Accomplishing those intertwined goals yields strategies as individual as the credit unions that undertake them as the examples presented in this article demonstrate. Tulsa Teachers Credit Union has built seven branches in the past decade and is currently seeking a site to start construction on another new facility this year, says Jerry Hoopert, CSE, VP/chief administrative officer for the $930 million credit union that serves 82,600 members in 14 counties in northeastern Oklahoma. The recession hasn't slowed Tulsa Teachers CU's branching strategy -- the credit union opened two new branches in 2009 and one in 2008. Meanwhile, in 2006, Landmark Credit Union, New Berlin, WI, set a strategic goal of expanding its branch network from 11 to 22 by 2011. The $1.4 billion, 160,000-member credit union, serving nine counties in southeastern Wisconsin is on track to achieve that goal, currently operating 19 offices.
Board Reflecting Growth Base your CU’s facilities strategy on your institution’s unique market opportunities. By Karen Bankston A s credit unions set their sights on better economic times, their boards should be Accomplishing those intertwined goals yields strategies as individual as the credit unions that undertake them—from building brand recognition to forging community part- introduction of remote delivery channels such as mobile banking. “We have a strong equity position,” Hoopert says. “We’re very conservative minded, with nerships to expanding through mergers and the aim of good controlled growth. We in-store facilities to relying on e-services— don’t build just for building sake. We make reviewing strategic facilities plans as the examples presented here demonstrate. sure that what we’re doing is right for our members, so we’ll be there to take care of their to assess whether and how they needs in the years to come.” Steady Growth, ‘Signature Look’ Toward that end, Tulsa Teachers CU relies take advantage of opportunities for Tulsa Teachers Credit Union has built seven on CUES Supplier member BCI (www.bcihq. branches in the past decade and is currently com), Milwaukee, to study potential branch member recruitment and retention— seeking a site to start construction on another sites based on demographics, a census of and for commanding a prominent new facility this year, says Jerry Hoopert, existing and prospective members in the CSE, VP/chief administrative officer for the service area, and size, accessibility and visi- position in the marketplace. $930 million credit union that serves 82,600 bility of the location. “Our goal is to make members in 14 counties in northeastern sure branches are in a location to improve the Oklahoma. Though Tulsa Teachers CU (www. profitability of the institution,” he adds. “We ttcu.com) doesn’t have a prototypical branch— have cost centers established for all areas of its facilities vary in size based on the types of the institution, including the branches.” services likely to be in demand in each service area—its offices have in common a “signature look,” with a green roof and distinctive Eclectic as the City it Serves brick and stone exterior. Developed over nearly a quarter-century, the The aim of that architectural approach facilities strategy of generations federal credit is to evoke brand recognition and a “sense union (www.mygenfcu.org) is nearly as varied of permanence,” Hoopert says. The credit as the community of San Antonio, it serves. union also leases two facilities, one opened Blending stand-alone, workplace and in-store last year in a medical parkway area and branches with a landmark headquarters in a another shared branch facility in a retail restored historic train depot, the brick-and- shopping district. mortar network reflects an approach that
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