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By The Rochdale Group, Inc.
Those of us with The Rochdale Group have the opportunity to work with many credit unions, of all sizes, in implementing and enhancing their risk management processes. Our consultants have the luxury of viewing very effective risk management processes at some credit unions as well as a great number of processes that are less than “best practice.”
We have learned from hearing stories about things that work well for credit unions as well as the things that didn’t go quite as planned. We find the knowledge gained from these interactions valuable as we work with credit unions in improving their risk management practices to the levels necessary to consider diverse risk profiles and attain the delicate balance between best meeting the needs of members and ensuring safety and soundness going forward.
Our experience is that credit unions that fail to maintain sufficient risk management processes to confidently understand and manage key risks today often are ill-prepared to leverage uncertainties and opportunities tomorrow. Effective risk management is about much more than organizational value preservation. It’s about embedding a process into the culture of the institution to constantly drive value creation.
Many credit unions, of all sizes, have enterprise risk management programs in place. Those programs range from comprehensive processes that analyze risk across the organization and use that information for strategic and operating purposes, to programs in their infancy, where the risk identification process has just scratched the surface. However, most struggle with bringing together information from all of their risk management silos into a comprehensive program and summarizing the information for senior management and boards.
The Rochdale Group
Most credit unions today have reasonably effective credit, asset-liability management, information security, and physical security programs. In fact, most are incurring net credit losses well below their allowances for loan and lease losses, and in sessions to identify and assess their lending risks, seldom identify residual credit risk that is much more than 50% of allowance balances.
Most credit unions also seem comfortable with their ALM processes. The ease of placing excess reserve balances at the Federal Reserve Banks for short-term investing, excess liquidity, and other reasonable ALCO processes mean that ALM is not a source of great discomfort for most credit unions today.
Physical security, meanwhile, is so well entrenched at most credit unions that it seems to be an afterthought. Most credit unions have strong processes around opening, closing, surveillance, locks, dual control, lighting, staffing, greeting, and robbery training, in addition to insurance.
Finally, the credit unions we meet generally describe extensive information security processes. Effective information security continues to be a challenge as security professionals are constantly trying to keep up with internal and external vulnerabilities and new security threats.
Although many credit unions are comfortable with their current risk management practices, tomorrow will bring increasingly complex risks requiring new tools, paradigms and vision:
Many credit unions continue to have lower than desired loan-to-share ratios and attribute this to a lack of lending demand or a member base that does not need to borrow. It’s true that some credit unions have members that have relatively modest borrowing needs. However, why is it possible for so many credit unions in the same markets to serve their members so fully through healthy lending activity?
As we look at those credit unions, we usually see that they are highly effective in promoting their brands in their markets. They engage in strategic marketing, community involvement, and other promotional activities so that everyone knows they are full-service financial institutions and are “top of mind” when people look for loans. This is not always easy for non-community-based credit unions, but even those with narrow fields of membership need to heavily promote themselves within their field of membership.
Remember that you’re looking out for the best interests of members, and certainly should be advising them of ways to improve their lives, even if that means having systems and processes to ensure your people constantly offer them your ideas.
Once successful credit unions have members in the door, they don’t hesitate to inform them of the products that would be beneficial to them. Yes, this means selling products to people and not just idly taking orders, and some people feel uncomfortable with this. But just think about this for a minute — the entire reason members are with the credit union is to use its financial products.
Most members who are not borrowing from the credit union are borrowing somewhere. Remember that you’re looking out for the best interests of members, and certainly should be advising them of ways to improve their lives, even if that means having systems and processes to ensure your people constantly offer them your ideas. You can bet your competitors do, and they might not share your philosophy of looking out for the best interests of members in the process.
Credit unions, like other financial institutions, tend to measure their financial success through a variety of measures, principally the return-on-assets ratio, but credit union value goes way beyond that metric. You provide value to members through lower loan rates, higher share rates, increased service levels, education, community involvement, and other avenues.
We recently met with a very large credit union that targets a significant portion of income to give back to the community, and the ability to generate returns sufficient to support that target is a key strategic objective. Almost all credit unions forget about many of the ways they support their members and very few track any measures of total member value.
Because supporting the credit union philosophy and providing member-owners with added value is critical to ensuring the survival of our industry, it’s important for credit unions to think about the ways they provide that value, measure their returns to members, and communicate those benefits to the membership.
In many cases, we find that members are not even aware of their status as member/owners, further exacerbating the inability to differentiate credit unions through the overall value provided.
Next: Information Security, Information Technology »
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May 4, 2015
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