Aligning Recruitment Efforts With Boardroom Value
A report from Quantum Governance reveals a gap between board recruitment priorities and the most valuable skills in governance.
Your resource for the credit union industry’s best practices when working with boards and volunteers, regulators, strategy, member value, and CUSOs.
A report from Quantum Governance reveals a gap between board recruitment priorities and the most valuable skills in governance.
Six credit union leaders share how they are balancing innovation and governance while deploying new tools.
Member growth is slowing. What can credit unions do about it? Callahan experts explore how purpose and financial wellbeing might be the key to sustainable
Indirect lending was good to Affinity Plus FCU, but it did not allow for the kind of trust-based relationship building with members that the credit union’s mission calls for. So it dropped indirect lending, and discovered that member-centric product innovations, such as an alternative mortgage product, not only made up for the financial loss but resulted in stronger member relationships.
Moral arguments aside, Pentagon CEO Frank Pollack states that a strong business case can be made against conversions. The math is simple: the credit union charter is best for members.
The NCUA and the federal district court for Eastern Michigan have both erred in not making DFCU Financial live up to the credit union’s bylaws. Fundamental freedoms are at stake. DFCU members acquired three times more signatures for a special meeting than the bylaws required. But management refused to call a special meeting. NCUA and the court are allowing this democratic ownership right of the me
University FCU is the major student loan lender at the University of Texas because of the value of its product, not for its relationship with the financial aid office. Transparency will reveal its work of putting students first.
At BECU we file executive compensation on the IRS Form 990, which is available to the public. We believe we it’s the right thing to do, and we have not suffered any backlash from the public or members.
At ABNB FCU we empower employees to do the right thing. Our culture of extraordinary service is a function of our military heritage, hiring the right people, giving employees the right training, and keeping focus on our tradition of helping our members.
At Community First Credit Union, one brief phrase captures our commitment to our members: “We’ll find a way.” Our new outreach specifically targeting first-time home buyers reflects this mind set. The housing market in Wisconsin has not escaped the national home purchase slump, with homeowners unable to sell their homes and potential first-time home-buyers unable to get into the market.
Amy Sink, CFO at Teachers CU in Indiana, shares her thoughts on the challenges and opportunities running the largest credit union in her state during these troubling times.
Pennsylvania State Employees CU has one of the best credit card programs in the nation. With penetration at 40% and growth in balances last year at 23%, members are demonstrating they see the value in PSECU’s program above the programs of banks and other institutions.
Wright-Patt Credit Union has seen members affected firsthand by the economy, but the credit union has helped members, improved credit union revenue, and shown how America can get growth started.

Coastal Credit Union evaluates fintech through the lens of member value, strategic growth, and organizational readiness to implement new ideas.

Credit unions are making decisions about where to build, invest, and partner as they balance today’s priorities with tomorrow’s opportunities.

Industry leaders share how they approach fintech investment, balancing immediate needs with longer-term bets while keeping member value and mission at the center.

Credit unions that enable seamless movement between fiat and digital assets position themselves as a trusted on- and off-ramp.

The credit unions that win the next generation will be the ones that showed up early, when young members were forming habits and deciding whom to trust.

The challenge is no longer whether to adopt AI, but how to adopt it responsibly with the right governance, the right partners, and the right balance between technology and human oversight.

McKinsey projects trillions of dollars in growth across digital assets, with money movement emerging as one of the biggest opportunities.

The Indiana cooperative blends internal development with selective partnerships to meet members’ needs today now while positioning for what’s next.

The San Diego cooperative leans on its CUSO and the CURQL network to make fintech investments, but member needs still guide which solutions ultimately make it into the credit union’s operations.

Hands-on work with artificial intelligence tools is future-proofing staff members, giving them the confidence to adopt new technology and embrace efficiencies.