnover on the team, Emeno says it was unclear at the start of the season how the Wildcats would do —  and, by extension, the CD.

“This season has been a bit of a bell curve for Slam Dunk CD openings,” Emeno says. “Almost the entire team is new. There’s a new coach. People weren’t sure what to expect.”

From a performance standpoint, demand for the CD started slowly this season, but improved along with the team.

“Into December, it became clear they were going to be OK,” Emeno says. “And we did pretty well through January.”

Lessons Learned

One of the most significant lessons learned from the Slam Dunk CD is the importance of simplicity. During the program’s first year, the rate was additive, increasing each time the team won. The base rate was the same for everyone, but those who opened their accounts later in the season had fewer opportunities for their rate to increase. That not only created issues internally but also made the CD a tougher sell. Simplicity around the rate is crucial to piquing fans’ attention, Emeno says.

“The base rate needs to be competitive because that’s what people are looking at,” the CMO says. “They’re thinking with the worst-case scenario they’re going to get a competitive rate. It’s not necessarily the highest rate they could get, but it is very competitive. With the bonus rate, we’re sitting at the top of what’s available now.”

Plus, she adds, having a “3” in the base rate and a “4” in the bonus clearly signals at even a glance that there’s a real differential on the return if the team does well.

“We’re not the largest credit union in our area, so that partnership with Villanova gives us a little bit of gravitas because we’re associated with an athletic program that is the premier program in this area,” Emeno says. “Using that in our marketing campaigns has been huge for brand awareness.”

The takeaway for other credit unions, she adds, is to lean into partnerships that resonate with members, regardless of the institution’s size.

“We’re in a unique situation because we have affluent members,” she says. “We have to make sure we are competitive for our members. Then when we do something a little different like this, it enables us to attract even more members because we’re offering something that’s unique and tied to something they know, even if they haven’t heard of us.”

The post At Ardent Credit Union, Deposits Are A ‘Slam Dunk’ appeared first on CreditUnions.com.

Your credit union’s primary job is clear: taking care of your people. That might mean members or employees or even your community, but every credit union has that central focus.

But what comes after that? It’s simpler than you might think.

If your credit union’s not growing, you can’t fulfill job No. 1. Growth is the vehicle that provides members with affordable financial services and meaningful consultations throughout their lives. Of course, growth doesn’t just happen on its own —  it takes a well-crafted strategy backed by careful execution to ensure that happens. And that work is nearly always tied to marketing.

CreditUnions.com is all about growth and marketing this week, with a focus on case studies of tested tactics that have made an impact at cooperatives across the country. In the days ahead, keep your eyes peeled for:

• How Villanova men’s basketball is helping boost deposit volumes at Ardent Credit Union.
• Why storytelling is a crucial component to growth at the nation’s largest credit union, which is on a path to hit $200 billion in assets.
• How storytelling is also fueling growth in the Upper Midwest, where authentic member narratives are strengthening brand and showing what “positive impact” looks like in action at Lake Trust.
• The two-pronged approach that helped Georgia United turn the tide on troubling membership growth.
• How a new senior leadership team at Verve retooled the credit union’s approach to organic growth.
• BONUS: How the marketing teams at 3Rivers FCU and Leaders Credit Union organize for impact; the two teams couldn’t be more different, but they share a common goal.

Now it’s your turn. What is your credit union doing to fuel growth? What role does marketing play in that work? Drop us a line, and we might feature your story on CreditUnions.com.

Lastly, many of us will be gathering in Washington this week for the annual Governmental Affairs Conference from America’s Credit Unions. For those who can’t make it, we’ll have recaps from the event on CreditUnions.com. If you are there, be sure to stop by booth 918 to say hello to those repping Callahan & Associates.

The post What’s Job No. 2? appeared first on CreditUnions.com.

How did all of this play out in the fourth quarter? Watch Callahan’s quarterly Trendwatch webinar to find out. For now, here are a few highlights.

Takeaway 1: Loan Activity Is Picking Up

YEAR-TO-DATE LOAN ORIGINATIONS
FOR U.S. CREDIT UNIONS
SOURCE: Callahan & Associates

• Loan-origination activity is accelerating faster than balances, a sign that rate cuts are encouraging would-be borrowers to get off the sidelines. The 22.95% jump in first-mortgage originations (along with other real estate originations rising 15.46%) indicates borrower engagement is returning even before balances fully reflect it. This pattern typically appears when consumers anticipate lower rates ahead and begin acting on pent‑up demand.
• HELOC balances rising 15.99% and commercial loans up 11.59% signals that borrowers are selectively re‑leveraging where they see value or necessity. While some loan categories are growing, auto remains stagnant, underscoring how that segment remains rate‑sensitive and price‑constrained.

Takeaway 2: Members Are Prioritizing Liquidity

12-MONTH GROWTH IN SHARE SEGMENTS
FOR U.S. CREDIT UNIONS
SOURCE: Callahan & Associates

• Share certificates are losing momentum and may unwind rapidly in 2026. Despite 6.71% growth, certificates are weakening as falling rates and tighter household budgets reduce appetite for termed commitments. With 83.3% of certificates maturing within a year, credit unions face a potential remixing event in 2026 that could pressure funding costs and liquidity planning if members continue favoring short‑term options.
• Money market accounts (up 9.01%) and share drafts (up 7.83%) are capturing the bulk of new deposits, reflecting households’ desire for flexibility amid economic uncertainty. This shift also suggests that consumers are keeping cash accessible as they wait for clearer signals on rates, inflation, and employment.

Trendwatch 4Q25. Explore fourth quarter performance trends and learn about their impact on the industry today with Callahan & Associates. Callahan hosts and industry guest presenters highlight where credit unions are excelling, where challenges are emerging, and how peers are responding. Don’t wait to gain key benchmarks, strategic takeaways, and insights to navigate 2026, watch Callahan’s quarterly Trendwatch webinar.

Takeaway 3: Margins Might Be Nearing A Turning Point

OPERATING EXPENSE RATIO VS NET INTEREST MARGIN
FOR U.S. CREDIT UNIONS
SOURCE: Callahan & Associates

• • With interest rate cuts already underway, the industry is likely approaching the top of the margin cycle. Assuming rates drift lower in 2026, asset yields should begin to compress, though deposit costs may remain sticky, especially if liquidity preferences persist. The next year will test how well credit unions have positioned themselves for a cooling margin environment.
  • Net income is rebounding sharply as margins stabilize at elevated levels. A projected 31.60% increase in net income — after a decline last year — highlights how effectively credit unions have capitalized on higher loan yields throughout 2025. With ROA at 0.79% and NIM holding near 3.40%, the industry is enjoying a rare window where funding costs and operating expenses have plateaued, allowing more revenue to flow directly to the bottom line.

Takeaway 4: Softer Membership Growth Could Preview Bigger Challenges

ANNUAL MEMBERSHIP GROWTH
FOR U.S. CREDIT UNIONS
SOURCE: Callahan & Associates

• Industrywide, growth has slowed to 2.01%, down from year end 2024, indicating credit unions are struggling to attract new members at the pace needed to sustain long term expansion. This deceleration raises questions about competitive positioning, digital acquisition strategies, and the industry’s ability to appeal to younger demographics.
• Slower member growth may limit future balance sheet momentum. To overcome this, credit unions may need to lean more heavily on deepening existing relationships rather than relying on new member inflows.

Takeaway 5: Asset Quality Is Still Troubling

ASSET QUALITY RATIO
FOR U.S. CREDIT UNIONS
SOURCE: Callahan & Associates

• Delinquency has reached its highest level since 2013, signaling mounting household financial stress. Overall delinquency stands at 1.02%, a decade high threshold, reflecting the cumulative strain of inflation, high borrowing costs, and stagnant wage growth.
• Revolving credit is emerging as the pressure point, with credit card losses climbing. Credit card delinquency at 2.15% and net charge offs at 4.99% show that unsecured credit is absorbing the brunt of financial stress. Even with rate relief on the horizon, the data indicates that many households are already operating at the edge of their financial capacity.

Let’s Review Your Credit Union Performance Data Together. Join a Callahan advisor for a complimentary 1:1 session to analyze your performance reports. We’ll benchmark your credit union against two to three peer groups of your choice and provide a detailed report of our findings at the end of the session to help your team make informed strategic decisions. Request your free session today.

The post 5 Takeaways From Trendwatch 4Q25 appeared first on CreditUnions.com.

A majority of Americans need all the help they can get in the regard. In its Emergency Savings Report, Bankrate reports as of December 2025, fewer than one-quarter, 24%, of Americans had emergency savings and only 19% could cover three months or more of expenses. A separate study last year found the median amount of savings across most demographics was just $500.

MEDIAN SAVINGS BY GENERATION
FOR SAMPLE SIZE | DATA AS OF 06.30.25
SOURCE: EMPOWER/THE CURRENCY

“It’s well known in our industry that most Americans don’t have $500 saved for an emergency,” says Brandalynn Winchester-Middlebrook, executive vice president and chief people and purpose officer at Lake Trust Credit Union. “Recognizing that’s something our team might not have, we wanted to support them in their journey to prepare for a future emergency with the confidence that if something arose, they’d have funds set aside.”

In response, the credit union designed an emergency savings program to help employees build $500 in savings during 2025. For every dollar employees set aside in a savings account, Lake Trust made a dollar-for-dollar match up to $250.

The credit union also included a handful of stipulations to protect the FI and its employees:

• Staffers had to open a Team Member Emergency Savings Account, which Lake Trust created specifically for this purpose.
• Employees had to make eight payments via payroll direct deposit.
• Employees could withdrawal funds throughout the year if necessary, but accounts with more than one withdrawal were ineligible for the $250 match.
• The credit union would not match balances until after Dec. 31, 2025.

The last stipulation especially demonstrates how thoughtfully the credit union thought through the account.

“We didn’t want to get to the end of the year and have it be like a Christmas Club account where people withdraw it  to do their holiday shopping,” Winchester-Middlebrook says. “We made a point of having the match period happen after the end of the year.”

Starting A Savings Habit

The direct deposit requirement was another element crucial to the success of the program.

“We thought if we could get team members to take the savings out of their paycheck directly and deposit it, over time they’d become more comfortable with having that money come out,” Winchester-Middlebrook says. “They wouldn’t notice it, as opposed to getting their pay and having to turn around to make a deposit.”

That design takes into account behavioral economics and the understanding that people prefer pre-set options and maintaining the status quo, she adds. If employees could get into the habit of saving, they were unlikely to drop that habit unless absolutely necessary.

Buy-in across the credit union was essential, too. Rather than HR solely leading the charge, Winchester-Middlebrook notes that Lake Trust’s leadership team worked collaboratively to develop the program.

“Our leadership team works together on our wellbeing journey with our team and decided this was the next stake in the ground we wanted to place,” she says.

The initiative did not require board approval, in part because it feeds into the credit union’s broader mission of financial wellness.

Staffers were excited when Lake Trust rolled out the program as part of its annual business plan, Winchester-Middlebrook says, adding that the credit union promoted the program through high-level communication, a page on the credit union’s intranet, an FAQ, and more. Senior leaders conducted huddles with every manager in the organization to ensure they understood how to present the program to their team, and managers were encouraged to walk their teams through the online account-opening process so there was no confusion about how to get started. Many even challenged their employees to set up the accounts together.

An online calculator also helped team members determine how long it would take to reach certain savings goals and how the credit union’s match could help them meet their goals.

Crucially, the credit union provided financial wellbeing and financial wellness educational sessions throughout the year. Those courses covered not only savings but also debt reduction, investing for the future, and more.

Lessons Learned

All told, employees opened 338 accounts and 290 received a match; the remainder were disqualified based on the number of withdrawals throughout the year. Of the 290 who received matching funds, a full 276 — approximately 58% of all employees — received the full amount, says Winchester-Middlebrook. At the conclusion of the program, the credit union paid out approximately $72,000 in matching funds, and employees built up a savings of $277,323, including funds from the credit union.

Lake Trust plans to continue offering the program in some way, although it won’t be an exact replica of the 2025 edition. Winchester-Middlebrook says one possibility is a high-yield account to help boost savings even more.

After all, helping employees build a savings discipline is a lifelong benefit that extends far beyond the credit union’s walls, a sentiment echoed in program participant feedback.

“I wanted to remain anonymous, but I also wanted to share how much I appreciated the Emergency Savings Program,” one employee wrote. “I have always tried to save but never been successful because I withdraw and then I keep taking from it. The calculator and stipulations helped me immensely. Thank you sincerely, this has truly benefitted me financially.”

Winchester-Middlebrook says if she had it all to do again, she wouldn’t make it easier —  she’d advise more communication and guidance to ensure everyone understood the details and the benefits of the offer.

“You could say, ‘Make it simple, don’t have any restrictions,’” she adds. “But some of those restrictions ended up leading to the outcomes that were desired.”

The most valuable lesson involved how to think creatively about improving the lives of those who help members first-hand every day.

“These are the folks working with our members every day trying to improve our members’ financial wellbeing,” Winchester-Middlebrook says. “We want their wellbeing to be at the highest possible level. That helps them feel more comfortable and confident working with our members, as well.”

The post A Small Match Builds Big Emergency Savings At Lake Trust appeared first on CreditUnions.com.

2025 was a whirlwind year, but from a balance sheet perspective, it could’ve been a whole lot worse.

That’s the consensus from a variety of credit union leaders who braved a year of economic anxiety and come out intact on the other side. The task ahead? Maintain that momentum as they head into another year of uncertainty.

“I feel like there’s more certainty this year compared to [at the end of 2024],” says Seth Rudd, chief financial officer at Leaders Credit Union ($1.3B, Jackson, TN). “Saying that, the way we approach every year, regardless of what’s going on, is we’re going to reach our goals. We take economic indicators into account, but for the most part we know what we need to accomplish next year.”

Lending Landscape

Leaders isn’t expecting any major balance sheet changes in the year ahead. Rudd says he believes it’s unlikely mortgage business will pick up significantly, but he expects another strong year. He also expects auto lending rates to remain steady. Although he bases his prognostication on rate forecasts for the Fed, local forecasting also plays a major role.

“We mostly pay attention to our local market and what we’re seeing,” he says. “We’re not seeing bankruptcies increase significantly. It’s in line with where we’ve been the past 12 to 24 months.”

Rudd says Leaders intends to stay “laser-focused” on its current product mix, blending 65% auto lending with 25% real estate and consumer lending rounding out the remainder.

“We’re committed to our model,” the CFO says. “We don’t expect a change.”

EFCU Financial ($1.2B, Baton Rouge, LA) is taking a similarly optimistic approach, understanding that it could need to pivot quickly if things go south.

“We’re positioned to handle any economic uncertainty within reason,” says Tom Kuslikis, president and CEO. “If there’s something catastrophic, we’d feel pain because of that. Now that we’re going into a declining rate environment, we’ll be keeping a close eye on our expenses and managing appropriately.”

More than 40% of EFCU’s loan portfolio is auto loans, which Kuslikis says still has room to reprice. Margins have increased a lot and financials are strong, and with a lower rate environment expected in 2026, it’s likely the credit union will begin to see some margin compression, he says.

If rates go down as expected, notes William Hunt, director of industry analytics at Callahan & Associates, it could spark mortgage activity as purchase activity picks up from consumers looking for cheaper housing options.

At Leaders, third quarter credit card growth stood at 11.49%, about half of where it was three years ago, and Rudd says delinquencies and charge-offs are picking up in lower credit tiers.

That’s in line with the K-shaped recovery many Americans have been feeling but also reflects a resilient consumer, Hunt says.

“People are still spending,” the Callahan analyst adds. “Unemployment hasn’t shot up as a whole, so most industries aren’t doing mass layoffs, even if there are some struggles. This is definitely generalized — there are pockets that are feeling that.”

Combining Forces

Ent Credit Union ($9.7B. Colorado Springs, CO) has purposefully controlled growth the past few years to stay under $10 billion in assets and avoid the additional costs and regulatory issues that come with crossing that threshold. Its merger with Wings Financial Credit Union ($9.4B, Apple Valley, MN) will send it well past that line.

“We’ve not been able to flex from a growth and balance sheet-management perspective,” says Dan Leclerc, chief financial officer at Ent. “We’re going to be in good shape with these two credit unions coming together.”

That “flex” includes a more strategic approach to deposit acquisition while getting more aggressive around loan origination. Ent has historically focused on mortgages and consumer lending, whereas Wings has excelled at commercial deals — a market that grew by more than 35% across the industry between the third quarters of 2024 and 2025, according to analysis from Callahan & Associates. That combination, Leclerc says, sets the stage for a big year.

His forecast for 2026 includes 5% deposit growth and 7% loan growth. The former will come from marketing deposits more aggressively and entering new markets in both Colorado and Minnesota.

“We’re opening six to eight new branches next year, front-loaded to the beginning of the year,” Leclerc says. “That always comes with promotional marketing, and we always get a bit of a [deposit] bump from new branches.”

Headcounts, Deposit Management, And More

Across the industry, delinquency rates have followed seasonal swings but are largely improved form one year ago. Leaders’ Rudd says he expects charge-offs to rise slightly in 2026 but doesn’t expect significant changes.

Conversely, EFCU anticipates setting aside less for credit losses in 2026, thanks in part to a well-insulated market that continues to produce strong job growth — Baton Rouge is home to a robust oil and natural gas sector.

Kuslikis adds that the need for investments — particularly those related to technology — isn’t going to slow down, but one area where the credit union has a bit more control is staffing. EFCU’s total headcount has gone up 37% in the past five years to more than 140 employees. The credit union has no plans to reduce that, but it is slowing the velocity at which it’s adding team members, which Kuslikis says will help with managing rising salary and benefits costs.

The CEO also expects the deposit mix at EFCU to shift further away from high-rate long-term CDs to lower non-maturity shares. That should help keep margins stable in an uncertain economy as the credit union works to manage expenses and cost of funds.

Post-merger, Ent plans to continue its strategy of being “in the ballpark” for CD rates, since that has proven to be a stable funding source, Leclerc says. Although money market accounts might not grow, Leclerc expects to see that funding stick around, in part because Ent largely hasn’t repriced those accounts. And there’s always the possibility there could be some attrition from money markets to CDs.

Flexibility Is Key

So did Americans dodge an economic bullet in 2025, or will the other shoe drop?

“I’d be lying if I said I knew the answer,” says Callahan’s Hunt. But he does concede that, for now, there are no alarm bells going off.

“The optimistic perspective is that the resiliency of the past year has put credit unions in a pretty strong position from a capital and earnings standpoint to give themselves a rainy day fund,” the analyst adds. “There’s some cushion there to help if things get worse or to invest in growth if things turn around. They have flexibility for whichever way it goes.”

Leaders’ Rudd offered a different mantra: “Have your plan, stick to your plan, and if the world changes significantly, change your plan.”

Take A Closer Look. Learn what performance trends are pushing the industry forward and see where credit unions stand heading into 2026. Check out Callahan & Associates’ Trendwatch webinar on-demand for insights and expert analysis. Watch today.

The post Credit Union Finance Leaders Saddle Up For 2026 appeared first on CreditUnions.com.

Callahan clients can access the full version of this article right now on the client portal. Read it today.

For the first time in more than two years, credit unions reported a slight acceleration in annual member growth to the tune of 2.0% year-over-year. Although credit unions welcome new members every day, the rate at which these members have joined has been slowing — until now.

Credit unions reported a gain of 2.7 million net new members from the third quarter of 2024 to the third quarter of 2025. What’s more, they’ve added 920,402 members in the past three months alone, nearly twice the number gained during the second quarter of 2025.

Relationships Support Membership Growth

Core membership often starts on the deposit side, where helping members safeguard their assets is a positive first step toward building a trusting financial relationship.

Reflecting this trust, annual share growth at credit unions is slightly higher than the national personal savings rate, indicating that members are depositing their excess funds with credit unions at a slightly higher rate than at other financial institutions. Of note, bank customers are slightly more likely to invest funds in the stock market or other securities, whereas credit union members are more apt to build a savings-account-based nest egg. Still, this is a strong sign for credit union-member relationships.

CORE DEPOSIT GROWTH VS. SHARE CERTIFICATE GROWTH
FOR U.S. CREDIT UNIONS
SOURCE: CALLAHAN & ASSOCIATES

In addition to attracting members through deposits, credit unions are also welcoming members through lending, especially via real estate loans as new refinancing opportunities from late-year rate cuts renew member interest in credit union offerings. Notable, however, is that a rise in both HELOCs and credit card balances could indicate members are struggling and turning to credit unions for help.

At a time when the K-shaped economy overwhelmingly benefits high-wealth households, credit union membership growth suggests a renewed trust in institutions that prioritize people, purpose, and community. This is credit unions’ time to shine.

Ready To Read The Full Story? Callahan clients may access this exclusive content within the client portal. Read more about core deposits, then dive deeper into what increased membership means for the lending portfolio. Not yet a client but looking for expert insights to help you adapt to change, develop your organization’s leaders, and stay at the forefront of industry trends? Connect with our team to learn more.

The post Members Are On The Move. Credit Unions Are Here For Them. appeared first on CreditUnions.com.

As consumers navigate these record-breaking holiday costs, credit unions across the country are stepping in to make a meaningful impact through creative financial solutions, philanthropic efforts, and community programs. Check out the standout efforts below.

Collaboration Makes For Meaningful Impact

Every year, a cohort of Oklahoma credit unions joins forces with a different local nonprofit to make a positive impact on the Oklahoma communities they serve. This November, 10 credit unions teamed up with Rebuilding Together OKC to make home repairs for a low-income senior and veteran.

Sarah Flanagan, manager of The WEOKIE Foundation, says the collaboration has been the highlight of her year.

“My favorite part of this experience was walking up to the home and seeing volunteers proudly wearing their credit union shirts working side by side to make a difference in this individual’s life,” she says.

Forty-two volunteers contributed a combined 121 hours across the day, making repairs to the home’s siding, floors, countertops, and more.

In a local news segment, homeowner Kent Murphy shared his home had been in his family since his grandparents.

In Minnesota, a day of service launched in 2013 by Affinity Plus Federal Credit Union ($4.4B, St. Paul, MN) has since blossomed into a multi-state initiative. Today, the Minnesota Credit Union Network (MNCUN) sponsors the initiative under the CU Forward Day banner.

Andrea Molnau serves as the director of public engagement and strategic initiatives for the MNCUN. She says the sizable impact that comes from dozens of credit unions working in tandem demonstrates how the industry can amplify its power to make a difference.

“It feels good to put some good in the world,” Molnau says. “That’s part of the attraction of the day.”

MNCUN has packaged the program and made it available to other states, with Illinois, Michigan, Wisconsin, Pennsylvania, Maine, and others now also carrying the mantle. The toolkit includes information on the day itself, how to promote it to credit unions, how to organize around it, what data to collect, sample media materials, and more.

Read more about this multi-state day-of-caring initiative in “There’s Nothing Random About These Acts Of Kindness.”

Seasonal Solutions Ease The Strain

Credit unions are also stepping up ahead of the holidays with limited-time promotions and relief programs.

First Choice Credit Union ($77.1M, New Castle, PA) is offering eligible members the opportunity to skip a personal or auto loan payment through Jan. 30, 2026. Sierra Pacific Federal Credit Union ($176M, Reno, NV) is running a similar promotion through the end of the year on any one qualifying loan payment.

Holiday loans are another popular tool to ease the financial burden of this time of year. AmeriCU Credit Union ($2.8B, Rome, NY) recently announced a holiday loan program that provides up to $5,000 on an unsecured personal loan with rates as low as 5.75% APR.

Other credit unions mix and match multiple seasonal offerings. CPM Federal Credit Union’s ($673.2M, North Charleston, SC) “Holiday Happenings” include a holiday loan special, a skip-a-pay option, and a community-giving campaign.

Credit unions aren’t reserving innovative and impactful products solely for the holidays, though.

Earlier this year, First Alliance Credit Union ($284.4M, Rochester, MN) launched a savings certificate designed for depositors who want their money to not only earn interest but also actively support community-impact lending. The minimum deposit for the Impact CD is $100,000 and term options include five-, seven- and 10-year certificates with APYs ranging from 2.0% to 3.0% (although rates might change). Importantly, the credit union earmarks funds raised through these deposits for things like low-income mortgages and vehicle loans, small-business growth, under-banked or non-traditional credit profiles, and others seeking a “financial fresh start.”

“I’ve always said I see us not as a financial institution but as a community development institution that happens to offer financial services,” says CEO Brent Rempe.

Read more about turning private prosperity into shared possibility in “First Alliance Debuts Mission-Driven Deposits.”

Foundations Fuel Community Giving

Credit union foundations play an invaluable role in the industry, and the season of giving naturally keeps many executive directors and their teams extra busy.

In Utah, the Mountain America Foundation solicited public involvement in this year’s Giving Tuesday campaign. The foundation will award $1,000 grants to 28 nonprofits, with organizations selected through community voting that took place from Oct. 20 to Nov. 14.

“By voting, our members, employees, and the public, can help strengthen organizations that are making meaningful contributions in our communities,” says Suzanne Oliver, executive director of the Mountain America Foundation. “We are eager to see where the $28,000 in funding will go. Together, we can uplift lives and build brighter futures.”

Read more about Mountain America’s foundation work in “From Foster Care To Financial Wellness.”

In Louisville, KY, the Park Community Foundation’s Pathways to Prosperity grants fund projects backing education, financial wellbeing, and community. Since 2019, the foundation has contributed more than $580,000 to local causes that support these three areas of impact. The 10 nonprofits selected as grant winners for 2025 will receive $97,960 in total, with winners announced on Nov. 21.

“These organizations are small, grassroots nonprofits that are making a difference and changing lives in Kentucky and Southern Indiana,” says Shannon Kisselbaugh, executive director of the foundation.

Read more about how Park Community reimagines local philanthropy “How A Credit Union Foundation Builds Equity And Access.”

Real People. Real Impact. Real Credit Unions. Credit Unions are making a meaningful impact in their members’ lives, from gestures big and small. For proof, check out The Member Story Project on CreditUnions.com. Don’t forget to submit your own!

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Agentic capabilities are beginning to change that dynamic. Consumers now have greater visibility into real-time financial opportunities, and new technologies are reducing the friction associated with moving money, refinancing loans, or rebalancing assets. Instead of expecting customers to take manual steps, institutions will soon be operating in an environment where financial decisions are initiated continuously, based on pre-defined goals, market conditions, and intelligent recommendations.

This doesn’t mean finances will be managed autonomously overnight. But the shift toward proactive optimization signals the start of a new competitive era: one where value is captured in real time and loyalty must be continually earned through responsiveness, transparency, and tangible financial benefit.

Deposit Fluidity And The End Of “Sticky” Funding

Historically, deposits have been stable because moving money is inconvenient. Even when consumers know higher yields are available elsewhere, the hassle of account transfers often outweighs potential gains. This behavioral inertia supports low-cost funding and cushions margin volatility.

AI-powered optimization tools are beginning to test that stability. A consumer could set basic rules, maintain FDIC insurance, minimize fees, and maximize yield on balances above a threshold, and an intelligent system could identify better options or recommend transfers automatically.

For banks and credit unions, this means deposit premiums tied to customer passivity are disappearing. Net interest margins will face renewed pressure, and funding stability will depend on how quickly institutions can reprice, communicate, and integrate with digital tools that customers already use. Agility, both technical and operational, becomes a core risk-management capability.

Loan Retention And The Acceleration Of Refinance Cycles

Similar forces will reshape lending portfolios. Today, borrowers often delay refinancing because tracking rates and reapplying takes effort. Many continue paying above-market interest for months after a better option appears.

AI agents will again redefine this process. Acting under borrower-defined rules, they will continuously evaluate rate trends, closing costs, and tax implications and trigger refinance applications the moment savings surpass a specified threshold.

This automation benefits consumers by capturing value more quickly, but it also compresses lenders’ ability to retain loans through inattention. Retention will depend on how fast a lender can process, price, and approve refinances relative to its competitors’ digital infrastructure. Institutions capable of handling automated refi requests seamlessly will protect relationships and extend customer lifetime value. Those relying on manual workflows will experience accelerated runoff.

The winners will treat automation not as a threat but as a loyalty mechanism, using the same agentic logic to proactively offer optimized products before customers’ own systems move elsewhere.

Integration Becomes The New Competitive Moat

As AI agents gain access to multi-institution data, consumers will favor providers that connect effortlessly to their financial ecosystems. Traditional loyalty drivers — such as proximity, brand familiarity, and branch service — will give way to API accessibility, data quality, and real-time responsiveness.

Institutions with open, secure integration layers will attract deposits and lending volume from competitors constrained by legacy infrastructure. A smaller regional bank with well-designed interfaces could outperform larger incumbents if it enables faster, cleaner agent transactions. Conversely, any friction — including manual approvals, incomplete data feeds, and inconsistent authentication — will divert flows elsewhere.

This shift also levels the competitive field. When financial relationships are governed by automation, size matters less than technical compatibility. In effect, banking becomes a networked software contest where performance is measured in milliseconds and uptime, not square footage or advertising spend.

Strategically, this means investing in modular systems, standardized APIs, and intelligent compliance frameworks that allow for continuous, automated engagement without increasing operational risk.

Strategic Imperatives For The Agent Economy

As agentic AI gains adoption, the line between customer and system will blur. Financial institutions must adapt on several fronts:

1. Architect For Continuous Execution — Build systems that originate, underwrite, and service in near real-time. Lagging approval or funding processes will create instant attrition.
2. Reassess Profit Levers — Margin compression from fluid deposits and automated refinancing will require new fee structures, precision pricing, and deeper cross-product integration.
3. Prioritize Data Interoperability — Institutions must treat connectivity as a product. APIs and data standards become revenue enablers, not back-office considerations.
4. Strengthen Risk And Liquidity Management — Faster asset movement increases volatility. Balance-sheet models must evolve to reflect the speed and scale of algorithmic decisions.
5. Invest In Trust Infrastructure — As agents act on behalf of consumers, secure authorization, transparency, and auditability become essential differentiators.

The overarching message: automation will not erode relationships if credit unions remain the trusted operating layer through which financial decisions flow. Those that enable agents responsibly will earn customer confidence and the data advantages that come with it.

Conclusion: Competing At Software Speed

Agentic AI will redefine the fundamentals of competition in financial services. Money will move faster, customer expectations will rise, and operational excellence will be judged by how well systems perform under autonomous demand.

Institutions prepared for this reality, those that embed intelligence into their workflows, design for integration, and price for precision, will thrive in an environment where value creation happens continuously and invisibly.

The shift is already underway. The question for banks and credit unions is no longer whether automation will transform customer behavior, but whether their infrastructure is ready to compete at software speed.

Blend is a leading digital origination platform for banks, credit unions, and mortgage lenders. From mortgages to consumer loans to deposit accounts, Blend helps financial institutions streamline workflows, launch faster, and deliver standout customer experiences. In 2024, Blend’s platform powered $1.2 trillion in loan applications. Learn more at blend.com.

The post AI Is Rewriting The Economics Of Banking appeared first on CreditUnions.com.

This summer, the credit union launched its Impact CD, a deposit product aimed at those who want to use their deposits in a way that also benefits the community.

“One thing about the region is we have more nonprofits per capita than a lot of other spaces,” says Brent Rempe, president and CEO of First Alliance. “We also have a little higher-than-average income levels in our community. So being in a highly altruistic community that’s supportive of nonprofits, it feels like there’s an appetite in our community.”

The Rochester, MN market has grown substantially in recent years thanks in part to growth at the Mayo Clinic, but like many suburbs, housing hasn’t kept up with demand. Olmsted County, which includes Rochester, needs an additional 18,000 affordable housing units in the next decade to keep up with projected demand, according to a 2020 study. Another report found Minnesota as a whole needs 100,000 new housing units.

First Alliance plans to use funds from the CD to fuel its mortgage lending, including loans for lower-income consumers, as well as support vehicle purchases, small business expansion, financial access for individuals with ITINs, assistance for those seeking a fresh start, and more. But this isn’t charity — it’s a deliberate strategy to channel deposits into meaningful, measurable change.

“It’s not about donations,” Rempe says. “It’s about funding a lending program for impact.”

The CD offers slightly below what the credit union would pay for its typical CD, but account holders can add on to the certificate balance without resetting the maturation clock. They can also elect to donate the interest earned to the credit union’s foundation.

Not A CDFI, But…

The Impact CD is like a traditional CD, but balances start at $100,000. Five-, seven- and 10-year terms are available at 2.0%, 2.5% and 3.0% APY, respectively, although those rates are subject to change. Importantly for these high-dollar deposits, the credit union has secured excess share protection from ASI/ESI to protect up to $5 million in deposits rather than the $250,000 federal limit available through the National Credit Union Administration.

First Alliance is not certified as a Community Development Financial Institution, although it is exploring the option. One aspect that could make that more challenging, notes Rempe, is the fact that average salaries in its market are fairly high. All the area’s growth, however, means many who need affordable housing are struggling to access it.

With interest rates beginning to come down and further cuts from the Fed expected, credit unions can expect the cost of funds to decline in the years to come. Regardless, says Rempe, the Impact CD strategy provides a cheaper source of funding than brokered CDs or credit from the Federal Home Loan Bank for the same term. Additionally, First Alliance is working to align its lending and deposit products, matching its five-year Impact CD with its five-year ARM, for example.

Long-Term Outcomes

First Alliance is banking on its community relationships and a reputation for doing the right thing to draw interest in the Impact CD.

“I’ve always said I see us not as a financial institution but as a community development institution that happens to offer financial services,” Rempe says. “We’ve developed relationships with nonprofits that are starting to trust us, and we’re hoping there’s some trust transfer there from a user-standpoint. Some of it is just being known for purpose-driven banking.”

First Alliance has used member testimonials in its advertising for years and the Impact CD is part of a larger strategy around how the credit union showcases and lives its mission, vision, and values. Some member stories are already showing up online, with text and video components that emphasize how First Alliance is living its mission.

Rempe didn’t share specific goals surrounding the new CD — credit union leaders are still determining how they’ll track the product — but that doesn’t mean the vision is vague.

“For me it’s about attracting liquidity and who it impacts,” the CEO says. “It’s focused not necessarily on dollars but on how many families become homeowners. How many immigrants we help.”

Don’t Stop Here. To succeed in today’s competitive climate, credit unions must commit to values, transparency, and member engagement, not just financial performance. Hear Brent Remp, CEO of First Alliance Credit Union, discuss how his cooperative is redefining success by putting values and member needs at the heart of everything it does. Watch now.

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