Not a subscriber?
Our whitepapers are written by the movement’s leaders, giving you insight into the hottest topics.
Welcome to the emerging world of credit union director compensation. Many feel that paying boards is anathema to the cooperative spirit of credit unions, while others feel compensation is an obvious and overdue benefit.
CUES, in partnership with Decision Strategies International, Inc. (DSI), one of the world’s leading companies in the area of scenario planning, brings you Scenarios for Credit Unions 2020: Striving to Stay Relevant in a Rapidly Changing World. The study focuses on four distinct future scenarios, and challenges credit union leaders to question their assumptions and to develop a more flexible, multi-faceted view of the future.
An electronic brochure and reporting program that sends pertinent information directly to members via email.
CUES Supplier member and strategic partner DDJ Myers has shared a questionnaire to help you determine how well your credit union is currently prepared to proactively manage succession planning and employee development.
Planning for Catastrophic Losses: Did you know the U.S. is the most severe weather-prone country on earth?
Auto and home insurance programs are a proven way for credit unions to increase products per member, build non-interest income, and help members protect their investments in their home or vehicle.
As we all know, the newly amended CUSO regulation will go into effect on June 30, 2014. On or before that date, federally insured credit unions with investments in or loans to a CUSO must obtain an agreement from such CUSO wherein the CUSO agrees to directly report information to the NCUA. There was some confusion among credit unions and CUSOs whether this regulatory burden extends to credit unions with only a contractual agreement for services with a CUSO.
Recent guidance from regulators about risk management underscores a credit union board’s role in making sure risk isn’t being managed department by department, in silos. It’s easy for a board to settle into the pattern of assessing risk exposures for each new product, strategy, or operational change as management brings it to the board’s attention. But it may be time for your board to establish a policy of addressing risk in a broader, more systematic fashion.
Data breaches are emerging as a risk just as dire as natural disasters, fires, business interruption, and other insurance risks. If your credit union doesn’t have insurance specifically devoted to covering data breach risks, you need to review your overall exposure to these risks.