STRATEGIC PLAN 2023
TABLE OF CONTENTS
Ohio Credit Union League & Affiliates
2023 Strategic and Operating Plan
EXECUTIVE SUMMARY
For nearly 90 years the Ohio Credit Union League (OCUL) has served and promoted the common interests of Ohio credit unions. As a passionate advocate, OCUL positions itself as a key partner supporting credit unions and the work they do to meet the diverse financial needs of members, businesses, and communities they serve.
OCUL’s 2023 Strategic and Operation Plan is a roadmap for enhancing the organization’s value and impact. It combines the deep expertise of its Board of Directors, management team, and staff with a set of strategic priorities designed to maximize OCUL’s value proposition. OCUL believes that when Ohio credit unions achieve their mission and strategy, credit union members are better served.
This plan recognizes the challenging operating environment credit unions navigate to serve members. It focuses on how OCUL will deliver progressive advocacy, expertise, collaboration, and advice for credit unions and the stakeholders who support them. OCUL’s vision, mission, and core beliefs form the plan’s foundation. Strategic priorities, tactics, strategic choices, and performance scorecard and budget inform its execution. At its highest level, the plan addresses OCUL’s top priorities as determined by the Board of Directors:
1. Diversifying funding sources with an emphasis on non-dues revenue;
2. Improving the value proposition for the credit unions; and
3. Broadening communication and collaboration among member credit unions.
OCUL’s successful plan execution will perpetuate the organization as an invaluable resource to the Ohio Credit Union Movement. Ultimately, OCUL’s value is its ability to help credit unions meet changing consumer needs and answer market challenges.
VISION, MISSION, AND CORE BELIEFS
OCUL’s success is built upon its vision, mission, and core beliefs. These make up the foundation and ideals driving OCUL’s partnership with Ohio credit unions. Collectively, these statements provide the groundwork for the strategies and business decisions that will guide OCUL’s actions now and into the future.
VISION
The Vision Statement defines OCUL’s aspiration: Be an independent, thriving state trade association focusing on the success of Ohio’s growing Credit Union Movement.
MISSION
The Mission Statement drives OCUL’s organizational achievement: Support the success and common promotion of credit unions through advocacy, expertise, collaboration, and advice.
CORE BELIEFS
Core beliefs are shared values that drive OCUL’s culture, vision, and mission: OCUL believes in:
• Credit unions and the eight Cooperative Principles that sustain them
• Working with passion and energy when serving Ohio credit unions
• Leading people and initiatives with honesty, transparency, and integrity
• Innovation and change as catalysts for long-term viability
• Cultivating an inclusive and rewarding environment for our employees
• Inclusion and diversity as powerful forces driving collective success
WHO WE SERVE
OCUL helps its members reach new heights and shapes the Movement’s future. With Ohio credit unions serving one in four Ohioans, advocating for Movement growth and success is a leading organization priority. Accordingly, credit unions are OCUL’s first and most important constituency. Additionally, OCUL serves Movement stakeholders who also contribute to the success of Ohio credit unions. When Ohio credit unions and their stakeholders flourish, the Movement also succeeds.
STRATEGIC CHOICES
With limited resources and expanding stakeholder needs, the following strategic choices guide how OCUL will deploy its resources and achieve its mission. OCUL will:
• Remain an independent state trade association dedicated to maximizing value for its members and stakeholders
• Focus on a culture of serving constituent needs through exemplary service
• Develop new funding opportunities that foster organizational resiliency and prosperity
• Explore collaborative solutions that enhance the services provided to Ohio credit unions and other strategic stakeholders
• Prioritize the “voice of the member” to better understand and address challenges facing Ohio credit unions
• Be a committed partner and participant in the CUNA/League system
• Be disciplined in its pursuit of its strategic priorities
STRATEGIC PRIORITIES
Strategic Priorities are initiatives that propel action towards achieving vision and mission. OCUL’s disciplined focus on these Strategic Priorities is how we intend to execute our strategy. Tactics aligned with each priority dictate management attention, Board reporting, staff execution, and resource allocation. These tactics are framed up using the “WIN WIN” philosophy, which intentionally distinguishes between What’s Important Now and What’s Important Next.
“WIN – Now” tactics are our top execution priorities. Accomplishing WIN – Now tactics has the most powerful and immediate impact on achieving our Strategic Goals. Accordingly, management will prioritize WIN – Now tactics in deploying management, staff, and financial resources. Given the context of this plan’s three-year time horizon, WIN – Now tactics will dominate year one (2023).
“WIN – Next” tactics are next-level priorities to be addressed as resources allow given the priority position of WIN – Now tactics. WIN – Next tactics will receive attention and resources as possible given the context of secondary priority and resource constraints. WIN – Next tactics are not limited to sequentially following WIN – Now tactics yet reflect resource limitations of a small organization and accordingly result in WIN – Next tactics seeing significant attention in year two (2024).
With this context understood, OCUL’s Strategic Priorities are as follows: