Hatt says Pen Air colleague Mark Decker coined that term during a brainstorming session.
“Communerosity is where generosity and community come together,” Hatt says. “Those are two qualities we value highly at Pen Air. We’re humbly generous with our time, talents, and sponsorships. It’s a lifestyle each employee embodies. Communerosity is now one of our core values at Pen Air.”
Communerosity breaks down participation in community events, which this past quarter included a golf tournament, school district engagements, and an affinity credit card initiative with the local minor league baseball team and an early childhood development group.
The dashboard tracks employee volunteer hours — 687 in the first quarter of 2017 alone — and calls out the top three volunteers by name, position, and hours volunteered.
The dashboard also lists marketing dollars spent per member, which the marketing team has pegged at $3.61 per member, counting charitable giving, sponsorship dollars, and total marketing dollars so far this year.
The credit union’s 5300 Call Report lists $11 for that measurement, but Hatt says that includes other special projects that fall into her overall marketing budget.
Pen Air spent $11 per member on marketing in the first quarter of 2017, according to the credit union’s 5300 Call Report filing. That’s $3 less than the $14 average spent by the 275 credit unions with $1 billion to $10 billion in assets.
That discrepancy in numbers goes to show the different ways credit unions can collect, interpret, and present data to make educated decisions about strategy.
“Our financials and the 5300 Call Report tell us if we are spending our dollars in alignment with our budget,” Hatt says. “Peer-to-Peer reports tell us how we are doing compared with our peers. The Marketing Impact Board communicates how we’re enhancing lives.”
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Now two quarters in, the Marketing Impact Board has been well received, Hatt says.
“The board and C-level appreciate the simplicity and clarity of the information being reported,” the Pen Air marketing director says. “And, it helps my team better quantify and understand the ‘why’ behind what we do every day.”
Although the dashboard is easily replicated, it does require work to gather all the data. If a credit union’s values aren’t completely aligned or it lacks focus in its values, deciding what to report on can easily spin out of control.
CU QUICK FACTS
PEN AIR FEDERAL CREDIT UNION
HQ: Pensacola, FL
Data as of 03.31.17
12-MO SHARE GROWTH: 5.67%
12-MO LOAN GROWTH:21.32%
Hatt makes sure Pen Air’s version focuses on two objectives ― showing what her team does in terms of marketing and advertising, specifically, and then on the credit union’s community impact.
With these parameters in place, the dashboard helps keep the credit union focused and consistent in its activities and behaviors.
“Make sure your culture, core values, mission, vision, and brand are clearly outlined,” says Hatt, a 28-year banking veteran who has been with the Panhandle credit union for the past five years. “Make sure your staff is developing these things so they’re fully engaged. Once you have that in place, creating a dashboard is easy.”
Don’t re-invent the wheel. Visit Callahan’s Executive Resource Center to check out member-donated and Callahan-created examples of tactical documents, policies, and templates. New additions include Pen Air’s Marketing Impact Board.