On Feb. 8, the New England Patriots rush back into the big game for the first time since 2018. Meanwhile, the Seattle Seahawks will make their first showing since 2014. Both teams are riding high on the sudden success of two new quarterbacks — Drake Maye for the Patriots and Sam Darnold for Seattle.

Before these teams battle it out on the gridiron, though, Callahan is showing what smart benchmarking can reveal using our Callahan Bowl prediction model. Because both quarterbacks are new “members” of the Super Bowl club, this year we’re looking at how two regions stack up in terms of attracting new members to the movement.

For the sake of peer comparisons, the Seahawks peer group consists of credit unions in Washington state, whereas the Patriots peer group pulls in performance from Maine, New Hampshire, Vermont, Massachusetts, Rhode Island, and the eastern half of Connecticut.

To state the obvious, the NFL is not affiliated with this prediction, nor does it endorse our findings. This is all in good fun. Now, back to the game.

First Half: Member Growth

In football, new teams making a competitive play for the title are what fill stadiums and build loyalty. The New England Patriots have a Super Bowl showing that tips into the double-digits, whereas the Seahawks’ appearances can be counted on one hand. In fact, they haven’t  appeared in the Super Bowl in more than a decade and have just one win to their name.

In credit unions, it’s new members that drive the movement forward. And when it comes to member growth, the Seahawks have a decisive edge. In a classic match up of member growth, Washington state’s credit unions best New England’s 2.54% to 1.31%.

MEMBER GROWTH
FOR U.S. CREDIT UNIONS
SOURCE: CALLAHAN & ASSOCIATES

Second Half: Member Relationships

In the NFL, it’s important that players bring everything they’ve got and leave it all out on the field. If the talent is good enough, such dedication will win championships. And sometimes, like with Sam Darnold and the Seahawks, a player might have a surprising amount to offer.

Although member growth is an important metric in credit union performance, how much new members bring to the table is just as beneficial to the bottom line. And in this respect, New England edges out Washington 2.55% to 2.43%. The game is all tied up and headed into overtime.

AVERAGE MEMBER RELATIONSHIP
FOR U.S. CREDIT UNIONS
SOURCE: CALLAHAN & ASSOCIATES

OT: Branch Expansion

Headed into overtime, both teams have a chance to win. Who has the performance of a champion?

If the best defense truly is a good offense, then expanding branches into new territories is a sure way to score new members. When we crunch the numbers, Washington comes out on top. Credit unions branches in the Evergreen State increased 6.25% quarter-over-quarter; in New England, growth was 0.40%.

BRANCH GROWTH
FOR U.S. CREDIT UNIONS
SOURCE: CALLAHAN & ASSOCIATES

There you have it, the Callahan’s proprietary Callahan Bowl algorithm, or “Cal-gorithm,” has spoken: the Seattle Seahawks will be your Super Bowl LX champions!

The post Credit Union Data Predicts Who Will Win Super Bowl 2026 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.

One of the hallmarks of this industry is the focus on building vibrant communities. It’s one of the elements that makes credit unions unique. As we’ve said before, anybody can hang out their shingle and offer a checking account, but investing in and supporting the community takes real work – the kind of effort that goes way beyond simply writing a sponsorship check.

By focusing on inclusion, access, and long-term impact, credit unions help bridge economic divides and empower individuals to thrive. The cooperative member-owner model ensures decisions are driven by local needs, making them uniquely positioned to uplift communities and build a more equitable financial future. Credit unions don’t just serve communities — they help build them.

Of course, community engagement takes a variety of forms, and there’s no wrong way to get the work done. The following are three ways credit unions across the country are doing the hard work of supporting their communities and laying the groundwork to improve peoples’ financial lives.

American 1 Meets Its Mission By Serving The Homeless

A partnership with a local shelter is enabling the Jackson, MI-based cooperative to advance its mission of financial inclusion and serving the underserved.

Where Main Street And Member Service Meet

City & County Credit Union transforms its branches into platforms for community connection, spotlighting local businesses through its “Business of the Month” kiosks.

Banding Together To Tackle The Housing Crisis

Heritage Family Credit Union has teamed up with state agencies in Vermont to help put homeownership within reach for community members in Rutland, VT, where fewer than 1,000 new homes have been built since 2000.

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): Building Vibrant Communities appeared first on CreditUnions.com.

In response, credit unions are sharpening their mortgage strategies with a mix of data, digital tools, and targeted outreach. From optimizing repricing programs to reaching first-time buyers in high-cost markets, these five stories highlight how credit unions are making smart moves in today’s housing environment — innovating with purpose and executing with precision.

Repricing With Precision

Repricing can be a double-edged sword, but for Wings Financial Credit Union ($9.4B, Apple Valley, MN), it’s a strategic lever. The Minnesota-based cooperative adds some pizazz to its repricing program with competitive rates and other perks but can easily tweak its approach to target different member segments, adapt to evolving needs, and maintain a balance between competitiveness and profitability.

Best of all, the program has not only drawn in borrowers but also increased overall member satisfaction.

“Some stated if they had not received this offer, they would not be purchasing a new home,” says Lia Patino, vice president of mortgage lending at Wings. “That was what we were hoping for — an offer that positively impacts our members’ lives while also benefiting the organization.”

Read more.

Or watch this webinar clip to hear more about this program straight from Patino herself.

Millennials Take On Mortgages

Millennials are moving into the housing market, and credit unions are ready to say, “welcome home.”

At Liberty Federal Credit Union ($4.2B, Evansville, IN) and Veridian Credit Union ($8.0B, Waterloo, IA), borrowers between the ages of 25 and 34 made up roughly one quarter of all mortgages originated in 2023 — approximately 1,000 and 1,500 loans each for that age bracket, respectively.

Jeff White, senior vice president of mortgage lending for Liberty FCU attributes his credit union’s success to having the right people, products, and delivery channels.

“Our overall membership does skew younger,” he says. “At 46, our average member age is below that of the average U.S. credit union. We attribute some of this to our products and services on the retail side.”

Kara VanWert, chief lending officer for Veridian Credit Union, also notes the importance of having the right product and adds the right partnerships to the mix.

“Veridian’s mission is to partner with our members to create successful financial futures,” she says. “We partner with several organizations working toward a similar purpose. For example, we partner with Iowa Finance Authority (IFA), who offers a FirstHome program that only requires 3% down. That, paired with our option for 100% financing, can help make home ownership more attainable and affordable.”

Learn more about how Liberty and Veridian are meeting younger buyers where they are, from digital-first experiences to flexible products

Read more.

Geofencing, Upgraded

Northern Credit Union ($634.2M, Watertown, NY) uses geofencing to engage homebuyers at the moment of intent — whether they’re at an open house or scrolling Zillow.

Geofencing uses GPS or RFID technology to create a virtual boundary that triggers a response when a mobile device enters or leaves the perimeter. It allows marketers to reach an intended geographic audience with the right messaging at the right time to increase loyalty and engagement. Today’s higher rates, soaring prices, and low stock have nudged Northern to revamp its geofencing strategy with new locations (in addition to its own locations, Northern also has geofenced many of its competitors’ branches), enhanced outreach (Northern uses push notification to promote home loan options and education), and stronger real estate agent partnerships (push notifications also inform members of open houses).

With smarter targeting and real-time follow-up, Northern is marrying digital marketing with member service.
Read more.

Affordable Homes, Creative Paths

Credit unions across the country are tapping into state programs and employer partnerships to help members find affordable housing. These efforts go beyond lending to serve long-term financial wellness and community stability.

In Vermont, Heritage Family Credit Union ($772.9M, Rutland, VT) has teamed up with the City of Rutland and the Vermont Treasurer’s Office to increase affordable housing in the community. The cooperative kicked off its Roofs Over Rutland initiative in October 2024 with an $8 million investment the state made available to the credit union at the low rate of 1%. In turn, Heritage Family is lending that money back out via programs that range from construction and renovation loans to HELOCs and business lines of credit.

“We’ve had pretty exciting results with nearly $6 million in requests thus far,” Chris Gomez, CEO of Heritage Family, told CreditUnions.com earlier this year. “We’re optimistic in another month or so we’ll have our first ribbon cutting where we’re taking an offline house online.”

Read more.

A Masterclass In Mortgage Marketing Conversion

What makes a mortgage page effective? Clear calls to action, tailored messaging, and mobile-first design. This visual showcase of high-performing credit union mortgage landing pages shows how three credit unions are turning clicks into closings with well-crafted digital journeys, proving great design and great results go hand in hand.

Read more.

These articles aren’t just from the archives, they’re from the front lines of innovation.

In a lending environment that demands both agility and empathy, these stories show that credit union mortgage success isn’t about housing and rates — it’s all about people and strategy. Whether it’s refining pricing models, refreshing marketing, embracing new tech, rethinking how to connect with younger members, or leading with member impact, credit unions are proving there’s more than one doorway to meaningful mortgage growth.

So if you missed them the first time — or just need a fresh dose of inspiration — now’s the perfect time to dive in.

? Have a favorite credit union mortgage article of your own? Share it with us during Mortgage Theme Week using #CUMortgageWeek.

The post 5 Mortgage Must-Reads That Still Move The Market appeared first on CreditUnions.com.

A Lifeline For Community Members In Crisis

Credit unions have long prioritized people over profits, and Hello Credit Union ($164.9M, Panama City, FL) exemplifies this commitment through a campaign that refers members in distress to a local hotline for emergency social assistance, including for housing, food, mental health, and more.

“This isn’t just something you see on social media or the news,” says CEO Mike Akers. “These are people in your community. These are your neighbors. There are people in your community who are struggling.”

But the credit union doesn’t only refer members, it also offers financial support for others in the network, demonstrating the human touch that sets credit unions apart.

Read more.

Affordable Homeownership Via Creative Funding

Affordable housing remains a critical issue nationwide, and credit unions are stepping in to help build inventory. Heritage Family Federal Credit Union ($773.4M, Rutland, VT) leverages state funding to expand homeownership opportunities.

“We are not-for-profit with a beautiful tax exempt status that we care for and want to sustain,” CEO Chris Gomez says. “The way to do that is to do things that are better for the community and not necessarily for the bottom line.”

Roofs Over Rutland underscores how credit unions serve as vital community partners in addressing systemic financial challenges.

Read more.

Engaged Volunteers. Stronger Leaders.

Strong, engaged volunteers are essential to community prosperity. They’re also a vial part of the cooperative principals that guide credit unions.

A structured approach to volunteerism and leadership development enhances governance and strengthens community engagement at 3Rivers Federal Credit Union ($2.5B, Fort Wayne, IN), where “Concern For Community” plays a major role in recruiting and retaining enthusiastic employees dedicated to the mission of people helping people.

“We want people who have shown the commitment to volunteering and being out there in the community,” says Heather Bontempo, community engagement manager at 3Rivers.

Read more.

Microbranches Bring Financial Services To Underserved Communities

Many rural and underserved areas lack access to traditional banking services, but some credit unions are closing this gap through innovative microbranches.

Small-scale, tech-enabled branches at Tongass Federal Credit Union ($224.7M, Ketchikan, AK) 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.

“These people live on islands,” CEO Helen Mickel says. “They live somewhere where you have to fly somewhere else to do something with your money. Having the site open was really helpful to the community.”

Read more.

The Credit Union Difference

When it comes to fostering local prosperity, credit unions offer an approach rooted in community service, financial inclusion, and cooperative values.

Through compelling initiatives like these, credit unions continue to lead the charge in building vibrant communities, proving that financial institutions can, and should, prioritize the wellbeing of their members over profits. That’s credit union impact in action.

The post 4 Ways To Build A Vibrant Community appeared first on CreditUnions.com.

Heritage Family Credit Union ($773.4M, Rutland, VT) has teamed up with the City of Rutland and the Vermont Treasurer’s Office to increase affordable housing in the community.

Heritage Family kicked off its Roofs Over Rutland initiative in October 2024 with an $8 million investment the state made available to the credit union at the low rate of 1%. In turn, Heritage Family is lending that money back out via programs that range from construction and renovation loans to HELOCs and business lines of credit.

“We’ve had pretty exciting results with nearly $6 million in requests thus far,” says Chris Gomez, CEO of Heritage Family. “We’re optimistic in another month or so we’ll have our first ribbon cutting where we’re taking an offline house online.”

A Shared Goal

As with many parts of the United States, Vermont faces a worsening housing crisis. In Rutland, the state’s third-largest population center, fewer than 1,000 new housing units have been built since 2000. Additionally, many existing homes have outdated systems that require costly repairs. The housing situation has put a strain on the local economy and even prevented local employers from filling positions.

Roofs Over Rutland aims to tackle all that by providing benefits for everyone: the credit union, area officials, employers, and residents themselves.

Gomez attributes much of the program’s success to the relationships he built with legislators after becoming CEO in 2023. He joined the board of commissioners for the Vermont Housing Finance Agency in April 2024 at the request of Governor Phil Scott. That’s where he got to know Mike Pieciak, state treasurer for Vermont.

“It’s exciting to see an energetic elected leader at such a high level really listen to constituents each and every day,” Gomez says of Pieciak. “It isn’t about politics. It truly is about addressing the need for housing and thinking creatively about how to do so.”

Likewise, the willingness of Gomez and the team at Heritage Family to consider fresh solutions makes the credit union an ideal candidate for a state government partnership.

“How do we take tasks that are normally solved by the private market or politicians and use our not-for-profit status to reinvest and take risks?” Gomez asks. “What can we control? Well, we can offer affordable rates and take on this task of bringing units online.”

From Funding To Family Housing

Heritage Family has earmarked $3 million of the state’s $8 million investment for housing projects with one to four units; $5 million is earmarked for larger developments. It also has divided its work under Roofs Over Rutland into two initiatives. Initiative 1 includes a business line of credit, a business term loan, and a residential home equity loan in amounts up to $150,000. Initiative 2 includes a renovation loan designed to bring previously unoccupied rental units back to market and a construction loan for ground-up new properties.

“We’re doing all of this in our commercial lending arm, so it’s not as complex as a residential mortgage,” Gomez says.

To apply for a Roofs Under Rutland loan, a homeowner or developer must submit an initial request to the City of Rutland, which reviews the request to ensure the property meets location guidelines. After that, borrowers begin a loan application with HFCU. The credit union reviews applications on a first come, first served basis, and its mortgage and business services teams work with applicants throughout the process to gather documentation and provide guidance.

When it comes to making the loan, the credit union passes on the state’s low rate to borrowers. It pays the state 1% in interest for that $8 million investment and determined the cost to cover the work of holding the loans is 2.5%. So what does it charge members? 3.5%.

“The state has loaned us these funds on the backs of Vermonters,” Gomez says. “We are not looking to make money on that. That’s the privilege of being not-for-profit.”

For Gomez and his team, they’ll consider Roofs Over Rutland a success when there is nothing left.

“We want to get that $8 million out the door,” the CEO says. “That directly correlates to total units served.”

As of early January, the credit union had approved 57 units for a total of $5.37 million.

The Credit Union Difference

Gomez says it’s essential for credit unions to leverage what sets them apart from other financial institutions.

“We are not-for-profit with a beautiful tax exempt status that we care for and want to sustain,” he says. “The way to do that is to do things that are better for the community and not necessarily for the bottom line.”

After funding “sells out” and the credit union puts that $8 million to good use, Gomez says he hopes to continue working with state officials to expand the Roofs Over Rutland idea to other municipalities in both Vermont and surrounding states.

“We’ve always liked to punch above our weight class,” Gomez says. “Taking on large tasks has always been part of our ethos. Even though we’re $800 million in assets, we’re doing some things multibillion dollar organizations have the balance sheet to do.”

Does Your Mortgage Strategy Meet Members’ Needs? Comparing your lending strategy against local competitors, peers in your asset range, or credit unions with similar business models supports better-informed decision-making and underpins stronger strategies. Schedule a one-on-one session with Callahan & Associates to review your free performance report. Schedule your mortgage performance session today.

The post From State Funds To Affordable Homes appeared first on CreditUnions.com.

What hasn’t changed is the need for impeccable levels of member service and the importance of perpetuating a credit union’s culture. With that in mind, leaders from four credit unions offer insights into training and supporting remote workers to ensure successful member service.

From out-of-state recruitment to hiring bonuses and flexible scheduling, what was once seen as the bottom of the totem pole is now viewed as a prime position for many credit unions. How Has The Pandemic Changed Call Center Management?

Empower Federal Credit Union ($2.9B, Syracuse, NY)

What is your advice for how to train and support remote workers to ensure the best possible member service?

Erin Fuller, senior vice president/chief administrative officer: To encourage employee longevity, we require new staff to come in and do the training on-site. Then, all staff is required to be on-site for five days a month so we can maintain culture, relations, and training. What days are up to the manager, so there’s a lot of flexibility built in. In HR, we do that on Mondays.

NorthCountry Federal Credit Union ($913.1M, Burlington, VT)

What is your advice for how to train and support remote workers to ensure the best possible member service?

Abbey Welch, call center manager: Communication is so important to go over questions and concerns. Developing relationships and rapport is critical. Being intentional about when, who, and how you communicate is a necessity.

Training is also essential to success. You must have the ability to support your team on many levels, including with job aids, hotlines, and the ability to share screens within the department. This has all proven to be helpful to our member resource team. We train by reviewing actual calls and identifying coaching opportunities, which also allows us to recognize great performance as part of the feedback loop.

State Employees’ Credit Union ($53.1B, Raleigh, NC)

What is your advice for how to train and support remote workers to ensure the best possible member service?

Jared Benesh, executive vice president of member experience transformation: We’ve found managing a remote workforce necessitates more communication and visibility. We’ve worked hard to engage our staff and encourage our leadership team to be creative in terms of connecting with their teams.

We operate on 24/7 availability. As we look to enhance our coverage and scheduling, the flexibility of working from home is an advantage. The best advice is the simplest in that you must create a team environment and keep all team members equally engaged. Ask for feedback and encourage the team at all levels to take ownership in improving member service.

Unitus Community Credit Union ($1.7B, Portland, OR)

What is your advice for how to train and support remote workers to ensure the best possible member service?

Corlinda Wooden, SVP/chief retail officer: We feel strongly that a blend of classroom, one-on-one, and hands-on training is the key to success. We can offer these on-site or virtually. We have a robust training model that includes an experienced specialist assigned to the new employee as a dedicated mentor and coach through the first 90 days.
There are several learning opportunities during this period. The new employee is invited to participate in a call review and calibration meeting, observe a forecasting meeting, and participate in a member feedback review discussion.

Furthermore, at Unitus, we have a strong coaching and development culture consistent across the organization’s member-facing teams that includes formal one on ones, observations, a robust quality program, and team meetings each month.

Additionally, we learned early on that we needed to add non-coaching check-ins via video and chat strings to ensure high morale and connection among the team. Working remotely can feel isolating at times, and we have received feedback from our employees that this extra effort means a lot to them.

Langley Federal Credit Union ($4.5B, Newport News, VA)

What is your best advice for training and supporting remote workers to best ensure successful member service?

Nicole Baker, vice president of sales and service: Constant engagement through conversations and coaching goes a long way in keeping your teammates informed and happy in their remote positions. You must find ways to help them to keep growing and learning in their positions or you will lose their interest.

The post Best Practices For Contact Center Management appeared first on CreditUnions.com.

That’s down from slightly more than 60% at the height of the pandemic shutdowns, and home work days appear to be stabilizing at that number, according to WFH Research’s latest monthly survey. It’s a high number considering it was closer to 5% pre-COVID, but that’s the reality credit union managers are grappling with daily.

One area that lends itself to the home office is the contact center. Here, managers from five credit unions share their insight into strategies that work for remote work.

Empower Federal Credit Union

Lori Verzillo and Erin Fuller are the chief retail officer and chief administrative officer, respectively, at Empower Federal Credit Union ($2.9B, Syracuse, NY). Empower serves slightly more than 240,600 members with a network of 28 branches and a broad field of membership that includes the area in and around Syracuse and Buffalo as well as numerous other communities and multiple SEGs.

How many call center staff members do you have? Where are they located? Do you require workers to be on-site, can they work remotely, or do you allow a hybrid approach?

Lori Verzillo: We have 46 people in our call center, which is at our headquarters in Syracuse and operates in a hybrid work-from-home model. Our employees come into the office five days a month and the remainder they work from home. They can come in more if that is their preference.

Before the pandemic, like most, we were fully on-site. We quickly transitioned all employees to fully remote. Now, staff can work from home at any time. For example, if an employee has an unexpected need to be home or they are not feeling well, instead of calling in, they can work at home and not leave our call center short-staffed. Employees are able to be more flexible and so are we as an employer.

How has management and staff perception of contact center work changed since the pandemic? What has been the result of that change?

LV: During the pandemic, our branch staff, including branch management, worked in the call center. This experience gave branch employees the appreciation for the work that our call center team performs each day, especially during high-volume times.

Our branch teams still have access to the call center system. They can see when wait times might be rising and can jump in to help, or if the branch is slow, they can take calls and have contact with members that might have product or service needs they can help with.

We have a motto that we live by: We are ONE TEAM, with ONE GOAL to help our members and each other. The pandemic has strengthened our culture while strengthening the skill set of our employees.

Geographically, do you require employees to live in your FOM or near your offices? Why or why not?

LV: As a general practice, we schedule staff to be at the contact center five days each month, so they need to live in the communities we serve. It’s important to us to have people in our community serving our members.

Additionally, Empower has always focused on having a culture that highly values our employees. Having time together at work builds relationships that lead to better teamwork and higher employee satisfaction.

How has the availability of remote call center positions affected your ability to hire? Does it make the jobs noticeably more attractive?

Erin Fuller: Yes, absolutely. The expectation to work from home or have a hybrid schedule has changed since COVID and enabling that has definitely made us more competitive in the recruitment process, especially at a time when companies are offering signing bonuses and increasing minimum pay. We’ve occasionally offered $1,000 bonuses ourselves when we were struggling to fill spots in collections and the contact center.

NorthCountry Federal Credit Union

Abbey Welch leads the contact center at NorthCountry Federal Credit Union ($913.1M, Burlington, VT). Welch is a veteran of 22 years with the cooperative and for the past two years has managed the member resource team (MRT). She’s joined by assistant managers Meaghan Lopes and Daniel Julien, who also contributed to the answers below.

How many call center staff members do you have? Where are they located? Do you require workers to be on-site, can they work remotely, or do you allow a hybrid approach?

Abbey Welch: We have 23 staff members, inclusive of our MRT management. We all work remotely.

How has management and staff perception of contact center work changed since the pandemic? What has been the result of that change?

AW: The MRT has become a destination for career advancement versus an interim move to the next career step.

There has been a much greater focus and dependence on remote channels, and MRT is the primary touchpoint to facilitate, enable, and troubleshoot those channels. MRT serves as subject matter experts for the remote channels.

Before we went remote, although there was collaboration, staff members in the MRT acted more as individual performers. Now there is a team-based approach as certain members are experts in various services.

Also, moving to a paperless environment required close and consistent teamwork. The three leaders of the MRT have had to be creative in showing recognition to team members, which instills constancy and retention.

Geographically, do you require employees to live in your FOM or near your offices? Why or why not?

AW: No. We’re looking for people who align with our values first and foremost. Cultural alignment is more important than geographic proximity. Seventeen of our team of 23 live in Vermont; six are located outside the state.

How has the availability of remote call center positions affected your ability to hire? Does it make the jobs noticeably more attractive?

AW: We can now recruit nationally though these have come from employee referrals and the ability to work remotely significantly increases the attractiveness of the positions.

State Employees’ Credit Union

Jared Benesh is the executive vice president of member experience transformation at State Employees’ Credit Union ($53.1B, Raleigh, NC). The nation’s largest state-chartered credit union has a contact center operation that features approximately 50 locations scattered primarily among the 2.6-million-member cooperative’s 273 branches.

How many call center staff members do you have? Where are they located? Do you require workers to be on-site, can they work remotely, or do you allow a hybrid approach?

Jared Benesh: We have approximately 750 agents divided among our member services, lending, and financial advisory services contact centers. Nearly all of these team members can work from home. We rotate employees in-house and provide hoteling arrangements and will have 20-25% of our staff on-site on any given day.

Before 2020, we had no remote staff. In response to the pandemic, we deployed work-from-home equipment and reached a capacity where all agents had this option. We have learned to manage and operate remotely while reducing the number of employees we need on-site. We are currently looking for ways to enhance the efficiency of our remote workforce through technology.

How has management and staff perception of contact center work changed since the pandemic? What has been the result of that change?

JB: We have a large branch network, and the pandemic served to bring the contact center and branches closer as we flexed staff from the branch to meet demand on the telephone. In the past two years, we’ve seen continued support for the contact center from the branch network. More members have now adopted the contact center as their primary service channel.

Geographically, do you require employees to live in your FOM or near your offices? Why or why not?

JB: We are allowing our team members to seek approval to live outside of our field of membership. This has served to reduce attrition and bring an additional layer of flexibility to our staff. Historically, our brick-and-mortar contact center locations were in high-cost-of-living areas, and the ability to move outside of that footprint gives more value to staff.

How has the availability of remote call center positions affected your ability to hire? Does it make the jobs noticeably more attractive?

JB: The remote capability has made our jobs more attractive to both external applicants and internal applicants. These positions are sought after by staff that has traditionally worked in the office and helps reduce attrition outside of the organization where these opportunities are prevalent.

Unitus Community Credit Union

Unitus Community Credit Union ($1.7B, Portland, OR) has 12 branches and serves more than 100,000 members with a field of membership that includes the entire state of Washington and 15 counties in Oregon. Corlinda Wooden has been with the cooperative for 10 years and has served as the chief retail officer for the past three years.

How many call center staff members do you have? Where are they located? Do you require workers to be on-site, can they work remotely, or do you allow a hybrid approach?

Corlinda Wooden: We have a staff of 28 that includes a manager, two assistant managers, and two lead supervisors. About half of the team works remotely from home and the other half is split between two states at our headquarters in Oregon and our Vancouver branch location in Washington, which can offer tax benefits for employees depending on where they live.

In the near future, we’ll transition from having one traditional headquarter office to having multiple distributed administration offices, making it more convenient for our employees to commute based on where they live.

The Unitus call center team poses for a group photo during an end-of-the-year celebration in December 2021.

The end-of-year celebration included a big thank you for the Unitus call center team.

How has management and staff perception of contact center work changed since the pandemic? What has been the result of that change?

CW: As digital channel utilization has increased for our members’ day-to-day needs, the times when members reach out to connect with the call center are more meaningful than ever. Our team leads with empathy and education and strives to convey a sense of partnership, even through the most difficult calls.

We also launched a virtual branch that gives our members more accessibility through live chat, video banking, and virtual appointments from the comfort of their own homes. Our strategy is to meet our members where they are and how they want with a variety of accessibility points phone, in-person, email, chat, computer audio, or video.

In the same vein as meeting our members where they are, we are meeting our employees’ desire to have flexibility in their scheduling from their homes or from the office and it has yielded benefits in forecasting call coverage and improved service overall.

Geographically, do you require employees to live in your FOM or near your offices? Why or why not?

CW: Our philosophy is to hire employees who live in the two states where we serve our members. We determined we do not have the resources and infrastructure to support becoming a multi-state employer, which brings in additional compliance and legal risk. As it relates to our field of membership, employees can live anywhere in the states of Washington and Oregon. Currently, our FOM includes all of Washington and 15 counties in Oregon.

How has the availability of remote call center positions affected your ability to hire? Does it make the jobs noticeably more attractive?

CW: Offering remote work opportunities has supported recruiting new talent to our credit union. New employees share how excited they are for the opportunity to work from home and mention how much easier it is for them to maintain a work-life balance and shine brightly in their work.

Additionally, less commuting supports reducing carbon emissions and is another appealing factor in recruitment as part of our efforts to support climate sustainability.

A Different Perspective

Langley Federal Credit Union

Nicole Baker is vice president of sales and service at Langley Federal Credit Union ($4.5B, Newport News, VA), overseeing the contact center, digital services support, and 22 branches. The cooperative serves 322,548 members who joined through approximately 1,000 employers and associations in the Hampton Roads area.

How many call center staff members do you have? Where are they located? Do you require workers to be on-site, can they work remotely, or do you allow a hybrid approach?

Nicole Baker: We have 105 contact center teammates in our Newport News corporate office. During the early days of COVID-19, nearly every teammate was sent home to work 100% remotely. Our teams returned full-time to the office 14 months later, which allowed us to assess our experiences and determine next steps. Except for a couple of medical accommodations, we have less than 10 representatives working a hybrid remote workweek, which allows for two days at home.

Danielle Robinson, contact center team leader, works with a member from her desk at Langley FCU's corporate headquarters.

Stephanie Highsmith, a Langley FCU digital services representative, has a lake view from her desk at work.

How has management and staff perception of contact center work changed since the pandemic? What has been the result of that change?

NB: We learned how important our contact center is to member service. Members have leaned heavily on this team throughout the past 30 months. We’ve implemented numerous technology solutions, and this team has adapted well.

Getting the team back in the office was essential for our success. We’ve created a culture that is dependent upon collaboration, loyalty, and trust. This is a key element to our success as a company, and we feel remote work would take away from that.

Geographically, do you require employees to live in your FOM or near your offices? Why or why not?

NB: At this time, the team will remain mostly on-site until we feel their competencies allow for a hybrid remote work schedule. All staff were remote in the beginning and stayed that way for 12 months. Bringing them back was essential to improve collaboration, mentoring, and communication, which was diminished when everyone was remote. We were struggling to recruit, train, and retain new employees and have committed strongly to this in the past six months.

How has the availability of remote call center positions affected your ability to hire? Does it make the jobs noticeably more attractive?

NB: We have not had issues finding teammates that have concerns with being on-site. We’ve had several interviews where the candidate shared how remote work affected them, and they are changing jobs to get back to an on-site environment.

We see the benefit but ultimately decided that being on-site is the best way to preserve our culture. We have also found many of our teammates do not want to be off-site. Those that do want to work the hybrid schedule will be allowed to do so when they are fully proficient in their role.

These interviews have been edited and condensed.

The post How The Pandemic Changed Call Center Management appeared first on CreditUnions.com.

Inflation in the United States over the past 12 months has risen to a 40-year high of 8.5%, according to mid-April data from the Bureau of Labor Statistics. As late as the end of 2021, the Federal Reserve described inflationary pressures from the post-COVID reopening of the global economy as transitory; however, the Russian invasion of Ukraine and the resulting jump in food and energy prices has clouded the outlook for the global economy.

All told, consumers are paying more for food, fuel, shelter, medical care, clothing, transportation, and nearly every good and service involved in day-to-day living. With little respite in sight, credit unions are stepping in to help members make their money go further.

Trips to the grocery store are becoming more stressful for many Americans, with food prices up more than 6% year to date, according to the Consumer Price Index. In fact, prices were up 10% from March of 2021 to the same time this year. OE Federal Credit Union ($1.4B, Livermore, CA) offered tips for how members can save money during their regular grocery runs. For one thing, simply learning to cook some basic meals can help save money over dining out, but so can focusing on fresh, unprocessed foods, buying store brands, patronizing local farmers markets, and more. The full list is available here.

Drivers are also feeling the pinch at the pump. As of late April, the national average price for a gallon of gas was up nearly 44% compared to one year prior, according to AAA. Although prices have stabilized somewhat, more increases could be in the cards as the summer travel season looms and the war in Ukraine drags on.

With consumers sensitive to high gas prices, many credit unions are offering lists with tips on how drivers can ease the squeeze at the gas station. One mid-March round-up from Unitus Community Credit Union ($1.7B, Portland, OR) suggests pausing subscriptions, using rewards from grocery stores and other retailers to save on gas, reducing travel, and more. Read more here.

Similarly, Nymeo Credit Union($349M, Frederick, MD) regularly provides educational content on its website under the banner of Tutorial Tuesdays, offering weekly dives into topics ranging from paying down credit card debt to building up savings, reducing home energy costs, and more. One recent entry covered gas prices, offering eight tips consumers can use to get more miles per gallon per fill up. They include ensuring tires properly inflated, using apps such as Gas Buddy and others to shop around for the best prices, and smoother acceleration from a full stop, among others. Read the full list here.

Carolinas Telco Federal Credit Union($564.1M, Charlotte, NC) takes the focus on gaps apps even further. The credit union’s website rates three gasoline pricing apps to help members shop smart and save where you can. How do GasBuddy, GasGuru, and Waze stack up against one another? Read what the credit union has to say here.

Other institutions are simply filling up the gas tank for members. In February, Great Lakes Credit Union ($1B, Bannockburn, IL) participated in National Random Acts of Kindness Day, sending employees to five gas stations near GLCU branches to surprise consumers by paying for their gas and handing out gift cards so each recipient could pay for another person’s gas. The credit union put $1,000 toward charitable giving for the day, and said the experience illustrates its commitment to the people helping people philosophy. Read more here.

A credit card promotion at Aerospace FCU ($410M, El Segundo, CA) could help members save money on gas and consumer goods. AFCU’s cash back and rewards credit cards allow members to reduce gas prices with 4% cash back, or 5 points per dollar spent when using the card. Each time the card is used to buy gas, cardholders are also entered into the credit union’s gas giveaway sweepstakes, which includes a daily $50 cash prize. Read more here.

Many credit unions are also offering free gas cards ranging from $25 to more than $200 as an incentive for members to refinance their car loans.

And, finally, it might be summer in the United States, but Northeastern winters can be brutal. VSECU ($1.1B, Montpelier, VT) offers an unsecured, fixed rate fuel loan that allows members to borrow money to purchase fuel at a discounted rate to heat their primary residence. Read more about that program on CreditUnions.com.

Rebecca Wessler contributed to this report.

The post 7 Ways To Help Members Stretch Their Dollars As Prices Surge appeared first on CreditUnions.com.

This week, in honor of Earth Day, readers can look back on five popular pieces from years past that offer ways to go green today, tomorrow, and forever.

A Credit Union Pact For Global Impact

In 2015, United Nations FCU ($7.5B, Long Island City, NY) set eight goals to achieve in the next five years that would make its operations more sustainable. It achieved seven of them.

During this time, UNFCU hosted a Sustainability Summit at the UN headquarters in New York. The one-day credit union conference offered expert presentations, conversation, and success sharing.

“We didn’t think that was going to spawn anything other than an annual conference,” Kurian says. “But the credit unions who attended were engaged and wanted to know what was next.”

Continued conversation and idea sharing quickly formalized into the United in Sustainability Credit Union Network. According to Kurian, who is one of the network’s main facilitators, the group includes 60 credit union members across North America.

“Our initiative is to move the industry to adopt sustainability writ large,” Kurian says. “We want to leverage the movement’s competitive advantage, which is a community of people who are committed to helping people.”

To that end, the cooperative has set 12 new goals half aimed internally, the other half geared to grow sustainability within the credit union movement.

Learn more in Sustainability Spurs Industrywide Action At UNFCU.

Save Energy And Members’ Money

The average low temperature in Vermont in January hovers around a frosty 10 degrees. The average annual snowfall exceeds 90 inches. With a chill like that, energy efficiency isn’t just a nice idea it’s a matter of survival.

That’s why VSECU (Vermont State Employees Credit Union, $1.1B, Montpelier, VT) began offering energy efficiency loans to members more than 15 years ago. It didn’t take long for demand to grow. The credit union’s green lending portfolio totaled $2.5 million within a decade and today has grown to $92 million. The program supports weatherization, solar arrays, home battery backups, green vehicles, and even electric bikes.

“VGreen loans are for anything that eliminates or reduces fossil fuel usage,”  says Laurie Fielder, who became director of VSECU’s VGreen program in 2013. “Our products are designed to maximize these purchases, so they have discounted interest rates compared to our regular loan offerings and either extended terms or specialized terms to maximize the economic benefit.”

These energy efficiency loans plus zero-carbon goals, underwriting, and strategic partnerships are driving lending growth at VSECU. Learn more in The Brave New World Of Green Lending.

No Paper? No Problem.

In 2018, Generations Federal Credit Union ($691.3M, San Antonio, TX) resolved to digitize its personnel files by the end of 2019. The Texas credit union formalized an approach and fulfilled its goal four months ahead of plan.

In her role as the human resources manager at Generations FCU, Marissa Scheffler saw firsthand the volume of paper the department consumed from active and historical personnel files to applicant packets, recommendations for new hires to requests for internal transfers.

“Everything we did was on a piece of paper,” Scheffler says. “It was everywhere.”

The credit union discussed digitizing its HR functions for nearly a decade before it converted its human resource information system (HRIS). Spurred by both the change in system and its new capabilities, the Lone Star State cooperative resolved in late 2018 that by the end of 2019 it would have fully digitized personnel files, the largest paper-consuming culprit.

Learn more in New Year’s Resolution: Pitch The Paper In 2020.

Let The Sun Shine

Maybe the name tells the story, but for nearly 15 years Suncoast Credit Union ($14.9B, Tampa, FL) has made a large investment in solar and sustainability.

From 2008, when the credit union launched its green initiatives, to 2017, Suncoast fitted 13 buildings with solar panels. Four of the 13 buildings are net-zero compliant, meaning they generate enough power on-site through solar panels and other renewable sources that they require no additional electricity.

Today, Suncoast saves hundreds of thousands of dollars every year on energy costs, but its green investments do more than save money, they support the credit union’s triple bottom line of business, community, and environment.

Learn more in How This Credit Union Saves $300,000 Every Year.

Put The Pedal Well, To The Pedal

Verity Credit Union ($784.3M, Seattle, WA) has offered bicycle loans for quite some time but recommitted to its green initiatives after joining the Global Alliance for Banking on Values.

We’re measuring how much of our assets are going to a triple bottom line serving people, planet, and local prosperity, says Tina Narron, chief lending officer for Verity Credit Union

Verity’s bicycle loan is part of a larger sustainable lending initiative that also includes solar and green auto loans. Bicycle loans, along with the credit union’s solar and green auto loan programs, support sustainability. And the trio all contribute to the credit union’s triple bottom line by helping Verity serve its members, create local prosperity, and nurture the planet.

Learn more in 5 Small Loans That Make A Big Difference.

The post 5 Ways To Go Green appeared first on CreditUnions.com.

Year-to-date loan originations at U.S. credit unions increased 19.2% versus the same period last year to $594.8 billion. Consumer originations accounted for the lion’s share, 49.3%, of this new growth.

Loan balances increased 2.5% quarter-over-quarter. Used auto and first mortgage balances expanded 3.5% and 3.1%, respectively, and drove much of this growth.

Finally, after extended balance paydowns, credit card balances grew 2.3% quarter-over-quarter. This represents the highest quarterly growth rate since 2019.

Industry lending remains strong, and consumer channels are thriving. Even as government relief efforts are winding down, credit unions are staying true to their mission of helping members via new loan products and lenient repayment options.

Here are three ways credit unions served members and made loans in 2021. Let them serve as inspiration for 2022.

Serve With Seminars

Interra Credit Union ($1.5B, Goshen, IN) hosted its first Home Seller’s Seminar in August of 2021 to help members capitalize on a strong real estate market and avoid potential pitfalls. It also helped the cooperative stand out from competitors.

A panel of local real estate agents shared insider tips and best practices, educating members about the ins and outs of buying and selling a house. Credit union mortgage representatives served as event hosts and answered questions after the event.

The seminar helped Interra make inroads with attendees and real estate agents alike. More importantly, it established a precedent for a range of possible future events.

Todd Potter, senior vice president of mortgage services for Interra, advises credit unions to consider the needs of distinct audiences when planning seminars. He also urges leaders to think creatively.

“Look for opportunities that are different and approach them with an educational mindset,” Potter says. “From general home-selling to specific transactions resulting from divorce or probate, embracing community experts can help you identify common challenges for your members and provide the resources they need.”

Learn more in Home-Selling Seminars Benefit Members And Boost Business.

Go Green

With average lows in January hovering around 10 degrees and the average annual snowfall exceeding 90 inches, energy efficiency in Vermont isn’t just a nice idea it’s a matter of survival.

That’s why VSECU (Vermont State Employees Credit Union, $1.1B, Montpelier, VT) began offering energy efficiency loans to members more than 15 years ago. And it didn’t take long for demand to grow.

The credit union’s green lending portfolio grew to $2.5 million within a decade and today has grown to $92 million. The program supports weatherization, solar arrays, home battery backups, green vehicles, and even electric bikes.

“VGreen loans are for anything that eliminates or reduces fossil fuel usage,” says Laurie Fielder, who became director of VSECU’s VGreen program in 2013. “Our products are designed to maximize these purchases. They have discounted interest rates compared to our regular loan offerings and either extended terms or specialized terms to maximize the economic benefit.”

Over the years, VSECU has created a variety of loan products to meet Vermonters needs. To date, its portfolio includes short-term and 20-year energy improvement loans, state-subsidized home energy loans, loans for vehicles with a fuel efficiency of 35 miles per gallon or more, energy equity loans, and business energy loans. It also offers off-grid mortgages for members who want to completely unplug.

Learn more in The Brave New World Of Green Lending.

Pay Back Perks

What began as a pilot program at Wings Financial Credit Union ($7.8B, Apple Valley, MN) is now a permanent fixture in the enterprise’;s rewards program.

Taking inspiration from retail giant Target, the Minnesota cooperative started offering a 0.50% rate reduction on vehicle loans as a credit card rewards option in May 2021. The program was so successful, the credit union decided to continue it when the two-month pilot ended.

“Target rewards shoppers with a generous sales discount when the Red Card is used,” says Mike Sahr, vice president of payment systems at Wings Financial. “It’s a unique reward that only Target can offer. We brainstormed internally on how we can do something similar and came up with the loan interest buy down option.”

According to the credit union, approximately one member every three days takes advantage of the offer, and 42 members with auto loans totaling approximately $787,000 had taken advantage of the offer by late August, using 1.1 million reward points to save $9,000 in interest.

“We want to reward those members who are most engaged in the cooperative,” Sahr says. “The more value our members see in membership, the more loyal they will be to Wings.”

Learn more in Interest Buy Downs Take Flight At Wings Financial.

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