Association of Vermont Credit Unions Focuses on Community and Strategic Planning

The Association of Vermont Credit Unions is dedicated to supporting its member credit unions in their efforts to serve their communities. They do this by providing resources and expertise to help them navigate complex regulatory issues.

One key area of focus for the Association is community development. This includes initiatives such as financial education and counseling, as well as programs to promote economic development and stability in underserved areas.

The Association also emphasizes the importance of strategic planning for its member credit unions. This involves helping them set and achieve long-term goals, and providing guidance on how to adapt to changing market conditions.

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The Association of Vermont Credit Unions has a dedicated team of leaders for 2024, which includes Bethany Chenette as Chair, and Charles Roumas serving as Vice Chair.

Bethany Chenette is the Chair of the Board, leading the team with a clear vision.

Charles Roumas brings a wealth of experience as Vice Chair, supporting the Chair in decision-making.

The Board also has a strong financial management team, with Teresa Kajenski serving as Treasurer.

Teresa Kajenski is responsible for overseeing the financial operations of the Association.

Frank Thompson serves as Secretary, handling administrative tasks and communications.

The Board consists of 11 members, each bringing their unique expertise and perspectives.

Here is a list of the 2024 Board Members:

At the Association of Vermont Credit Unions, leadership and staff support are top priorities. PSCU, a CUSO that supports over 1,500 credit unions, including those in Vermont, has innovated to address staff trauma during the pandemic.

The pandemic has taken a toll on staff, with credit unions like those in Vermont facing unprecedented challenges. PSCU now supports the success of more than 1,500 credit unions, representing over 3.8 billion transactions annually.

By prioritizing staff support, credit unions can build resilience and adapt to changing circumstances. This is especially important for credit unions in Vermont, where community trust is paramount.

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The COVID-19 pandemic has had a significant impact on economies worldwide, but its effects vary by location.

Credit unions, like other financial institutions, have faced challenges due to changes in consumer behavior and the rush to provide digital services, leading to new money-laundering and terrorism-financing issues.

The pandemic's severity differs from country to country, affecting both health and economic outcomes.

In the US, credit unions like Tinker Federal Credit Union have responded to the crisis by delivering community support, such as the 1,000 handmade masks they provided to The Children's Hospital at OU Medicine in Oklahoma City.

Credit unions worldwide share common challenges in responding to the pandemic, despite varying local conditions.

The Association of Vermont Credit Unions is committed to supporting the local community. They have a strong focus on giving back to those in need.

Their members are encouraged to participate in the annual Food Shelf Challenge, where they collect and donate food items to local food shelves. This initiative helps to feed thousands of Vermonters.

The Association also provides financial support to various organizations, including the Vermont Foodbank and the United Way of Northwest Vermont.

Their members are passionate about making a difference, and their collective efforts have a significant impact on the community.

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As credit unions plan for the future, it's essential to consider their members' needs. Credit union leaders must ask themselves three key questions during the 2020 planning season.

In anticipation of strategic planning season, credit union leaders are contemplating how this year's planning efforts can adequately address the unprecedented and wide-ranging needs of today's members. This includes understanding the current market landscape and identifying opportunities to grow and improve services.

By taking a member-centric approach, credit unions can ensure that their strategic plans are aligned with the needs and expectations of their members.

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Being agile, decisive, and responsive is key to transitioning branch operations to a new normal. This is according to the Credit Union Executives Society, who emphasize the importance of thriving, not just surviving.

Times like these require a high level of agility, which is essential for adapting to changing circumstances. Being able to pivot quickly is crucial for credit unions and other organizations.

Being decisive is also crucial, as it allows organizations to make timely and informed decisions. This can help prevent delays and ensure that operations run smoothly.

Being responsive is equally important, as it enables organizations to address the needs of their members and stakeholders. This can help build trust and loyalty.

According to the Credit Union Executives Society, being agile, decisive, and responsive are key characteristics of successful organizations.

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The COVID-19 pandemic has forced credit unions to reevaluate their strategic plans. Credit unions are entering uncharted territory, with Americans changing how they spend money and access financial services.

The pandemic has led to a surge in unemployment and economic suffering, rendering existing strategic plans irrelevant. Credit unions must adapt to these new circumstances.

Credit unions across the world are facing common challenges due to the pandemic, making it essential for them to revisit their strategic plans. The severity of the pandemic varies from country to country, impacting both health and economies.

In anticipation of strategic planning season, credit union leaders must consider how to address the unprecedented needs of their members. This includes implementing digital technology to meet changing consumer behaviors.

The pandemic has accelerated the delivery of digital channels, with credit unions taking proactive steps to implement digital technology. This shift is likely to continue, making digital preparedness a priority for credit unions.

Credit unions must revisit their strategic plans to ensure they remain relevant in this new landscape. By doing so, they can better serve their members and navigate the challenges posed by the pandemic.

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Credit unions can provide members with financial reassurance and support in uncertain times by maintaining their philosophy of "people helping people." This approach is critical to maintaining member loyalty and trust.

The COVID-19 pandemic has left us all experiencing disruption and uncertainty, but credit unions are in a unique position to navigate this new reality. Their ability to adapt and provide support is essential.

Maintaining member loyalty and trust is crucial in uncertain times. Credit unions can achieve this by providing members with financial reassurance and support.

The credit union philosophy of "people helping people" is more important than ever. It's a reminder that credit unions are there to help their members in times of need.

In uncertain times, credit unions can play a vital role in supporting their members. By doing so, they can maintain member loyalty and trust.

Credit unions are taking proactive steps to implement digital technology due to the COVID-19 pandemic.

As the pandemic accelerated the delivery of digital channels, credit unions are preparing for the road ahead by embracing digital disruption.

Credit unions can learn from the example of other credit unions that are taking proactive steps to implement digital technology.

In anticipation of strategic planning season, credit union leaders are contemplating how this year's planning efforts can adequately address the unprecedented and wide-ranging needs of today's members.

To prepare for the future, credit unions must ask themselves three key questions during the planning season.

Digital disruption has forced credit unions to think differently about how they access financial services, and this shift is here to stay.

By asking the right questions and taking proactive steps, credit unions can position themselves for success in a rapidly changing environment.

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