Apply for NSCUA Membership | National Small Credit Union Association

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Section A

Your Credit Union

Credit Union Name *

City *

State *

Total Assets *

Total Members *

Charter Type *

Federal (NCUA) State-Chartered

CDFI Certified?

Yes No In Process

Low-Income Designation?

Yes No Unsure

Your Name *

Your Title *

Email Address *

How long in your current role?

Under 1 year 1–3 years 3–7 years 7–15 years 15+ years

Number of full-time staff

1–3 4–10 11–25 26–50 51+

1. What best describes your primary field of membership? (Select all that apply)

Community (open charter) Employer or occupational group Faith-based community First responders or municipal employees Low-income or underserved community Ethnic or cultural community Military Other

Section B

Financial Health

2. How would you rate your credit union's overall financial health right now?

Critical concern

1 2 3 4 5

Strong and growing

3. What is your current net worth ratio?

Below 5% (Critically Undercapitalized) 5–6% (Undercapitalized) 6–7% (Adequately Capitalized) 7–9% (Well Capitalized) 9%+ (Strong) Unsure or currently being assessed

4. Which financial areas concern you most right now? (Select all that apply)

Capital deterioration or net worth decline Low loan volume or declining loan income Rising delinquency or charge-off rates CECL implementation or allowance accuracy Asset-liability management and rate risk Liquidity management Operating expense control Financial statement or reconciliation accuracy None; financial health is a current strength

5. Has your credit union received a Document of Resolution, supervisory agreement, or formal regulatory action in the past 3 years?

No Yes, resolved Yes, still in process Prefer not to share at this time

Section C

Board and Leadership

6. How would you rate your board's current governance effectiveness?

Major gaps

1 2 3 4 5

High-performing

7. Which board challenges currently apply to your institution? (Select all that apply)

Board is too involved in day-to-day operations Board is too hands-off and lacks awareness of operational realities Board members lack financial literacy to engage with reports Difficulty recruiting qualified new board members Over-reliance on one or two key board members Outdated bylaws or governance policies None; governance is a current strength

8. Does your board have a written succession plan?

Yes, current and reviewed annually Yes, but outdated or incomplete No, discussed informally No, this is a known gap we need to address

9. How would you describe your current leadership pipeline?

No pipeline

1 2 3 4 5

Strong

10. Which leadership challenges currently apply? (Select all that apply)

CEO or key leadership position recently vacated or at risk No identified internal successor for the CEO Leaders promoted without formal leadership development Institutional knowledge lives in one person and is not documented High staff turnover affecting operations and culture Emerging leaders are not being developed for future roles CEO burnout or disengagement None; leadership is a current strength

Section D

Strategy, Planning and Execution

11. Does your credit union have a current written strategic plan?

Yes, active, reviewed regularly, with accountability built in Yes, but it mostly sits on a shelf after January Yes, but it is outdated (more than 2 years old) No, we have not done formal strategic planning recently No, and we want help building one

12. How strong is your current system for following through on strategic goals?

No system exists

1 2 3 4 5

Highly effective

13. Which planning challenges currently apply? (Select all that apply)

Goals are created but not tracked or measured No quarterly review or recalibration process Board and leadership are not aligned on strategic direction Limited internal capacity to execute on plans Merger pressure or outside consolidation conversations are a current concern None; strategic planning is a current strength

Section E

Lending, Compliance and Risk

14. How would you rate your current lending program?

Significant concerns

1 2 3 4 5

Strong

15. Which lending or compliance challenges currently apply? (Select all that apply)

Loan volume too low to generate sufficient income Underwriting standards too loose; loan losses are a concern No risk-based pricing model in place Collections process is unclear or inconsistently applied Charge-offs not handled appropriately or on time CECL implementation incomplete or uncertain Outdated forms, disclosures, or policies BSA/AML or fair lending compliance concerns ALM policy is informal or nonexistent None; lending and compliance are current strengths

Section F

Culture and Team Health

16. How would you rate the overall culture and morale inside your credit union right now?

Toxic or dysfunctional

1 2 3 4 5

Highly engaged

17. Which team health challenges currently apply? (Select all that apply)

Low staff morale or disengagement Problems tolerated rather than addressed Poor communication between leadership and staff Resistance to change or new ideas Gen Z or younger staff turnover and engagement challenges Leadership team is not aligned or unified None; culture is a current strength

18. How would you describe your own current energy and engagement as a leader?

Energized and fully engaged Positive but stretched thin Managing, getting things done but running low Fatigued and approaching burnout Actively considering stepping back or leaving the role

Section G

Growth, Technology and External Presence

19. Current direction of membership growth?

Growing Flat Declining Significant decline Unsure

20. Current direction of loan growth?

Growing Flat Declining Significant decline Unsure

21. How would you describe your credit union's current state of technology and AI readiness?

Leading edge, actively adopting new tools Adequate, current systems meet our needs Behind, we know we need to modernize but resources are limited Struggling, outdated systems are actively hurting operations or member experience Not a current priority

22. How active is your credit union on social media and in the community right now?

Not active

1 2 3 4 5

Strategic

Section H

Your Priorities and What You Need

23. What are your top 3 challenges currently? (Select up to 3)

Deposit Growth Loan Growth Membership Growth Capital Constraints Technology Adoption Compliance Staffing and Turnover Member Engagement Other

24. Of the following support areas, which are your top 3 priorities right now? (Choose exactly 3)

Strategic Planning Succession Planning for Board and Leadership Growth Strategy (Members, Loans, Revenue) Merger Prevention and Organizational Health Social Media and Community Presence Executive Coaching for CEO or Key Leaders Program Review and Operational Effectiveness AI and Technology Implementation

25. What type of support would be most useful to you right now? (Select all that apply)

Monthly virtual education program with other small CU leaders One-on-one executive coaching for the CEO Facilitated strategic planning session Organizational health assessment and diagnostic Targeted project engagement (succession, program review, AI readiness, etc.) Peer networking with other small credit unions in similar situations Board development or training

Section I

In Your Own Words

26. If you could solve one specific problem inside your credit union in the next 90 days, what would it be?

27. What is the one thing you want us to know about your credit union that this survey did not ask?

28. What area(s) of strength can your credit union contribute to help all NSCUA members grow together?

Your responses will be personally reviewed. The follow-up you receive will be specific to what we find, not a generic checklist.

New Member Application

Your Credit Union

Financial Health

Board and Leadership

Strategy, Planning and Execution

Lending, Compliance and Risk

Culture and Team Health

Growth, Technology and External Presence

Your Priorities and What You Need

In Your Own Words