Texans Credit Union: In 2020, the Texans Credit Union leadership team ($2.2 billion in assets; 113,436 members) was tasked with rebuilding the credit union to its former status as the premier credit union after she fell under guardianship. The team faced daunting challenges, including low employee morale, outdated technology, poor member service, and the lack of a full C-suite, not to mention a global pandemic. After populating the credit union’s C-suite, the leadership team focused on re-establishing a culture that empowers employees, drives innovation, and drives new processes. The entire Texans Credit Union C-suite is only two years old today. This has helped the credit union achieve positive growth in its workforce and build a team of employees who are now innovative, responsible, productive and happy. Staff turnover has fallen to 27% over the past two years after peaking at 50% in previous years.
Chartway Credit Union: The pandemic and the ever-changing social and political environment over the past few years has been a thought-provoking catalyst for Chartway Credit Union’s leadership team ($2.6 billion in assets; $197,265 members). In 2021, he conducted months of research that included internal and external surveys, focus groups, and workshops, and emerged with a renewed focus on helping individuals, families, and communities thrive. Chartway has updated its brand with a new logo, icon and member correspondence to reflect its commitment to being inclusive, optimistic, passionate and empowering. Additionally, the leadership team is committed to updating their leadership style to be more effective and project kindness and empathy as the organization enters a phase of growth. Each leader committed to participating in one-on-one professional development sessions and they came together to share insights, insights and tools to create positive change across the organization.
Community Credit Union: Community Credit Union ($90.9 million in assets; 11,641 members) has made it its primary goal to fight financial predators and strengthen the financial well-being of its communities, an initiative that earned him recognition both locally and nationally. The management team has invested in staff financial education, including how to identify and avoid predatory lending practices, budgeting, developing emergency funds, and building credit wisely. . Employees were then empowered to help members escape the cycle of predatory lending and encouraged to continuously provide financial education with every transaction. On a larger scale, leaders have worked to educate the community about predatory lending practices through editorials, articles, social media posts and community training sessions. The credit union invested $20,000 in search engine optimization starting in February 2022 to focus on predatory lending, check cashers and other key financial education terms to help members avoid financial pitfalls.
Credit Union National Association: As the world moves toward a new normal in the wake of COVID-19, the Credit Union National Association recently updated its advocacy, engagement, and event programming to help co-ops in credit to stay relevant, promote the financial well-being of their members, and set the stage for industry growth. CUNA’s advocacy team has worked to remove regulatory barriers that impede credit unions, which has led to several temporary regulatory stays and several bills to modernize federal credit union law. The association also brought the industry together for the first major in-person advocacy event in two years – the 2022 CUNA Government Affairs Conference – attended by nearly 5,000 people. Three bills were introduced in Congress during the GAC, including a CUNA-League Scope Bill. Overall, CUNA advanced eight bills this year, wrote more than 180 letters to lawmakers and regulators, and filed three amicus briefs and a Freedom of Information Act request to advance the defense of cooperatives. of credit in Washington, D.C.
Credit Union of Texas: Nearly a century after it was founded to support Dallas teachers during the Great Depression, the Credit Union of Texas ($2.1 billion in assets; 150,765 members) is committed to giving back and to help underserved and vulnerable people. At the heart of its community engagement model, introduced in 2018, are seven community engagement officers who understand the needs of the community and provide volunteers and financial support to meet those needs. The team focuses on five main areas of need, including suburban homelessness, domestic violence, special needs, food shortage and child advocacy. Additionally, CUTX’s commitment to building a pipeline of leaders begins at the top with CEO Eric Pointer, who joined CUTX as a part-time cashier at age 21 and rose through the ranks during his 29-year career. . The CUTX Pathways program, introduced this year, admits eight employees each year to experience each department, earn a CUTX-paid MBA, and progress within CUTX upon successful completion of the program.
Municipal Credit Union: When New York city workers needed their credit union’s support the most at the start of the pandemic, the Municipal Credit Union ($4.3 billion in assets; 590,850 members) was under trusteeship after years of fraud and mismanagement. Kyle Markland was hired as CEO in November 2020 and he quickly built a leadership team focused on MCU economy through tight expense management, careful margin management to reduce cost of funds, increase revenue by engaging members and increasing loans while keeping a close eye on loan quality to properly manage delinquency. In February 2022, 42 months ahead of schedule, the MCU left the trusteeship and was returned to its member-owners. After a brief celebration of their success, Markland and the MCU leadership team shifted from survival mode to crafting a strategic plan to better serve its members, which include members of the New York Police Department, New York firefighters and New York hospital workers.
New Orleans Firemen’s Federal Credit Union: Over the past year, the biggest challenge for the management team of the New Orleans Firemen’s Federal Credit Union ($260 million in assets; 28,346 members) has been the Hurricane Ida, which hit its nine branches across Louisiana and Mississippi, damaging buildings and leaving about half of its employees without access to their homes. Operating on backup generator power, spotty internet and cell coverage, and only about 100 employees, the credit union continued to serve its members with the help of evacuated employees working on laptops. Additionally, the Fire Department FCU has opened its branches for displaced employees to use as temporary housing. In less than 60 days after Ida’s rampage, the Fire Department’s FCU funded 369 emergency loans for more than $593,000 and 748 loan deferrals. In less tumultuous times, each leader operates as CEO of their department working on goals ranging from loan growth, financial coaching, improving and adding digital services, improving branch and contact center experiences and creating efficiencies in back-office programs.
We are pleased to continue our presentation of the LUMINAIRES Class of 2022 finalists, who are being recognized this year for the many dynamic and inclusive ways in which they are moving the credit union industry forward.
Finalists were selected by our editorial team from several hundred outstanding entries in four award categories: Diversity, Equity & Inclusion, Executive Leadership, Technology Innovation and Product Innovation.
This slideshow highlights the seven finalists in our Executive Leadership: Organization category. These submissions reflect a very competitive group that we had to research extensively to arrive at the final seven organizations. Congratulations to these finalists!
The LUMINAIRES Class of 2022 finalists were recently reviewed by a diverse panel of judges from across the credit union industry, and a selected group of winners will be announced on stage at the first awards dinner and gala. of the program – which will take place on November 9 at the Four Seasons Hotel in Washington, D.C.