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A credit union is a cooperative, non-profit organization comprised of people united by a common bond of interest, such as employment, membership in a church, residence in a certain community or employment with a certain company. The purpose of the credit union is to promote thrift and encourage responsible money management by setting up a mutual savings and loan organization.
Each member of this organization is an owner, and the money he or she contributes to credit union accounts helps to support the institution as a whole. Credit union members enjoy savings at a good rate of return and use collective monies to extend loans to qualified members at competitively low interest rates. By saving, investing and borrowing as a group, each independent member has the opportunity to achieve greater financial stability and success.
If you would like to become a part of this member-owned financial institution, call us or stop by our office today.
Who Is Eligible To Join?
All current and retired employees of the Missouri Department of Conservation, Conservation Commissioners and full-time Conservation Employees’ Credit Union staff, plus all immediate family members* and organizations of members are eligible to join Conservation Employees’ Credit Union.
To become a member, you must complete a membership card and deposit at least $25 (one share) into a Share Savings Account. This $25 share must remain in the account for as long as you are a member of the credit union.
Once you are a member of CECU, you’re immediately eligible for all the financial services the credit union has to offer. Also, once you become a member, you remain so for life by keeping one share in your account.
Ready to join? Call us or stop by our office today.
*Immediate family is defined as brothers, sisters, spouse, children, grandchildren, grandparents and parents.
The History of CECU
Conservation Employees’ Credit Union was created on March 4, 1955, with the cooperation of the Conservation Commission and a Certificate of Approval issued by the Secretary of State. Eighty-eight employees joined the credit union at that time, and initial deposits totaled $2,074.75. On this same day, $475 was loaned to a charter member.
Upon its creation, Herbert Hunter, a Field Representative of the Missouri Credit Union League, was named temporary chairman of the credit union. The Board elected Paul Q. Tulenko as President and Marian Walther as Treasurer.
By the first annual meeting, held on October 17, 1955, membership had jumped to 203 members, and share deposits totaled $19,841.28. The Board declared a 4% dividend on share accounts during the meeting, and this rate was approved by the membership. Thus began the CECU tradition of growth and financial stability.
Since the credit union’s inception in 1955, CECU has grown by leaps and bounds. At the time of the annual meeting in October 1969, some 1,193 members owned $876,587 in shares! Currently, more than 6300 members contribute to share deposits of $56 million -- a testament of the great success and prosperity of Conservation Employees’ Credit Union.
The Security Of CECU
Since 1970, credit unions have been federally insured through the National Credit Union Share Insurance Fund (NCUSIF), an arm of the National Credit Union Administration. The United States government backs this fund with full faith and credit, just as it does the FDIC. That means that your finances are insured for up to $250,000 per depositor, with an additional coverage of up to $250,000 for other types of accounts, such as IRAs.
To further protect your money and the resources of the credit union, Conservation Employees’ Credit Union maintains a responsible lending policy. We extend loans only to qualified borrowers, and will not put your funds at risk with sub-prime lending. In short, your shares are safe with us.
If you have any further questions or concerns regarding the soundness of your credit union, please contact a CECU representative or stop by our offices. You may also visit www.ncua.gov to determine your insurance coverage, or learn more about federal share insurance.
The People Of CECU
Conservation Employees’ Credit Union is run by its members, for its members. If you need assistance, information or would like to voice your opinion, contact us.
BOARD OF DIRECTORS
Larry Vangilder, Chairperson
Steve Bauer, Vice-Chairperson
Mike Jones, Secretary/Treasurer
Michael Hubbard, Director
Dee Rackers, Director
Rick Clawson, Director
Jim Loveless, Director
SUPERVISORY COMMITTEE
Kim Reilmann, Chairperson
Lisa Anderson, Member
Shawn Cunningham, Member
Yvonne Heerlein, Member
CREDIT UNION STAFF
Louie Delk, President
Kathy Kliethermes, Director of Office Administration
Cathy Adams, Vice President of Operations
Maureen Ball, Loan Officer
JoAnn Pointer, Loan Officer
Ronda LePage, Loan Officer
Carol Kimball, Loan Processor
Dawn Ellis, Card Services Coordinator
Lisa Woodland, Member Services Supervisor
Denise Willroth, Member Services Representative
Jessie Wolken, Member Services Representative
Sharon Bax, Member Services Representative
Judy Schwartzer, Member Services Representative
Jessica Stuenkel, Support Services Staff
Stacia Peters, Support Services Staff
FIELD REPRESENTATIVES
Yvonne Heerlein, Northwest Region
Terri Diekmann, St. Louis Region
Carolyn Rucker, Kansas City Metro
Shirl Quick, Kansas City Region
Susan Hilty, West Central
Pat Wagoner, Rolla Office
Dee Thomas, Northeast Region
Sara Weaver, Ozark Region
Alice Uhrthan, Southeast Region
Vernon Archer, Southwest Region
Laura Weirich, East Central
Dennis Rhoades, Camdenton Office
Leslie Leppin, Chilicothe Office
Annabelle Lanham, Ellington Office
LeNora Swan, Hannibal Office
Brittney Sones, Central Region
Judith Bethel, Powder Valley
Stephanie Gipson, Resource Science Center
The Future Of CECU
The plans below outline the CECU Strategic Plan for 2009 as determined by the credit union leadership.
Introduction
It will be the policy of Conservation Employees’ Credit Union to actively maintain and adhere to a Strategic Plan. This plan will identify several areas of consequence to the credit union’s operation and outline the strategy for addressing each of these areas on a one-year, two- to five-year and six- to ten-year time frame.
This Strategic Plan will be reviewed during CECU’s annual planning process, generally occurring between August and October. However, due to the dynamic nature of market conditions and member needs, Strategic Plan revisions may be made at any time (with Board approval).
Conservation Employees’ Credit Union Strategic Plan has currently identified each of the following areas of consequence:
Loans
What is the expected level of loan growth? What segments of the loan portfolio will be the most active? What changes will be necessary to keep the lending program relevant?
One Year: During the next 12 months, CECU expects moderate loan growth, likely not to exceed six percent. This loan growth will be supported by an increased emphasis on student lending, as well as an improved packaging of loan products targeted at existing students and recent graduates. These loan product packages may include automobile loans, as well as a variety of credit card products (cash back, reward points, gold or platinum). With available liquidity, CECU may consider the implementation of a payday loan alternative.
The credit union will review and, as necessary, revise the structure of existing mortgage programs so as to ensure both competitive pricing and responsible return to the credit union. Additionally, CECU will continue to track the availability of the first mortgage program and reassess the applicability of existing policy cap proportions.
Two to Five Years: In this time period, CECU will continue to review the relevance and popularity of all existing loan products. Along with this ongoing assessment, the credit union may also consider the implementation of programs such as business lending, indirect lending, reverse mortgages, construction loans, and risk-based lending.
Six to Ten Years: Long term, CECU may consider methods of automated underwriting, improved electronic processing of loan applications and delivery of loan proceeds, and the relevance of existing and introduced lending-related products and services.
It is expected that the loan-to-share ratio will remain in the range of 90% to 105% for the duration of these forecasts.
Deposits
What is the expected level of deposit growth? How will the credit union generate member deposits? What changes will be necessary to keep the deposit program relevant?
One Year: Deposit growth in the upcoming year is expected to be in the range of five to ten percent. This deposit growth may be driven by the large number of expected MDC retirees. To better communicate with this portion of the membership, the credit union will begin a program of sending congratulation cards to retirees. These personalized cards will contain a reference to applicable deposit products with CECU, as well as the contact information for an endorsed financial planner.
Along with these retiree accounts, the credit union will also work to better capture newborn accounts and the expanded relationship resulting from member marriages. This will be accomplished through a similar program of personalized and relevant follow-up.
CECU recognizes the substantial opportunity available through expanding deposit relationships with MDC hourly employees.
All available marketing platforms will be utilized as these deposit opportunities are pursued.
Two to Five Years: CECU will continue the current market-based pricing strategy, remain watchful for changing market conditions, and ensure that an appropriate variety of products and services remain available for the membership.
Six to Ten Years: The credit union will review deposit account selection and structure to ensure that ongoing pricing philosophy and product design has a responsible impact on the overall financial condition of the organization.
Investments
What is the credit union’s investment strategy? How is this strategy expected to change? What impact will investment planning have on overall credit union performance?
One Year: For the next 12 months, the credit union does not expect to have the liquidity available to maintain an active program of investing. As current investments mature, the available funds will be utilized to fund member loans.
If levels of liquidity increase beyond expectation, these funds will be invested in certificates having terms of 12 months or less, in a laddered format.
Two to Five Years: Investments will be structured in a laddered format with certificate products, seeking to maximize both investment yield and predictable cash flow. Member lending will be considered as preferable to investing.
Six to Ten Years: Investments will be structured in a laddered format with certificate products, seeking to maximize both investment yield and predictable cash flow. Member lending will be considered preferable to investing.
Fees
Does the credit union maintain a reasonable fee structure? Are there opportunities to increase or decrease current fee pricing? Is the fee structure appropriate for encouraging responsible consumer behavior?
One Year: CECU remains committed to providing members with a no-cost or low-cost fee structure. While remaining adherent to this philosophy, the credit union also understands that a fee program may (at time) provide the member with an appropriate penalty for irresponsible consumer behavior. As such, the credit union will eliminate the current limit of three overdraft fees per day. This change is expected to generate a minimum increase in income, but may have a significant impact in helping members to recognize the importance of responsible checking account management.
The credit union asks membership to amend bylaws and eliminate the current $0.25 membership fee.
Two to Five Years: The credit union will continually review the fee structure of area financial institutions and ensure that CECU fee pricing remains well below market levels. Fee income will not be considered as a primary source of credit union income.
Six to Ten Years: The credit union will continually review the fee structure of area financial institutions and ensure that CECU fee pricing remains well below market levels. Fee income will not be considered as a primary source of credit union income.
Staffing
Does the credit union have a well-trained, service-oriented professional in each position? Is there back-up coverage available for all responsibilities within the credit union? Is there a need for additional staffing to properly respond to member/corporate needs? Is there excess staffing at the credit union?
One Year: The credit union will establish a list of training priorities and a schedule of training sessions designed to address each of the referenced concerns. Through this training program, back-up coverage for each responsibility will be ensured and the assignment of designated back-up employees documented. Department Management responsibilities will be included in this program.
Office assignments will be reviewed with the expectation of improving employee placement, as it relates to providing efficient service to members. An annual staffing assessment will be conducted to review and ensure the adequacy and appropriateness of organization coverage.
As new employees are hired, the credit union will do so with the intent of improving workforce diversity.
Two to Five Years: CECU will continually evaluate staffing as it is relative to similarly-complex credit unions, as well as member demand for service. Job descriptions will be evaluated to monitor accuracy and accountability.
The credit union will consider providing full-time investment services to members.
As new employees are hired, the credit union will do so with the intent of improving workforce diversity.
An annual staffing assessment will be conducted to review and ensure the adequacy and appropriateness of organization coverage.
Six to Ten Years: In the long term, credit union growth may require the addition of staff responsible for collections, IT, HR, marketing, and transaction/loan processing.
As new employees are hired, the credit union will do so with the intent of improving workforce diversity.
An annual staffing assessment will be conducted to review and ensure the adequacy and appropriateness of organization coverage.
Succession Planning
Does the credit union have in place a system of succession planning for leadership positions? Does the credit union the ability to cover the responsibilities of key personnel on an interim basis?
One Year: The credit union recognizes that the decision to hire and terminate the President rests with the Board of Directors. By implementing a program of succession planning for the President, the credit union does not assume any portion of this Board-designated responsibility. The credit union does, however, hope to provide the Board with qualified internal applicants and with qualified interim coverage, should there be an unexpected or planned change in credit union leadership.
As such, the credit union president will implement a program of internal training to ensure that all aspects of the president’s position are shared with qualified employees. Only employees active in credit union management/oversight will be considered as qualified. The training program will be comprehensive and will provide the credit union with needed stability as transition plans are implemented.
Two to Five Years: CECU will remain prepared with qualified internal applicants for unexpected or planned changed in credit union leadership.
Six to Ten Years: CECU will remain prepared with qualified internal applicants for unexpected or planned changed in credit union leadership.
Technology
What is the credit union’s position on technology adoption? Does a sufficient level of technology exist to adequately serve the member’s needs? What are the planned technology changes?
One Year: The credit union recognizes that opportunities exist to better protect member data. Identified opportunities include improved intrusion detection, enhanced server security and an automated system of email retention. CECU expects to address each of these issues during next 12 months and document information relevant to IT structure and security.
A system of optical storage will need to be implemented to alleviate existing document storage concerns, relating to loan documents, new account cards, IRA documents, and other member information currently stored in paper format.
Two to Five Years: CECU will work to improve the current data processor relationship and review the likelihood relationship continuance and/or the associated expense of data processor conversion.
Six to Ten Years: The credit union will ensure that both the DP and IT functions are adequate to meet member and staff needs, as well as provide substantial protection to all member-related data.
Merger and Acquisition
Will the credit union consider mergers and/or acquisitions? What are the circumstances when the credit union would consider a merger and/or acquisition to be of benefit to the member? When would a merger and/or acquisition be of detriment to the member?
One Year: CECU understands that the practice of mergers and acquisitions is becoming more common in the credit union movement and that such actions might sometimes improve the financial condition of the involved credit union as well as the service provided to the credit union member. At this time, however, no perceived or real benefit would be obtained for credit union members by either a CECU merger or acquisition.
Two to Five Years: The credit union has no plans to pursue either a merger or acquisition, but will remain willing to consider available options based on current financial conditions.
Six to Ten Years: The credit union has no plans to pursue either a merger or acquisition, but will remain willing to consider available options based on current financial conditions.
Charter Conversion
Under what circumstances would the credit union consider a conversion? How would this conversion be of benefit or detriment to the membership? How could a conversion benefit credit union insiders?
One Year: The credit union movement currently functions under a dual chartering system: state and federal. As a state-chartered credit union, CECU currently will recognize no significant advantage in a conversion to a federal charter.
A conversion to a bank charter will not be considered.
Two to Five Years: The credit union will remain aware of taxation, regulatory, and field-of-membership considerations associated with each credit union charter type. If significant advantages are identified with a federal charter, conversion may be considered.
A conversion to a bank charter will only be considered if significant and as-of-yet-unidentified changes occur within the credit union regulatory and taxation environment. In any conversion, credit union insiders will be restricted from possible enrichment opportunities.
Six to Ten Years: The credit union will remain aware of taxation, regulatory, and field of membership considerations associated with each credit union charter type. If significant advantages are identified with a federal charter, conversion may be considered.
A conversion to a bank charter will only be considered if significant and as of yet unidentified changes occur within the credit union regulatory and taxation environment. In any conversion, credit union insiders will be restricted from possible enrichment opportunities.
Field of Membership
Is the credit union planning any changes to field of membership? Is the current field of membership sufficient to support continued growth and development of credit union programs?
One Year: With one minor exception, CECU has no immediate plans to expand or modify the existing field of membership. It is expected that the significant number of upcoming retirements within MDC will provide the credit union with sufficient opportunity to grow membership and increase services.
CECU will seek a bylaws change to allow part-time credit union employees membership eligibility.
Two to Five Years: Through continued strength of reputation and an increased emphasis on marketing to specific demographics within the membership, the credit union will maximize growth opportunities within the current field of membership. No field-of-membership changes are expected.
Six to Ten Years: Through continued strength of reputation and an increased emphasis on marketing to specific demographics within the membership, the credit union will maximize growth opportunities within the current field of membership. No field-of-membership changes are expected.
Core Competency
What does the credit union do best? Do you expect this core competency to change? Is this core competency of sufficient value to sustain credit union growth?
One Year: While excellent product pricing remains a well-recognized credit union strength, excellent service delivery is identified as the organization’s core competency. With this being the case, CECU must demonstrate a daily commitment to not just maintaining, but improving service delivery. This improvement will be obtained through a program of coaching and positive reinforcement, as well as the development of a corporate culture where all employees feel empowered to positively reconcile all member concerns.
Two to Five Years: CECU will remain committed to providing excellent member service to all credit union members, without regard to the location of the member or the choice for service delivery.
CECU must demonstrate a daily commitment to not just maintaining, but improving service delivery. This improvement will be obtained through a program of coaching and positive reinforcement, as well as the development of a corporate culture where all employees feel empowered to positively reconcile all member concerns.
Six to Ten Years: CECU will remain committed to providing excellent member service to all credit union members, without regard to the location of the member or the choice for service delivery.
CECU must demonstrate a daily commitment to not just maintaining, but improving service delivery. This improvement will be obtained through a program of coaching and positive reinforcement, as well as the development of a corporate culture where all employees feel empowered to positively reconcile all member concerns.
Volunteers
Does the credit union have an active Board and Supervisory Committee? Are volunteers provided with sufficient training to responsibly administer responsibilities? Is there a program in place to ensure the continued availability of qualified volunteers? Is the current election process appropriate?
One Year: The credit union’s elected volunteers will remain committed to a philosophy and practice of supporting and directing a member-focused, service-oriented organization. To help facilitate this commitment, CECU will provide improved volunteer training and all necessary support to ensure the continued recruitment of interested and active candidates for available positions.
As candidates are recruited to run for available positions, special attention will be given to make certain that the elected officials provide a reasonable representation of credit union membership.
An improved orientation and training program will be made available to newly-elected and existing volunteers.
CECU will ensure that all field representatives remain interested and available to perform requested duties. Additional product and service training may be provided to credit union field representatives. Although, field representatives will be primarily expected to refer member questions to qualified credit union employees.
Two to Five Years: It is expected that the CECU-elected volunteers will remain representatives of the credit union membership and demonstrate a continued service and member-oriented approach to corporate governance.
Election procedure will be regularly reviewed and bylaw revisions will be recommended as necessary.
CECU will ensure that all field representatives remain interested and available to perform requested duties. Additional product and service training may be provided to credit union field representatives. Although, field representatives will be primarily expected to refer member questions to qualified credit union employees.
Six to Ten Years: It is expected that the CECU-elected volunteers will remain representative of the credit union membership and demonstrate a continued service and member oriented approach to corporate governance.
Election procedure will be regularly reviewed and bylaw revisions will be recommended as necessary.
CECU will ensure that all field representatives remain interested and available to perform requested duties. Additional product and service training may be provided to credit union field representatives. Although, field representatives will be primarily expected to refer member questions to qualified credit union employees.
Facilities
What is the current condition of the credit union’s facility? Is there a maintenance program is place? Are additional facilities needed? Is there space and resources available to support anticipated growth?
One Year: The credit union currently occupies a location of sufficient size to support growth for the foreseeable future. While the size of this facility is appropriate, the age and condition of the facility indicate that an ongoing maintenance program will be necessary. The expected short term maintenance needs are as follows:
| 1) | Exterior of the building | |
| a. Painting and staining the building b. Replacing and repairing wood siding as needed c. Gutters – cleaning and repairing d. Window tinting of sky lights – was good for 3 years – has been 7 years e. Sealing of windows f. Maintenance of heating and cooling system g. Termite inspection and treatment |
Two to Five Years: In the mid-term, the following additional maintenance may be required
| 2) | Interior of building | |
| a. Carpeting b. Painting c. Drive-up window drawer |
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| 3) | Grounds | |
| a. maintaining the grounds b. replacing and repairing sidewalks c. sidewalk or pavers from CU lot to parking lot D d. resurfacing parking lot – last done 10-06 cost 3,500 |
Six to Ten Years: CECU does not anticipate expanding beyond a single, central branch office. Credit union models exist that demonstrate one office can effectively serve large, widely distributed fields of membership. The current credit union footprint provides available space for increased staffing. Expansion options are available external to the existing footprint.
Products and Services
Does the credit union offer an appropriate variety of products and services? Are there any products that should be added? Are there any products that should be removed? Are products appropriately priced?
One Year: CECU currently offers members an appropriate mix of competitively-priced products and services. While the credit union may consider bundling certain groups of products to better markets to demographics within the membership, there are no immediate plans to introduce new products or make significant changes to existing products.
E-statements are recognized as a safe, convenient, and cost-effective alternative to traditional paper statements. CECU will work to optimize e-statement penetration among both new and existing credit union members.
A program relating to ID theft protection may be endorsed/made available to members and could be considered as an opportunity to strengthen marketability to membership.
Two to Five Years: The credit union must remain in a position to better serve not only members local to Jefferson City, but also those members remote to the home office. To do this, CECU will research and consider implementation of remote delivery and remote access products such as U-Post.
The availability and potential popularity of P2P lending will be monitored.
ATM deployment may be considered.
A regular review of products and services will be conducted to ensure that pricing leads the market, the products remain relevant and that products are user friendly.
The credit union will consider opportunities to introduce a complete package of credit union products available by remote access.
Six to Ten Years: It is anticipated that CECU will continue to price products to be market leaders. The credit union will remain current with financial service industry changes and innovations.
Employee Compensation
Does the credit union offer an appropriate compensation package to employees? Is the compensation sufficient to attract and retain top quality employees? What changes are recommended to the compensation program?
One Year: The current total compensation program offered by CECU demonstrates both strengths and weaknesses, when compared to area credit unions. In order to remain a competitive employer, CECU will review these areas of weakness (direct deposit, health and wellness screening, health insurance, life insurance, short term disability) and recommend changes as appropriate. Comparisons will be made with available and relevant credit union data.
A performance-based incentive program will remain in place as a method of rewarding employees for outstanding performance.
The credit union will consider changing the current program of planned advancement to one of performance-based salary increases.
CECU will always recognize that a balance must be maintained between a program of generous employee compensation and the responsible management of credit union resources.
The credit union will attempt to provide salary increases that remain in proportion to current changes in cost of living.
Two to Five Years: CECU will administer a balanced and responsible approach to employee compensation.
Six to Ten Years: CECU will administer a balanced and responsible approach to employee compensation.
Regulatory
Does the credit union anticipate any regulatory concerns? Has the credit union identified any regulatory shortfalls? What is the credit union’s program to ensure regulatory compliance?
One Year: CECU remains committed to a program of regulatory compliance. As such, the credit union expects the diligent implementation of newly approved ID Theft Red Flag policies and procedures. Additionally, CECU will work to reconcile recently recognized deficiencies in Reg. D compliance.
Credit union management will attend (no less than annually) comprehensive training relating to both new and existing regulatory issues.
Two to Five Years: The credit union will remain committed to a program of regulatory compliance and will consider the designation of a single individual as responsible for the credit union’s ongoing compliance program.
Six to Ten Years: Regulatory compliance programs will be updated regularly with significant resources devoted to the timely and appropriate response to all regulatory concerns.
Security
Are current security procedures and equipment adequate to protect against robbery, either from an internal or external source? Do we provide adequate protection to our member’s data? Do we ensure that vendors adequately protect member data?
One Year: CECU understands the many risks associated with the financial services industry and will work to ensure that employees, members, and member resources are continually protected from the risks.
The credit union will conduct a comprehensive robbery training program at least quarterly.
Recognized opportunities to better improve the security of member data will be implemented during the next 12 months. The credit union will also actively promote the utilization of passwords on all member accounts, prior to the exchange of any account related information.
A program of third party due diligence will be maintained to document vendor adherence to responsible security related procedures.
Two to Five Years: As additional security-related concerns are recognized, CECU will quickly reconcile these issues and continue to ensure the safety and security of employees, members, and member resources.
Six to Ten Years: As additional security-related concerns are recognized, CECU will quickly reconcile these issues and continue to ensure the safety and security of employees, members and member resources.
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2901 W. Truman Blvd. |
Mailing address: |
(573) 522-4000 |
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