Thursday’s Thoughts– Within and Outside Credit Unions

Scott Budde, President of Maine Harvest FCU on paying board members, term limits and incubating new charters.

  1.  I think CU board members should be paid at least something and have term limits. I used to view the long tenures and unpaid work as strengths – and sometimes they are – but there are too many downsides that lead to some of the decisions you’ve questioned. Plus much of it is unglamorous work.
  2.  On small CU’s and new charters, I used to think the solution to new growth in CU’s lay in a better chartering process. But I think there are limits to how much easier chartering can be given the regulatory framework everyone has to live in.

Now I think the solution is to develop some sort of full legal structure for an existing CU to “incubate” a new CU, thereby giving scale, expertise, and resources to allow it to focus on its own FOM.

It would have to come with some sort of indemnification and segregation of capital but that could be figured out. Then a new CU could eventually break off into a separate charter or be folded into the parent CU or keep the same arrangement.

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Blogger Scott Galloway on Tik Tok and its dominance of social media.

Elon Musk’s manic toggling between shit-posting and falsehoods have distracted us from what is the ascendant tech firm of 2022. TikTok now commands more attention per user than Facebook and Instagram combined. Downloaded more often than any other app for each of the past five quarters, it was the world’s most visited site in 2021. TikTok has 1.6 billion monthly active users — more than Twitter, Snapchat, and LinkedIn combined. 

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A reader’s response to the Guardian Score process to monitor examination and other regulatory contacts.

At least four state regulators already survey their credit unions after every exam.   The content is both structured and open ended.  The four states are Louisiana, Arizona, Washington and Connecticut.

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Writer and documentarian Jared Brock on Capitalism.

Rules-free-market unfettered capitalism is a terrible idea.

Capitalism is the private ownership of everything for private profit.

Most people love a good little bit of capitalism; even those brave We Are The 99% Wall Street occupiers owned their tents and bandanas.

I love owning (or rather, stewarding) my own socks and shoes.

Admit it: Most of you love owning your phones.

But I’ve been to North Korea and have seen first-hand what happens when people own nothing, including their own clothes. It’s terrifying.

Capitalism’s biggest flaw is that people love money, and capital quickly becomes sovereign over democracy. It’s like capitalism is loaded with an IED, a handmade dirty bomb that’s ready and willing to blow itself up.

As we have seen time and again, if private ownership capitalism isn’t strictly governed by real democracy, it quickly falls into corporatism, oligarchy, feudalism, or worse.

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The CO-OP Park in Albuquerque New Mexico is now open year round.  Last Friday,  raised garden boxes were put in at the park. The kids from Little Forest Play School  helped plant and had a blast. Is this about the cutest thing you’ve ever seen?  (from Denise Wymore)

Rating Examiners for a Stronger Cooperative system

Net promoter scores.  Five star yelp ratings.  Uber driver feedback.   Multiple processes measure customer satisfaction.  Especially where consumers have a choice of service.

But there are few examples tracking the interactions between those exercising authority and the public subject to it.  A most critical area for this need is law enforcement policing.

Warrenton Virginia is a small, traditional rural community of 10,000 residents, most of whom are republican.   The community is conservative, wary of government and proud of  its long local history.

It is one of the least likely towns  to implement an innovative feedback process to manage the relations between the police and citizens.   But since the George Floyd murder in 2020 every community has sought out methods to incentivize fair and ethical law enforcement.

Warrenton’s police department of 29 officers and three civilian employees is one of three early adopters of the Guardian Score system of monitoring policy and community interactions.

Guardian Score’s Feedback Process

After every significant encounter with residents, officers are required to hand out their business card on the back of which is a QR code which asks for feedback on the interaction.  The questions use a star-based system to rate officers on their communication, listening skills and fairness.

The feedback is anonymous.   It can be given any time after the event.  It provides the department another tool to evaluate performance beyond data on arrests, fines or other required interventions.  It is similar to an Uber driver rating, yet the power dynamics are much different.

There have been 179 reviews so far in 2022. Guardian provides a score dashboard visible to the Chief.  The officers’ overall rating is 4.94 out of five stars.

A System for Cooperatives

The Guardian Score effort is in the pilot phase.  But the one-sided relationship between those in authority and citizens is not limited to policing.   The credit union system and its regulators have experienced this imbalance which has been the subject of several  recent articles.

As one writer summarizedYes, (NCUA) has become an entity that has lost its way in helping small credit unions succeed. Or, They are Coming to Bayonet the Wounded.

NCUA Board member Hauptman has encouraged credit unions to record their meetings with examiners as one way to encourage  open and honest interactions.

The Texas Credit Union Depart has conducted an annual “customer satisfaction survey” of its state charters for the past twenty five years.   The department publishes the complete results and comparisons with earlier years.  The latest report can be found here.

Neither approach enables the comprehensive and timely monitoring possible from the Guardian process.

Why a Dynamic Scoring Process Is Needed

There are times when NCUA and credit unions act as if they are not mutually dependent on each other’s success.  The cooperative model is not the banking model in which  shareholders try to maximize their independent ownership returns.

The coop system’s  interdependence  relies upon collaborative solutions among credit unions and with the regulator, especially when the relationship is working productively.

However  there is no ongoing monitoring of the quality of examiner and regulatory interactions with credit unions. Public speeches and anecdotal news stories are insufficient and irregular.

The Guardian Score process is dynamic, easy to implement and can be tracked daily at both the regional and main office level.   It is ready to go.  It is inexpensive.  The cost for Warrenton is $4,500 per year.

This feedback option would promote a better balance between examiners and credit unions under their oversight.  It  measures quickly the quality of the interactions that take place:  listening, explaining and helpfulness.

Moreover it could be easily extended to other areas of regulatory interactions to monitor the responsiveness of agency personnel.

In Warrenton the initial worry was that negative reviews would affect performance evaluations.  Of the 170 submissions, all have been positive.  The program is even used to celebrate  thoughtful interactions reported in the surveys.

An Opportunity for NASCUS

Where to start?  This initiative is an ideal one for NASCUS as an element in its state accreditation program.   It would provide specific, continuous data on examiner effectiveness-a traditional advantage for state charters.

Innovation at the state level has been a hallmark of the dual chartering system.   This is an opportunity to respond to a growing worry openly expressed  by credit unions. It is a process to raise the quality of cooperative oversight and community trust.

Which state regulator will be the first to step up?

 

 

 

 

 

“Protecting the Insurance Fund”

From NCUA board members’s statements in Senate confirmation hearings  to the examiner on the street, the most frequently stated goal stated by NCUA staff is  to “protect the insurance fund.”

This goal is repeated even though the NCUSIF is a means and not an end in itself.  The ultimate purpose of NCUSIF is to safeguard member assets.

The primary venue in which Board members demonstrate their responsibility to “protect the fund” is the quarterly statistical report  provided by staff and discussed in an open meeting.

The NCUSIF’s status was the principal topic of May’s board meeting.   I was unable to listen to the live broadcast.  All I have is the  slide deck from the agenda and posted board statements, not the actual live exchanges  that took place.

Questions on the NCUSIF’s  from the March Update

Here are some  initial questions from the  information presented.  I would hope that some or many of these would be  part of the dialogue in the Board’s duty “to protect the fund.”

  1. Since December 2021, total NCUSIF assets have declined by $130 million even after recording $578 million in new capital deposits receivable. The cumulative results of operations (equity) shows a decline of $727 million in the first quarter.  How did these declines occur?  How should users of this data understand Fund performance?
  2. The March report shows that the market value of the portfolio has fallen $806 million below cost or book value. What does this decline indicate about the management of the Fund’s interest rate risk?
  3. The Fund’s yield year to date is only 1.22% What is the required breakeven yield to cover the Fund’s operating expenses?  How large is the revenue loss in the next 12 months as indicated by the current and  continued decline in market value?
  4. How did the Fund’s investment committee modify their approach after  the rise in rates initially forecast last October/November  by Chairman Powell?
  5. How will the investment committee deploy the approximately $4.0 billion in funds arriving in the next 12 months from maturities, new capitalization deposits and interest payments?
  6. The Fund reported net income of $54.4 million in the 1st However Slide 13 shows estimated retained earnings of $4.792 billion, or an anticipated loss of $68 million in the current quarter.  That would represent a $122 million net operating decline for the June quarter.  How was this projected?  What is causing this loss?
  7. Insured savings growth is estimated at 7.1% at June 30, 2022, down from 14.2% at the June 2021 quarter. Actual twelve month share growth was 9.3% as of March 31, 2022. How much additional growth  slowdown is projected for this year?
  8. In Slide 13, the numerator and denominator use data from two different time periods to calculate the NCUSIF’s equity ratio (NOL).  If the same June 30 data were used for both parts of the ratio,  the resulting NOL would be 1.283 % versus 1.25 %.   This three basis point difference is over $500 million at the current level of insured shares.   Shouldn’t this more timely ratio be used in reporting the Fund’s actual financial position?

Fund Performance and Investment Policy

The NCUA’s immediate and ongoing opportunity  to “protect the fund” arises from its  management of its current $22 billion and  ever growing asset base.

The questions above are vital to understanding how NCUA staff implements the Board’s twin NCUSIF investment policy objectives  “To meet liquidity needs” and “To invest. . .seeking to maximize yield.”

The March financial statistics raise critical question of how the NCUSIF responded to the changed interest rate outlook over the past 12 months.  And, more importantly how it will respond going forward.

I will report on Board member’s interactions and assessments to NCUSIF’s   March information  when the May meeting video/ transcript is available.   That dialogue will be a useful example to learn how NCUA board members see their role  “ to protect the fund.”

 

 

Credit Unions and Consumer Education: An Example from Rhode Island

In response to last week’s bog about the gaps in financial education courses for high school students, I received an example of a credit union effort from five decades ago.

In the 1970’s and early 1980’s Rhode Island credit unions were a source of system innovation. The state had a strong dual chartering option.  State credit unions were authorized NOW accounts (negotiable orders of withdrawal) a forerunner of share drafts and checking.

There was a private share insurance option which was initiated because NCUA would not insure the credit union NOW accounts. That insurance option was also provided to Rhode Island’s mutual savings banks. That dual coverage became an Achilles heal during the S&L troubles in the mid- 1980’s.

The state field of membership options included the traditional employer, community, and associational common bonds.  The community charter included  anyone who lived or working in the state.

Rhode Island’s influence extended to the national leadership where Joe Cugini, President of Westerly Community Credit Union, was serving as  Chair of CUNA when Ed Callahan, Bucky and I arrived at NCUA in 1981.

But an even more unusual leadership role was that of the league President, Bob Bianchini.  While League President, he was also elected and served as a state representative in the Rhode Island legislature.

Here is his account of his focus on consumer financial legislation while in the legislature.

“I was elected in 1978, at the same time I was serving as President / CEO of the Rhode Island Credit Union League.  Serving in the legislature was a part time endeavor (legislators were paid $300 dollars a year) so most everyone who served also had other employment or other sources of income.

“Credit union issues were not often paramount during the time I served. When legislative efforts regarding consumer financial services were proposed, credit unions were almost always included in any proposed legislation.

“I avoided sponsoring any legislation that affected financial institutions, but to be completely candid, when such legislation was proposed, my colleagues often would ask me for an explanation and my opinion. I would often do the same when bills were proposed that impacted other industries. I would frequently seek an explanation or points of view of my colleagues who labored in those particular industries, such as education, legal, automotive, medical etc.

“When I proposed the consumer education, the first legislators from whom I sought support were the teachers who served with me in the House.  My explanation of what I hoped would happen would be that kids would receive information about basic consumer education.  For example, how to balance a checkbook, what types of savings and loan products were available to consumers, the importance of balancing income and expenses. I’m sure there were other topics included as well.

“The opposition to my original bill from the Department of Education was based more on a standing concern by the Department.  They opposed any specific topics  inserted in school curriculum through legislative efforts, rather than opposing the idea that kids should be exposed to basic consumer education.

“The compromise we reached was that consumer education would be included as part of all social studies classes. I can’t recall if it was 8th or other grade levels.

“It’s now 43 years later and I don’t know whether that practice still exists. If it does, I would think it might impact the grade level assigned to the state’s commitment to taking financial courses.

“At that time, I informed our league board and legislative committee of my efforts. Although I can’t recall other legislative and regulatory issues that the league was following then, I’m sure it was a full agenda.”

The GAPS In High School Financial Education Courses

In 2022, only 22.2% of high school students are required to take a personal financial course.

Three states have a 100% course requirement.  These are Mississippi, Missouri and Virginia.  Florida has one of the lowest participation rates but has begun implementing a state wide requirement.

Outside of the six states with near fully implemented requirements, only 9.3% of students in America have guaranteed access to a financial education course.

This data is from an article in Visual Capitalist, published on May 17, 2022.

What is Financial Education?

Course work can range from the very practical tasks of  managing a checking and savings account, to subjects such as budgeting, differences in stocks and bonds, and even understanding the filing of taxes.

Credit unions were founded with education as a core value.  Financial education is key to financial literacy.   A lack of financial literacy is a major factor in delinquency and low credit scores.

Credit unions, especially those serving schools, have pioneered classes for adult education.  Many offer accounts for children of family members.  Education credit unions have  established student branches as a means of giving students hands on practice with real money transactions.

Need and Coop Capability Align

Credit unions, especially those serving schools, have pioneered classes for financial education.  Many offer accounts for children of family members.  Education credit unions have  established student branches as a means of giving students hands on practice with real money transactions.

The article’s graphic and data clearly show there is much to be done.  This is an ever-present student need and a credit union skill.  Expanding access to financial education is a legislative priority with 48 bills pending in 18 states.

Moreover, adults support this school-based effort as statistics suggest that up to a third of parents never discuss personal finances with their children.  Many parents wish they had been required to take a course themselves.

Becoming a resource for high school classes on financial education is an example of cooperative priorities visible to the next generation of members who are essential to sustaining the movement.

If you have examples to share, I would like to provide these stories in later posts.

Field Notes  for Thursday

The Employment Challenge

From CEO Bill Burke’s May 2022 report to his team at Day Air Credit Union, Dayton, Ohio.  The opening comment:

Best Place to Work

“It’s a crazy employment market out there right now.  A fair number of companies (mostly in the service industry) have increased their minimum wage.  This is being done to recognize that inflation has taken hold (no one uses the word “transitory” anymore) and we’re reminded of that inflation every time we fill our fuel tanks or go grocery shopping.

“As a Best Place to Work, we try to have a firm finger on the pulse of the economic environment.  Last fall we adjusted the grade level of 24 positions throughout the organization upward, 20 by one grade and four by two grades.  We’re carefully reviewing all grades again – don’t be surprised to see a big announcement  of another revision of some salary grades as we respond quickly to the  inflationary environment we find ourselves in.

“What some people are not seeing in the news is how many companies are laying off staff.  A fair number of direct competitors in our market, mostly in the mortgage arena, are laying off people because mortgage volume is decreasing.  A hallmark of a Best Place to Work is not worrying about layoffs.

“Unlike some area banks and credit unions, Day Air Credit Union has never laid off an associate.  How many companies have adjusted salaries upward each and every year?  Another indication of being a Best Place to Work.

“While we have every intent of continuing these practices – never any layoffs and always an annual salary increase – we can never say never.  There are no guarantees for the future; but we can celebrate the great track record of the past and be very confident that it will continue.

“What has to happen to ensure that Day Air remains a Best Place to Work?  The Credit Union will  continue its culture:  a good workplace environment, promotion from within, recognizing a job well done, growing the gain-share plan, providing opportunities for advancement, offering a robust array of benefits, having fair policies and processes–doing what we’ve always done.

“Each associate will continue living the mission by: being purpose-driven, engaging members, providing solutions to their financial needs, increasing our share of the member household wallet, and above all act in accordance with our core values: integrity, compassion, engagement and empowerment.

Thank you for making Day Air a Best Place to Work.”

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Members Left Out of Merger

A reader responds to the Cap Com merger with State Employees (June 1 blog) and NCUA’s role:

“A comment from a management person at one of our credit unions this morning to one of our field reps:  “Our member’s don’t know it yet, but we will be merging with XYZ credit union in the fall.”

“A sad testimony to how seriously the member vote, and the member’s will, is taken. NCUA knows about the pending merger, but no one has yet cued in the members.”

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Three Credit Unions In a World Alliance

Two New Members Join the Global Alliance for Banking Values


The GABV has welcomed two new members to the network: vdk bank, based in Ghent, Belgium, and Australian Mutual Bank, which operates in the state of New South Wales, Australia.

The GABV’s ever-growing network has now reached a total of 67 members from 44 countries that share a common goal to transform finance for good. Meet them

The three US credit union members are Clearwater CU (Montana), Verity CU  (Washington), Vermont State Employees (proposing to merge) plus the National Cooperative Bank (Virginia).

The Global Alliance for Banking on Values (GABV) is a network of independent banks and banking cooperatives with a shared mission to use finance to deliver sustainable economic, social, and environmental development.

Founded in 2009, the GABV comprises 67 financial institutions operating in 44 countries across Asia-Pacific, Africa, Latin America, North America and Europe. It serves more than 60 million customers collectively, holds over USD 200 billion of combined assets under management, and employs 80,000 co-workers.

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Inflation and Recycling

From Rensselaer, IN where I will attend my 60th high school reunion on June 11. (rensselaeradventures.blogspot.com )

“I took in some aluminum cans last week and was surprised that the price the scrap yard was paying was 70¢ a pound. I have never seen it that high. It takes 30 to 35 cans to equal a pound, so the scrap value of an empty can is about 2¢.

“That takes me back to my boyhood when an empty pop or beer bottle could be returned for 2¢. Back then most pop and beer came in bottles that were returned and reused. We did not find many because back then a postage stamp for a letter was 3¢ and a candy bar was 5¢; most people kept their empties.”

It reminds me of the summers my brother and sisters would go to the corn fields to pick up corn ears the automated pickers had missed.  We earned $1 per gunny sack full of corn.

 

A Merger for a New Future or a Rescue Operation?

The largest merger announced so far in 2022 is the combination of the $2.8 billion Cap Com FCU with the $5.6 billion State Employees FCU, both in Albany, New York.

Cap Com’s web site has a link promoting the merger.  It includes a video from the President and Board Chair, FAQ’s,  merger updates and a description of the voting process.

In these explanations and in the required Member Notice dated April 8, 2022, the justifications (excerpts below) are general and rhetorical.

The combination will result in a different brand and new name which will  operate state wide.  The site even highlights a critical benefit  members will be able to keep: their free checks and coin counting machines!

There is  a  link to nine merger myths which are then dismissed with a contrary assertion.  For example:

Myth #6: Bigger is not better.
Often, that’s true but having more resources will allow us to do more for members, employees, and the community. This includes enhancing technologies that make banking affordable and easy.

In all the communications, both required and marketing the decision, there is a complete absence of specific benefits except those achieved by adding together existing branch, ATM, video tellers and other operational access already in place.  No savings or loan rate benefits are presented, nor any mention of new products or services.

The March 31, 2022 Financial Reports

 

While State Employees is almost twice as large as Cap Com, the most recent call report suggest it is confronting headwinds.  Total first quarter revenue declined and net income fell 50% to $6.8 million from the 2021 first quarter. Cap Com’s first quarter net was $7.1 million.

State Employee’s loans are just 51% of assets.  The investment portfolio shows a $105 million decline in market value.  The net worth ratio has barely increased over the past 12 months,  going from 6.8% to 7.06% at March 31 of this year.

State Employees would be subject to NCUA’s RBC net worth requirement.  Whereas Cap Com’s 9.86% net worth would allow them to elect the simpler CCULR capital compliance option.

35 Years as CEO

State Employees President Michael Castellana has been CEO since April 1988, or 34 years and two months.  From the Member Notice: As part of  the merger agreement Chris McKenna, Cap Com CEO/ President would become President and Castellana CEO of the new credit union.

The board chair of Cap Com will become the  chair of the combined entity.  This and the other circumstances give  the impression that this merger  is  a CEO succession plan for the larger State Employees.

This “solution” will cost Cap Com members their independent, locally focused, sound organization.

Misleading and incomplete statements about the event are a suspect foundation for a new credit union launch.   It erodes trust in leadership.  It undermines promises about the future.

If that is the intent, it should be disclosed to Cap Com members.  It puts a very different framing for motivation and outcome.  For in this instance, the asymmetries in size, performance results, and financial situation  suggest the smaller credit union is rescuing the larger.

Members sense that something does not compute in this decision by Cap Com’s board and CEO to end their independent charter.  They, and even a SECU member, have made their views known on NCUA’s website.

Members’ Comments on the Merger Proposal

  1. I have grave reservations about this merger. There was not enough due diligence to provide a transparent account of why two thriving institutions must merge, and members have not been given enough complete information to make an informed vote.

I think that this is a disservice for members and the community and I would urge you to reject this merger as not enough was guaranteed to members, and the board of directors (which includes the proposed entity’s CEO) is not making decisions that favor employees or members of either credit union.

Thank you for your time.   (Jennifer Smith)

  1. Good afternoon,
    I have grave reservations about this merger. There was not enough due diligence to provide a transparent account of why two thriving institutions must merge, and members have not been given enough complete information to make an informed vote.
    I think that this is a disservice for members and the community and I would urge you to reject this merger as not enough was guaranteed to members, and the board of directors (which includes the proposed entity’s CEO) is not making decisions that favor employees or members of either credit union. (Justin Williams; similar comment from Paul Lenz))
  2. I am a Capcom account holder and I have reservations about this merger. This is being pushed down our throats and we are not being given full information to make an informed decision. Both credit unions are doing well and the merger is not needed. They have given us vague promises about “efficiencies”, while downplaying that there will be negatives.

There must be, because mergers result in lowered competition, leading to reduced benefits, increased costs, decreased customer service, layoffs, etc. If they want to say this will not happen, then I ask, then how do these “efficiencies” happen?
Please do not approve this “merger.” ( S Price)

  1. I am leaning heavily against this merger. I maintain 14 separate accounts at CapCom and just feel the information that has been released is spotty at best, and reads as if it came from a marketing company. The special member meeting is scheduled for twenty minutes before online voting ends (24 hours before mail-in ballots must be received).From the notice that was sent to CapCom members: “Both credit unions are flourishing, so this is a ‘merger of opportunity’ with the ongoing needs of the members at its core.” What are these needs? Where have they been expressed?What about:

Higher nickel and dime fees (a SEFCU speciality – Google “Story vs SEFCU”)?
What happens if the merger is voted down?
Is CapCom over-extended on its loans (a popular theory floating around)?

Sorry. There are way too many issues here and very little substance offered for anyone to make an educated decision.  (David H)

  1. As a member of Sefcu for ove 15 years, I am appalled that this so called merger of equals is going to be allowed. It was announced last July as a merger of equals. If that is the case then not only should the capcom membership get to vote but so should the Sefcu members. You can’t have a merger of equals if it’s only going to get voted on by one side . I also would like you to look into the multiple conflicts of interest on both sets of leadership. I truly don’t feel that the members of both institutions are truly going to benefit in any possible way from this proposed merger. (Russel Kuhls)

MyAssessment

Despite the asserted benefits, this looks like a merger of necessity  to extricate State Employees from a downturn.

The members of Cap Com correctly see this as not in their best interests.

With a new  name and brand, a state wide operational commitment, a below average combined capital ratio, and required conversions from different data processing and other third-party providers, this merger is  a recovery operation not a launch to the future.  It will be costly.

State Employees could recruit Cap Com’s CEO to  be Castellana’s heir.  However bringing Cap Com’s resources to the project appears to be throwing good money after bad.

Cap Com members are being asked to rescue State Employees members in a time of heightened economic uncertainty.

Where Has NCUA Been?

The members of Cap Com are also covering for a lack of effective supervision by NCUA.   It was NCUA’s Chair who in January asserted  the need for succession planning by proposing a new rule.  Merging Cap Com to provide the  leadership  to turn around State Employee’s  trends is the exact opposite of the rule’s intent.

This rescue requires that members vote to approve and then exercise patience, of uncertain duration, to endure numerous technical conversions  for operational integration.

Whatever the outcome, credit union members are being tasked again to pay for the shortfalls of the regulator in its examinations and assessments of the management and board performance of State Employees, that is the M in CAMEL.

References:

From the Member Notice on NCUA’s Website. 

No specific member benefits are provided.

Reasons for merger: The Board of Directors of CAP COM unanimously concluded that the proposed merger with SEFCU is desirable and in the best interests of the members. Although CAP COM thrives today, there is no guarantee it will be immune to the ever-increasing competitive pressures that can blunt success in the future. Throughout the United States, credit unions face immense challenges from digital only banking services, industry disruptors, and powerful mega banks. This merger will increase operating efficiencies and offer the potential to expand products and services for credit union members sustainably over time.

Joining forces with SEFCU is the ultimate collaboration. This merger will benefit members, employees, and the communities across the combined organization’s new, expanded footprint. The merger would capitalize on the cooperative spirit of the two credit unions, their distinct strengths, talent pool, and significant financial resources. It is from a position of financial strength that CAP COM seeks to merge with SEFCU. Both credit unions are flourishing, so this is a “merger of opportunity” with the ongoing needs of members at its core.

Changes to services and member benefits: Banding together, CAP COM and SEFCU can expand affordable, easy-to-use, life-enhancing services. A unified credit union would possess the scale necessary to deliver greater value to members – beyond what CAP COM and SEFCU could deliver individually.

The fiscal strength, and safety and soundness, of the combined organization paves the way. The expanded and diversified balance sheet and membership composition will reduce financial and membership concentration risk and increase opportunity. The combined capital of the two credit unions, once merged, is estimated to be approximately $702 million, cushioning against unforeseen economic downturns or other financial challenges.

The merged organization would have the largest branch presence of any financial institution in the Capital Region of New York State. In terms of number of members, it would rank among the largest credit unions in New York and the top 30 in the United States.

Through this merger, CAP COM members will realize gains in excellent rates, favorable pricing, and innovations that enhance their banking experience and financial wellness, thanks to the operating efficiencies of a larger organization that reduces expenses and generates revenue. The personalized service for which CAP COM is known will benefit from a larger membership across New York.

Making banking more convenient, affordable, and easy is a primary goal of the combined organization. The merger would enable members to gain access to more branches along commercial corridors and in diverse neighborhoods across the Capital Region and upstate New York (including areas where members prefer to bank today). More surcharge-free ATMs throughout the United States would also be available, along with more robust call center services and the convenience of 24/7 digital banking. Below you will find the retail expansion opportunities you will benefit from through this merger.

  • Capital Region, Central NY, Western NY, Southern Tier
  • 61 full-service branches (CAP COM currently 12) and two mobile branches
  • 27 video tellers (CAP COM currently 0)
  • 130 on-site ATMs (CAP COM currently 13)
  • Nationwide 85,000 surcharge-free ATMs (Allpoint®, CO-OP) More than 5,600 shared branches

Along with enriching the service offerings and benefits for members, this merger will create countless opportunities for employees to hone their skills, apply their talents, and grow in their careers with the combined organization, which will ultimately benefit members. All staff of both the merging and continuing credit unions will be offered continued employment following the completion of the merger.

Members of CAP COM will be well represented in governance of the combined organization. The Chair of the Board of Directors of legacy CAP COM will assume the role of Board Chair in the new credit union. In addition, Board members of the former CAP COM will occupy seven of 15 total seats on the newly expanded Board, along with committee assignments. As stewards of the unified credit union’s mission, fiscal soundness, and strategic direction, the Board of Directors will possess decades of institutional knowledge and continue to be advocates for members.

Finally, community outreach with generous financial support are hallmarks of both credit unions. Larger philanthropic efforts, and a greater number of employee-volunteers statewide, will support a more sustainable and equitable future across communities where members live and work.

Merger-related financial arrangements:

Two CAP COM executives, Chris McKenna, President & Chief Executive Officer, and David Jurczynski, Executive Vice President & Chief Financial Officer, are covered by a collateral-assigned split dollar life insurance plans (the Plans) that were established in 2019, prior to any discussion of merger with SEFCU. The Plans include a standard “change in control” provision requiring that, given certain circumstances including a merger as proposed to the membership herein, any unvested benefits that may be subject to a vesting schedule under the Plans, become 100% vested on the merger effective date.

Footnote:

More information on CapCom’s business strategy here:

(Opening paragraphs) For the past three years, CAP COM Federal Credit Union ($2.6B, Albany, NY) has been honing its abilities to reduce risk and maximize reward — taking care to not throw out the BABI with the bathwater.

“BABI” is shorthand for the business analytics (BA) and business intelligence (BI) division the cooperative created in January 2018. The BABI team generates and interprets data as well as makes intelligible reports available to stakeholders across the enterprise.

 

 

 

A CEO Reports to His Team

Learning from others is how many inform their own leadership approach.  Each month Weokie FCU’s CEO Jeff Carpenter sends a briefing to staff about the important events.

The brief excerpts below are from his April update. Used with permission.

The complete report includes pictures, member testimonials, project priorities and performance numbers.

Open communication contributes to shared efforts with common purpose.  Both are vital for effective organizational performance.

Living Our Vision & Mission

WEOKIE adopted a new vision in 2022 and has been working hard to make the vision, not just words on a paper, but a reality. I wanted to pause a minute each month to share some of the “stories” of how we are  “making a difference, one person at a time”

Calculating the Coop’s Value

Why Cooperation Matters

“Cornerstone IMPACT 2022: I attended my first “in-person” meeting of the Cornerstone Credit Union League’s Annual Meeting and Convention entitled IMPACT.

“WEOKIE is stronger when we cooperate with other credit unions and the Cornerstone League is a great facilitator and cause agent for credit union collaboration.

“The meeting had excellent educational content and numerous opportunities for R&D (Research & Development, aka Rip-off & Duplicate) great ideas that other credit unions are pursuing.”

Memory and Hope:  Memorial Day 2022

From the golden fields of grain in Ukraine to the classrooms of Uvalde, Texas it is hard not to feel deep sadness at the self-inflicted tragedies of life.

Wilfred Owen’s poem Futility  captured this feeling during WW I in which the poet lost his life on November 4, 1918: :

Move him into the sun—

Gently its touch awoke him once,

At home, whispering of fields unsown.

Always it woke him, even in France,

Until this morning and this snow.

If anything might rouse him now

The kind old sun will know.

 

Think how it wakes the seeds—

Woke once the clays of a cold star.

Are limbs, so dear-achieved, are sides

Full-nerved, still warm, too hard to stir?

Was it for this the clay grew tall?

—O what made fatuous sunbeams toil

To break earth’s sleep at all?

Where is Hope?

The irony of memory is that lives transcend tragedy when we remember the people whose loss leaves a deep crevice in our soul.  Especially those who gave us life and purpose when we faced our own uncertainties.

The most important event during the day when deployed in the Navy is mail call.   That is a reminder of the reunion everyone longed for.

(Returning from Operation Golden Dragon, Yokosuka, Japan 1970.  Mary Ann and Lara greet our brief stop to replenish before going back to sea. USS Windham County LST 1170 in background.)

Today an individual’s presence may not be physical, but  the  meaning they gave to our lives endures.   That is how hope overcomes tragedy.