CEO School Where everyone’s a teacher, and everyone’s a student

1. CEO SchoolWhere everyone’s a teacher, and everyone’s a student CU*Answers CEO Strategies Week December 8-12, 2008

2. Rules of Engagement • CEO School is where I give my perspective on how you might use this CUSO • It is also about us brainstorming and coaching each other from a CEO’s perspective on what makes up the big picture on any given topic • We will discuss tactics and tools, but this is not CU*Answers University...this is about what you need to know that would encourage you to prioritize a project in your business plan, push your staff to learn more, or help you find the vision in all the noise • It is CEO TNT (Teach, Negotiate, Tell)

3. Today’s Topics • What should CEOs have on their radar screen based on our Big Declarations? • Responding to a new national focus on savings To achieve the lowest cost of going active with innovation To have the lowest cost in the industry for compliance To be known as one of the most aggressive mortgage servicing networks Introducing Gividends

4. What should be on your radar screen: To achieve the lowest cost of going active with innovation

5. Lowest Cost of Going Active With Innovation Active Innovation From Wikipedia: “The term innovation means a new way of doing something. It may refer to incremental, radical, and revolutionary changes in thinking, products, processes, or organizations. A distinction is typically made between invention, an idea made manifest, and innovation, ideas applied successfully” • Collectively, we do invent...but far too often we are not as successful innovating collectively as a network More than any other comments from CEO, the one that nags at me is, “We simply do not have enough time to implement all of the things we have available to us”

6. Lowest Cost of Going Active With Innovation Prioritizing Innovation as a CEO • One survey across a large number of manufacturing and services organizations found, ranked in decreasing order of popularity, that systematic programs of organizational innovation are most frequently driven by:  Improved quality  Creation of new markets  Extension of the product range  Reduced labor costs  Improved production processes • These goals dispel a popular myth that innovation deals mainly with new product development   Reduced materials  Reduced environmental damage  Replacement of products/services  Reduced energy consumption  Conformance to regulations          Do we agree with these rankings when it comes to our organizations, credit unions in general, or our industry as a whole?

7. Lowest Cost of Going Active With Innovation Common Roadblocks to Innovation • As organizations set goals to be proficient at active innovation, they find themselves fighting against the following cultural roadblocks: • Poor Leadership • Poor Organization • Poor Communication • Poor Empowerment • Poor Knowledge Management • Credit unions are all too familiar with these roadblocks, whether because of size, a tendency to run rather than build businesses, or because they see themselves more as “fast followers” than true innovators themselves - Interact with a large pool of leaders, intensely - Digital configurations and exposure to options - Speed, predefined paths, constant connectivity - Network success stories, both good and bad - All that is known is visible and accessible The point of our collaborative: Can we use a network architecture to address these roadblocks at the lowest cost possible?

8. Lowest Cost of Going Active With Innovation Leadership Interact with a large pool of leaders, intensely • CEO Strategies • Leadership Conference • CEO Ticklers • Peer Analysis • Xtend Shared Branching • cuasterisk.com, Lender*VP, Gividends, etc. • Coming in 2009: Community intranets How you prioritize leadership interaction with the network might be the most important factor in driving active innovation in your credit union Are your leaders part of a leadership team and pool of ideas bigger than your own organization?

9. Lowest Cost of Going Active With Innovation OrganizationDigital configurations and exposure to options • Throughout 2008 and into 2009 we will continue to work on shared content at the click of a button Coming in 2009: Tiered Services Peer Inquiry Coming in 2009: “Learn from a Peer” command keys on CU*BASE Configuration screens When your team is struggling to decide how to configure a software option, come up with a sales tip, or design a product, do they default to network examples?

10. Lowest Cost of Going Active With Innovation CommunicationSpeed, predefined paths, constant connectivity • CU*BASE Alerts and emails • www.cuanswers.com • Idea Forms • AnswerBook • CU*BASE Network Links • Education, web conferences • Coming in 2009: Community intranets If you put every email from CU*Answers into a “read later” folder, are you developing an instant awareness of innovation opportunity? How does your firm participate in the flow of information?

11. Lowest Cost of Going Active With Innovation EmpowermentNetwork success stories, both good and bad • Can our network redefine how we think about our human resources? • How can 3,000 credit union professionals interacting on a common platform change the pace of innovation for all of us? What if every organization drew from a talent pool that was 100x greater than the number of its own employees? CU*Talent

12. Lowest Cost of Going Active With Innovation Knowledge ManagementAll that is known is visible and accessible • AnswerBook • Documentation, online help • Release Summaries • Data, Data, Data

13. Lowest Cost of Going Active With Innovation Knowledge ManagementAll that is known is visible and accessible Have you perused every database menu option from the 2007 CEO School? http://ondemand.cuanswers.com/2007/11/30/ceo-school/

14. Lowest Cost of Going Active With Innovation CU*Answers Innovation Engines • Stress the system to drive more throughput... • “Randy’s lowering prices again and we still want to get paid! How can we do the same (and more) for less money?” • No is only no until it’s Yes... • “I thought this was one of Randy’s sacred cows that he would never do, and now we have 15 minutes to get it done!” • Encourage constructive dissent... • “Seems like Randy pours gasoline on fires around here.”

15. Lowest Cost of Going Active With Innovation Declaration vs. Affirmation • Whether it be you as the CEO of a credit union or me as the CEO of this CUSO, we need the affirmation of the market, our teams, our Boards, and our memberships that we are active innovators • Financially, we need to know that we do it at the lowest possible cost, and that we drive improvement into our organizations • It will start when we can look in the mirror and say we believe it ourselves Will you email me 3-5 things that you would consider evidence of this affirmation, whether in our network or in your organization? What would convince you that our network can claim the lowest cost of going active with innovation?

16. What should be on your radar screen: To have the lowest cost in the industry for compliance

17. Lowest Cost In the Industry for Compliance Nailing Down the Cost of Compliance • If we are going to win on this goal, we need to do some brainstorming on the priorities for how our network can tackle the cost of compliance using our areas of expertise • Top 5 costs from your homework assignment were • Training and testing employees; full-time internal auditor • Attorney costs for 3rd party contract reviews • Bank Secrecy, ALM, FACT Act/Red Flag, Call Report, CISP • Writing/updating policies; validating processes; forms changes • Disaster recovery planning • Let’s spend a few minutes getting the group’s priorities Nothing seems to force the hands of credit union investment and project priorities more than changes in the compliance area How as a network can we reduce the cost of complying with a third-party’s deadline?

18. Lowest Cost In the Industry for Compliance What drives compliance costs? Thoughts from Jim Vilker, Audit Link Manager: • Risk Assessments overly prepared and over-estimating risk • Fracturing the duties amongst too many people and losing a single focus • Training curriculums • Allowing examiners to rule the roost... What about saying no? What about being reasonable? • Understanding of time requirements, insider audits, BSA, Reg D, error correction • Audit Link does an average credit union in CU*BASE in 1 ½ hours • Compliance is sometimes so vague in what it encompasses that it becomes the tiger you cannot tame

19. Organization/Employee Compliance Employee security and segregation Website and advertising HR Bylaws 5300 FR2900 State and Federal regulations pertaining to allowable services and delivery methodology General Ledger suspense and settlement Financial statement GAP Operational Compliance Transactional BSA Reg D Reg E Insider Reg CC NACHA Lowest Cost In the Industry for Compliance Compliance: Breaking it Down

20. Member Compliance Disclosures TIS Reg E Reg CC Reg Z Reg D New product or fee design Disclosures Financial statement configs Advertising and marketing Partner Compliance Risk Assessment Oversight Contract requirements Monitoring Lowest Cost In the Industry for Compliance Compliance: Breaking it Down

21. Lowest Cost In the Industry for Compliance A Collaborative ViewLowering Costs Through Shared Services • From the CUSO perspective, could we build a cooperative, collaborative view of how to comply? • Could we have a working model to analyze, understand, and even make judgment calls about one way to do it? • Could we have a working model that aggressively tries to drive down the cost of day-to-day execution around compliance and auditing? • Could we use that aggressive model to improve the software and tool foundation that everyone uses in diverse ways? • The vision is Yes – and in 2008, we started Audit Link http://www.xtendcu.org/pages/audit

22. Lowest Cost In the Industry for Compliance Audit LinkLowering Costs Through Shared Services • Audit Link is like SRS Bookkeeping • Do the work, every day, using CU*BASE tools intensely • Drive throughput as hard as possible and innovate to meet the goal • Share with everyone, clients and non-clients, what we learn – be a template for everybody Do you have documented processes to innovate against? It’s more than just a user manual

23. Lowest Cost In the Industry for Compliance Big-Picture Collaborative EffortsLowering Costs Through Collective/Proxy Investment www.cuanswers.com/kitchen http://advisor.cuanswers.com Do you avoid unnecessary third-party costs by being part of a developing solution?

24. Lowest Cost In the Industry for Compliance Tools for your Auditor Lowering Costs Through Developing Shared Tools • Released already. . . are you using them yet? • MNAUDT • Audit Tracker • New Red Flag address indicator on credit reports

25. OFAC scans on outgoing wiresReleased November 2008 OFAC scans when setting up A2A account relationship recordsReleased November 2008 AS Level 1 incorporated into the account opening process #22083 Status: Awaiting QC testing Address change warnings (Red Flag)#24335 Status: In Process New collector screen sort to monitor for first payment skips#22426 Status: In QC Testing Credit reporting change to add the Address Indicator field to confirm address verification after discrepancy (Red Flag) #24551 Status: Awaiting approval Automated scan for FinCEN#20312 Status: Awaiting Programming Resources New BSA file structure to monitor for FSCC and Xtend shared branching#24190 Status: In Process Update to BSA report #24092 Status: In process OFAC scans on corporate drafts #24553 Status: Awaiting approval Enhancements to Reg D statistics report (FR2900) #23555 Status: In QC testing Dormancy predictor enhancements #23844 Status: Awaiting Implementation NCUA Share Insurance Analysis report #24015 Status: In process Employee Security Config report#24604 Status: Awaiting Programming Resources Lowest Cost In the Industry for Compliance Tools for your AuditorA Flurry of Compliance-Related Development Tools do not equal lower cost; how will you implement, and how can the network help?

26. Lowest Cost In the Industry for Compliance 5300 Tools: Building a Cooperative Business Lowering Costs Through Shared Tools and Services • CU*BASE offers dozens of tools and techniques to a CEO faced with filling in their first 5300 Call Report...but which tool do you use to get each answer? • Typical Call Report = 600+ questions! • Our goal is to start down a path that will give the credit union CEO valuable assistance and robust, easy-to-use tools to help reduce the burden of completing this critical task • Ultimately, Audit Link also wants to be able to offer 5300 completion services to our clients, using these tools • We will start with some major projects that will kick off in 2009, and will continue to make this an important concept for future development efforts for several years to come

27. Lowest Cost In the Industry for Compliance 5300 Tools: Building a Cooperative Business Lowering Costs Through Shared Tools and Services Proposed Project Outline • Phase 1: Discovery and Documentation • To document how existing CU*BASE tools can be used to fill out a 5300 Call Report • Phase 2: A New CU*BASE Database • A new database that will allow 5300 data to be entered via CU*BASE, saved and used to populate the next month’s report as well as for future analysis Looking for in-the-field participants and teachers!

28. Lowest Cost In the Industry for Compliance 5300 Tools: Building a Cooperative Business Lowering Costs Through Shared Tools and Services Proposed Project Outline (continued) • Phase 3: Integration with Third-Party Tools • When a CU has completed entering data into the 5300 database in CU*BASE, a simple download process will move the data directly into a third-party tool for reporting to the NCUA (no re-keying) • Phase 4: Pulling in Data from Your CU*BASE Files • A series of individual projects to begin pulling data from various locations in CU*BASE and populating the appropriate 5300 field(s) automatically • Phase 5: Analyzing 5300 Trends Without Leaving CU*BASE • A long-term, ultimate goal is the development of tools that can take data keyed into your CU*BASE 5300 database and give you easy trending and analysis Looking for in-the-field participants and teachers!

29. Lowest Cost In the Industry for Compliance Automating Third-party Risk Assessments Lowering Costs Through Collective/Proxy Investment Coming soon! Compliance needs more than a tool in CU*BASE What other kinds of shared activities could the network be doing beyond toolkits?

30. Lowest Cost In the Industry for Compliance Declaration vs. Affirmation • Whether it be you as the CEO of a credit union or me as the CEO of this CUSO, we need the affirmation of the market, our teams, our Boards, and our memberships that we have the lowest cost for compliance • Financially, those costs might range from developing solutions, to executing in a compliant manner, to creatively avoiding compliance costs • It will start when we can look in the mirror and say we believe it ourselves Will you email me 3-5 things that you would consider evidence of this affirmation, whether in our network or in your organization? What would convince you that our network can claim the lowest cost in the industry for compliance?

31. What should be on your radar screen: To be known as one of the most aggressive mortgage servicing networks

32. An Aggressive Mortgage Servicing Network A Narrow Goal in a Big Wide Space • While CU*Answers has lots of options for credit union mortgage programs, this goal is very specific: make mortgage servicing a core competency of credit unions and our network • Lender*VP has products for origination, consulting on pricing schemas, help with forms packages, and interfaces to third parties • But our goal is to make credit union employees and members as comfortable with a mortgage being serviced by the credit union as they are a car loan • Whether it be credit unions servicing mortgages directly as portfolio’d assets, or through a third-party participation partner, or through a relationship with Xtend for sub-servicing, our goal is to have a broad set of servicing options that excite credit unions about offering mortgages to their members How does this goal relate to your future business plan? How does it relate to the current economic situation in the U.S. today?

33. An Aggressive Mortgage Servicing Network Why are credit unions uncomfortable with mortgage servicing? • Let’s brainstorm until we have 5-7 things to tackle(remember our goal: to make CU employees and members as comfortable with a mortgage being serviced by the credit union as they are a car loan) I have a long list of technical things people wish the mortgage software could do, but they are behind the scenes; what are the front counter issues we need to worry about?

34. An Aggressive Mortgage Servicing Network Configuring Mortgage Servicing on CU*BASE • First mortgages – 360 and 365/366 interest calc types • Home equity options • Escrow options • Variable rate options

35. An Aggressive Mortgage Servicing Network New Solutions in the Works • “Escrow 365” (coming early in 2009) • Intelligent escrow processing for loans that have multiple payments per month • CU*BASE will understand when the escrow transfer has been satisfied and when it is delinquent • Broadens the database for escrow processing

36. An Aggressive Mortgage Servicing Network New Solutions in the Works Extending 360 Capabilities • Eliminate the significance of the 20th of the month • Members will be able to pay any time, on demand • If payments are made prior to the 20th, system will perform an interactive calculation of interest due and post interest collected to income • Payments can be made ahead (i.e., post the August pmt on June 28) • Intuitive messaging for the user to declare their intent when posting a payment • “Are you making your August payment now, or would you like to pay extra on principal?” • Based on the response, the system will know how to post the payment spread • Phase 1 will include CU*BASE Phone Op and Teller posting, It’s Me 247 online banking, and all transfer programs Beta slated for April 1, 2009

37. An Aggressive Mortgage Servicing Network Shared Servicing Concepts • What do you need to know about our sub-servicing options? • What obstacles do you see in offering mortgage servicing to your members? Could they be overcome by network service? • What business might you start from our template? www.lendervp.com/lender_re

38. An Aggressive Mortgage Servicing Network Other Mortgage Support • Prime Alliance • Where Members Borrow • Online Rate Board Prime Alliance Web-Based Application Tool MNMGMA #6

39. An Aggressive Mortgage Servicing Network Declaration vs. Affirmation • Whether it be you as the CEO of a credit union or me as the CEO of this CUSO, we need the affirmation of the market, our teams, our Boards, and our memberships that we are an aggressive mortgage servicing network • It will start when we can look in the mirror and say we believe it ourselves Will you email me 3-5 things that you would consider evidence of this affirmation, whether in our network or in your organization? What would convince you that our network can claim we are the one of the most aggressive mortgage servicing networks?

40. Driving Returns to Your Stakeholders What does a bigger focus on savings by America and your members mean to your credit union? What if everybody decides they’re over-leveraged and have too many loans? Introducing Gividends

41. Gividends A Potential Shift

42. Gividends A Potential Shift • Two Goals • Renew thrift as an American value • Create broadly democratic pro-thrift institutions as alternatives to the current crop of anti-thrift institutions • Right or wrong, what if this sentiment becomes very popular in the next few years? • Where does your credit union stand? Are you a proponent of thrift, and do your members see you that way? • Are you already the institution this group has a goal to create?

43. Gividends A New Network FocusIntroducing Gividends • Like Lender*VP, which is a strategic partnership for a credit union’s lending program success, in 2009 CU*Answers will introduce a new consulting focus: Gividends • Gividends will be a strategic partnership for a credit union’s savingsprogram success • As the word implies, how can you give more value back through your dividend and savings programs to your stakeholders? • Gividends will work with credit unions to amplify their voice on savings concepts, the return of value on the other side of the credit union equation • What will your credit union do in 2009 if there is a revolution in the way American consumers think about savings?

44. Gividends A New Network FocusIntroducing Gividends Some short-term focuses for Gividends in 2009: • Lead on the development of a comprehensive and CUSO-owned rewards program • Help credit unions understand their savings return models and how they can implement them through CU*BASE • Automated Dividend Donations (“Save the Whales”) • Automated Savings Transfers (“Keep The Change”) • Conditional Dividend Posting (“Qualified Dividends”) • Reverse Tier Pricing • Patronage/Ownership Dividends • Bonus Savings / Loan Interest Dividends • Lead on the development of additional pricing models and tools to highlight credit union savings returns

45. Gividends Recent Focus Group Check out the Focus Group presentation and meeting notes in the Kitchen! http://www.cuanswers.com/kitchen

46. Gividends Gividends Rewards Management • Gividends Rewards Management (GRM) – a new collective effort and processing initiative brought to you by Xtend and its partners at cuasterisk.com • GRM is a new effort by the Xtend team to work closely with the credit unions who utilize the CU*BASE core processing platform for their member rewards programs • Combines the Tiered Service feature set with a member rewards fulfillment capability that allows credit unions to • Merge transaction reward points with core member relationship points • Market the advantage of credit union rewards • Manage the redemption of member points for credit union and general marketplace value on demand

47. Gividends “Save the Whales”Automated Dividend Donations • Currently running a beta with FOCUS Credit Union in Wauwatosa, Wisconsin, that allows members to assign their dividends to a charity of their choice • CU*BASE uses a new dividend payment code to funnel a specified percentage of the dividend payment (50%, 100%, etc.) to a specified G/L account number • The basics are done, and we will be adding even more flexibility during 2009

48. Gividends “Keep The Change”Automated Savings Transfers • It seems like people go hot and cold on programs that are designed to help the member save subconsciously • From programs that round-up debit card transactions, to rounding up loan payments, to this Wachovia program that actually tacks an extra $1 onto multiple kinds of transactions • Effectively, this is like throwing loose change into the coin jar at home – but who has loose change in their pockets anymore? • We completed a test product for lending in 2008, but it has not moved forward – too hard to explain to members • How do you feel about these kinds of processes? www.wachovia.com/savings/way2-save.html

49. Gividends “Qualified Dividends”Conditional Dividend Posting • What we are planning to do is create the engine for these basic processes first: • Set the product to pay a Qualified Dividend, on Schedule A or B • Schedule A is a single/base rate, and Schedule B has a possible tiered structure • Develop a Conditional Dividend configuration by Dividend Application • Rules are unique for the product and tightly integrated for efficient processing • Possible conditions, to grow over time: • Activity by delivery channel, amount, and number of transactions • Test for e-services (e-statements, bill pay, etc.) • Develop the dividend payment programs to evaluate members before paying dividends • Determine which schedule the member qualifies for • Pay dividends according to the qualification

50. Gividends “Qualified Dividends”Conditional Dividend Posting • Currently have programs in place with three CUs • One with BankVUE • Two with the native CU*BASE solution • We need to use the Know Your Member, Marketing Club, and Tiered Service database evaluation tools we have already written, as part of this new process, so that employees have easy verification of why and how members earn dividends