Business View Magazine Feb 2023

129 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 2 HEALTHCARE AND MUNI C I PAL EMPLOYEES CREDI T UNION “We always offered our members more of a fixed product with the concerns of interest rates going up. We are fairly fortunate that our members haven’t had that experience as a whole,” he elaborates. This member support also extends to informal reach outs to members a few times a year, not to sell, but as a check-in to see how things are going. “That has really served us well,” he acknowledges. “With our members being police, firefighters, municipality, and hospital workers, there was a lot of silence, they were just done for the day. So, we touched base, letting them know we’d be there when they wanted us to.” Consideration and flexibility whenever possible are also extended to members. Moran conveys, “We still follow procedures and policies. But as an example, if you missed your renewal because it got away from you and it was a month, we’re not going to move you to that higher interest rate, we’ll just move you to the one that it should have been, and we’ll give you that grace, we understand life happens.” The introduction of technology, which was fast- tracked because of COVID, has had its advantages, especially for a credit union which Moran admits was “very hard to bring into the branch.” Through the launch of tools like DocuSign, digital meetings, and other customized one- off services, along with a full banking system conversion, he says members have been right there, embracing the changes along with them. Implementing requirements such as having cameras on during online meetings was a way to support those who may be intimidated, showing the care HMECU has for its members. “It’s good to see the emotion and how people are feeling and how they get to interact because some of our members are older and sometimes words can get misconstrued when you don’t see a face,” Moran asserts. “We really brought them on an online journey and shoved them online with support. We were going down these steps, but probably we would have rolled it out over an 18-month to a 3-year period, and a little bit more methodical and handhold,” he continues. On the subject of valued partnerships, Moran says, “We have a lot of what I would call strategic relationships or ones that are very core with us.” He mentions banking system provider Celero as one such notable relationship. With satellite locations in St. Joseph’s Hospital, Juravinski Hospital, Hamilton General Hospital, and Burlington City Hall. Moran maintains, “We also have relationships