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Shared Services Model Success in Credit Unions

Credit unions have a unique opportunity to leverage their
collaborative, not-for-profit business model. While collaborations have grown
through CUSOs, we have not fully extended the potential through to more
strategic endeavors.

Big banks are innovating – and gaining our members by the day.
Credit unions’ market share hovers around 6% after more than 100 years in
business. We must get out of our own way.

Global companies have been using shared services models for
decades. According to Deloitte, 80% of Fortune 500 companies have implemented
shared service models.

The Scale Gap

Credit unions’ cost of doing business – from technology to
compliance to security – has grown exponentially in the last decade or so. The
mounting expenses make it difficult for small- to mid-size credit unions to

The answer is scale.

And you don’t need to merge for scale. A survey by the CEO
Advisory Group in late 2019 unveiled that 60% of respondents cited digital
transformation as a driving factor for cost cutting. The second most frequent
response was economies of scale. A report by the International Journal of
Trade, Finance and Economics clearly highlights the role economies of scale
play in profitability. The solution is two-fold. With economies of scale,
credit unions would have access to the tools and talent needed for a successful
digital transformation. For smaller credit unions to compete and differentiate
themselves in the ever-evolving digital landscape, they must leverage

3 Credit Union Case Studies in Shared Services

American consumers are familiar with Netflix’s massive library of
movies and shows at their fingertips or pulling out their cell phone to Venmo a
friend the $10 owed for pizza last night. Consumers thrive on control and
immediacy in their daily lives and their finances are no different. In fact,
during times of uncertainty, like now, it’s critical to provide the technology
needed to feel in control. Member expectations have evolved, and credit unions
– no matter their size – must rise to the occasion.

Working collaboratively provides several benefits that an
individual credit union will find difficult, if not impossible, to build on
their own:

  • Expertise
  • Economies of scale
  • Equity returns to members

The following is a series of case studies demonstrating how three
of your credit union peers have leveraged collaboration to negotiate and
innovate above their weight class.

$390M Credit Union of New Jersey

Experts will tell you your credit union requires digital
transformation, front- and back-end. Consumers are demanding more from their financial
institutions that many credit unions just cannot afford – or can you? If you’re
a small- to mid-size credit union leader thinking, ‘how am I going to do all of
this,’ you’re not alone. That was the situation Andy Jaeger
(pictured below, left),
CEO of Credit Union of New Jersey, found
himself in. His $390 million credit union knew it needed to evolve. He saw the
writing on the wall for credit unions like his, and it wasn’t going to happen
to CU of NJ. Capitalizing on the global trend in shared services and credit
unions’ collaborative nature, CU of NJ boosted his credit union’s negotiating
power – as much as 66% with one vendor, created mid- and back-office efficiencies
and achieved all of this while upholding the highest quality standards for
service to its members. Creating all these long-term benefits to compete and
develop sustainability have been a must, but it was equally important for CU of
NJ to maintain member-facing products and services with the credit union.

“One of our key tenets is that it places our credit union members’
interests first, because without them, we are nothing,” Jaeger said. “Our
members may never notice some of the operations changes

we’ve made, but we see them in the bottom line. The savings have been
significant and really given us the flexibility to evolve and thrive.”

For example, without the efficiencies shared services have afforded
CU of NJ, the credit union could not have met the robust mortgage demand it’s
faced throughout 2020. The Fed, in response to the coronavirus pandemic and
subsequent economic crisis, lowered rates and amped up demand in the mortgage
market. In addition, the Small Business Administration launched the Payroll Protection
Program, which provided low- and no-interest loans to small businesses for
keeping employees on the payroll. CU of NJ was able to get $4.5 million in PPP
loans out the door, providing much-needed income from the origination fees. In
turn, those origination fees went out in direct member assistance with late fees,
overdrafts and early withdrawals on CDs.

Overall, CU of NJ has saved about 20 basis points, boosting its ROA
from a small negative in economically challenged New Jersey to a small
positive. Jaeger is anticipating getting the new shared card portfolio manager
up and running. “We definitely couldn’t afford that expertise on our own,” he

$310M United Teletech Financial FCU

For Leo Ardine (pictured below,
), CEO of $310 million United Teletech Financial FCU in Tinton
Falls, NJ, the savings realized by outsourcing the credit union’s mid- and
back-office services have been a real boost, but the power of discourse among
colleagues for true collaboration has been immense.

“Small- to mid-size credit unions need the type of collaboration we’ve
found through shared services,” Ardine advocated.

“We have to recognize the significant investments that need to be
made in digital technology to remain relevant to member needs in the future,”
Ardine said. “Unless shared, these can be cost prohibitive for small- and
mid-size credit unions.”

Through scale, the power of best-of-breed partnerships and the negotiating
power of shared services, among other efforts at United Teletech, Ardine said
“We made it through the woods on business lending. Shared services really
changed to outcome of our story: from a negative ROI in 2018 to 1.19% ROA in

Ardine added that his credit union has saved more than $3 million
in expenses since implementing the shared services model. “It’s costing me less
than $11 million in members’ money to run a $300 million credit union. That’s
substantial, and it allows us the options to reinvest in services, member
loans, the bottom line, whatever we’d like.”

“I understand we’re all in decision fatigue right now,” Ardine emphasized,
“but some things can’t wait. Smaller credit unions must decide to survive and

“I’m so grateful we made the decision to move to shared services when
we did. It’s definitely helping us weather coronavirus for our members, and it
will help us through whatever comes next.”

$134M Aspire FCU

The copious demands of the modern financial services environment,
particularly technology, has made it difficult for smaller credit unions to
keep up and compete. “We were able to upgrade some of our security with the
savings we got from working with Member Support Services. Some of our savings
went into SecureWorks network security perimeter services, which we wouldn’t
have been able to afford on our own,” Tom O’Shea (below,
CEO of Aspire FCU, said.

Aspire achieved more than $500,000 per year in savings overall, a 23%
cost savings
, through its partnerships with Member Support Services.

Member Support Services functions like a department of your credit
union, just located elsewhere, O’Shea explained.

“Member Support Services has been a valuable asset to Aspire and its members,” O’Shea said. “I highly recommend them to any credit union with less than $750 million in assets. The economy in New Jersey has been really beaten up, and the coronavirus economic fallout has only compounded that. The large banks are eating our lunch, and we need to do something about it.”

The CEO added, “We, the CEOs, really have to be honest with each
other and ourselves, which helps build a great peer network of sounding boards
and advisers. That’s one qualitative benefit that we probably don’t value

O’Shea explained that the founding partners of MSS have followed a
strategic vision that after reaching the initial goals of operational
efficiency, we would seek additional partners who could also benefit from
moving to next level of scale.

Key Selling Points for Aspire FCU

  • Retaining ownership of his credit union’s
    member touchpoints and brand
  • Lowering mid- and back-office costs while
    improving accuracy – which is less sexy because it’s not member facing, but
    allows you the savings to potentially upgrade services for your member
  • Allowing smaller credit unions to buy talent
    and expertise we can’t afford, for example our new card portfolio manager
  • Freeing up resources for your credit union to
    determine how to use, whether savings or investment in upgrades and aim for
    best of breed
  • Leveraging investment and experience,
    collections a great area where became more proactive and receiving better
    returns, “Whoever owns the risk, writes the rules.”
  • Managing contracts, but credit unions own the
    individual relationships
  • Hiring a quality assurance professional person
    to oversee MSS operations

Thriving Through CollaborationAs technology continues to pervade the
financial industry, how can smaller institutions, such as credit unions, remain

The answer is simple: Collaboration.

Shared services are a prime example of strategic collaboration –
the hallmark of credit unions. Yet the big banks are somehow having better

Credit Union Service Organizations are the secret weapon for
collaborative innovation and efficiency, speed-to-market and increased
relevance. CUSOs are an underappreciated superpower that can help your credit
union bridge the scale gap!

A study from found that its member credit unions
leveraging CUSOs earned a 32% greater ROA. Member Support
Services is a shared services CUSO that can help your small- to mid-size credit
union leverage the credit union community’s cooperative spirit to great
success. Shared services can help your credit union focus on what really
matters: better serving your members.

Some of the many benefits of outsourcing for expertise at scale:

  • Use the credit unions’ collaborative model to invest
    in the high-price experts and resources for a fraction of the cost
    to offer
    better services to your members or create back-office efficiencies.
    Furthermore, the expertise you’re looking for may not be available on the job
    market. For example, the national average base pay for a card portfolio manager
    is more than $81K per year according to Glassdoor but not if you’re
    spreading that expense across multiple credit unions.
  • Lower your credit union’s overhead by leveraging
    the negotiating power of multiple credit unions or sharing resources across
    multiple credit unions. Member Support Services client credit unions
    collaboratively negotiate with business partners at multiple times their
    individual sizes, and these credit unions have succeeded in cutting their
    annual expenses by 24%
  • Gain scale, no matter your size. Many solutions,
    especially in tech, are sold per user or per transaction. As these volumes
    increase, the cost per unit significantly drops. By partnering with multiple
    credit unions, those volumes that once seemed unreachable can be attained. For
    example, a FTC report shows that group purchasing saved the healthcare
    industry more than 18% of revenue
  • Diversify risk. Lowered
    cost and additional expertise drive down the total cost of ownership, resulting
    in a substantially lowered risk, allowing credit unions to provide a greater
    return to its members and focus on its purpose rather than attempting to build
    complex solutions.
  • Lower costs and risk alleviate capital
    challenges and returns more to your bottom line. MSS achieves this for
    its partner credit unions with better accuracy and higher quality of work.
  • Retain ownership of the
    credit union’s member touchpoints and brand.

About the Author:  Sarah Snell Cooke is principal at Cooke Consulting Solutions, a
communications strategy and business development firm serving business partners
in the community financial institutions market. She has more than 20 years of
experience in communications and credit unions. Most recently, Cooke served as
publisher and editor-in-chief of Credit Union Times, leading the publication to
two consecutive years of record readership, revenue and profitability. She is
also the secretary of the board at $500M APL FCU and co-chair of the DC Sister
Society of WOCCU’s Global Women’s Leadership Network. She was named to the 2015
Folio Top Women in Media and ALM Media’s 2015 Manager of the Year. Cooke holds
an MBA and a Bachelor of Arts in political science with a minor in journalism.

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