The annual report summarizes DVA Federal Credit Union's performance in 2013. It saw asset growth to $106.8 million and share deposit growth of 2.5% despite challenges from the economic downturn. The credit union implemented a technology upgrade in June 2014 to provide new online and mobile services. It remained well-capitalized with net worth over 11% and earned a small profit of $211,905 despite costs from new regulations and the Target data breach. The board and executives thanked members for their continued support and loyalty.
Consumer Protection Listening Session: How Can You Protect Your Clients From ...NeighborhoodPartnerships
Sometimes the field of Consumer Protection feels like whack-a-mole. It seems like every day a new scam pops up to entrap our community members. What consumer protection issues are your clients facing? This session offers a chance for you to share your concerns and hear from your colleagues. Experts in the field will offer resources and tools to help keep your clients safe. We will also explore policy solutions to change the landscape of Consumer Protection in Oregon.
Diane Childs, Oregon Department of Consumer and Business Services
Jonathan Groux, Consumer Protection Section of the Oregon Department of Justice
Moderator: Sybil Hebb, Oregon Law Center
Cupid Alexander, Housing Program Specialist, Portland Housing Bureau, How We ...NeighborhoodPartnerships
Cupid Alexander, of the Portland Housing Bureau, presents on how local governments can generate housing resources at Neighborhood Partnerships' 2016 RE:Conference
Consumer Protection Listening Session: How Can You Protect Your Clients From ...NeighborhoodPartnerships
Sometimes the field of Consumer Protection feels like whack-a-mole. It seems like every day a new scam pops up to entrap our community members. What consumer protection issues are your clients facing? This session offers a chance for you to share your concerns and hear from your colleagues. Experts in the field will offer resources and tools to help keep your clients safe. We will also explore policy solutions to change the landscape of Consumer Protection in Oregon.
Diane Childs, Oregon Department of Consumer and Business Services
Jonathan Groux, Consumer Protection Section of the Oregon Department of Justice
Moderator: Sybil Hebb, Oregon Law Center
Cupid Alexander, Housing Program Specialist, Portland Housing Bureau, How We ...NeighborhoodPartnerships
Cupid Alexander, of the Portland Housing Bureau, presents on how local governments can generate housing resources at Neighborhood Partnerships' 2016 RE:Conference
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Our organisation has been through considerable change focused on creating a sustainable organisation that can better serve our customers, now and into the future.
Visit : https://enhancedlifestyles.com.au/2022/03/30/annual-report-21-22/
CUSO vs. In-House: Growing Your Member Business Lending PortfolioLibby Bierman
In recent years, an increasing number of credit unions are starting, or expanding, their Member Business Lending (MBL) portfolios. This presents a number of challenges, including having the proper systems in place. And a decision must be made to outsource the function to a Credit Union Service Organization (CUSO), build it internally, or some combination of the two. In this webinar, Ancin Cooley, principal of Synergy Credit Union Consulting, and Mike Ford, director at Sageworks, discussed the growth in MBL, benefits and challenges of both CUSOs and internal departments, and provide recommendations for continued growth.
Expanding credit lines article 1
For recovering companies, additional financing for working capital increases would be necessary, but increasingly difficult to come by at reasonable interest rates. During the recession, bank loan commitments were reduced, while mounting losses were financed by utilizing availability under the working capital line of credit. As the economy recovered, liquidity was much tighter while availability was lower. Companies did benefit from the fact that the recovery was slow and, therefore, rapid working capital requirements often associated with growth did not materialize. Ultimately, the recovery has led to companies needing expansion capital but finding it hard to come by. Many companies facing this exact situation have turned to MorrisAnderson to discuss ways to improve liquidity and availability for credit. The squeeze on expansion financing was particularly difficult for companies that had recently experienced poor results and earnings, but had turned the corner and were trying to expand. The issue for lenders, of course, is that, in order to accurately approve a company for expansion financing, they needed to gain a holistic look at the company's past performance and projections for future growth to understand both the benefits and risks involved in expanding credit lines. Starting in 2008 or 2009, financial institutions began consolidating and being much more stringent and selective in the expansion financing process - doing so because the demand for capital was plentiful, regulation was heightened, while the credit risk was increased. As a result, many lenders needed to determine - particularly with accuracy -whether a potential borrower was economically stable enough to have its lines of credit increased. Lenders have frequently turned to turnaround restructuring firms to help with distressed clients (from The Secured Lender's October 2009 issue, "Restructuring and workout consul
THE SECURED LENDER OCTOBER 2013 29
tants are still finding their hands full as lenders pull them in to help with troubled clients") but also for independent assessments on the ins and outs of a company's expansion plans and provide guidance on financing options.
Considerations for Expansion Financing: A Checklist It's essential to regularly assess a company's issues, opportunities and overall viability. When assessing expansion financing and lending options, consider the following checklist: > What are the company's specific expansion plans and projected timeline? I What are the financial projections? > What is the projected cash flow? I What are the capital expenditures and projected timing on return on investment? > When does the company expect to realize profitability? > Does the company have a solid base from which to expand? I Will the company be able to maintain a high level of quality products/services? t What resources are being dedicated to product and process improvement? > Will management be able to maintain control duri.
Burke & Herbert Financial Services Corp. is the bank holding company for Burke & Herbert Bank & Trust Company. Burke & Herbert Bank & Trust Company is the oldest continuously operating bank under its original name headquartered in the greater Washington DC Metro area. The Bank offers a full range of business and personal financial solutions designed to meet customers’ banking, borrowing, and investment needs and has over 20 branches throughout the Northern Virginia region and commercial loan offices in Fredericksburg, Loudoun County, Richmond, and in Bethesda, Maryland.
ExtraFunds is a proven servicer in the short-term online lending marketplace. ExtraFunds is currently seeking to expand its operations by raising capital via Crowdfunder. For more details about the offering, visit www.crowdfunder.com/extrafunds.
Chapter2_CaseGARNERS PLATOON MENTAL HEALTH CARE, INC.Balance SheeJinElias52
Chapter2_CaseGARNERS' PLATOON MENTAL HEALTH CARE, INC.Balance Sheet as of December 31, 2021 (in millions of dollars)Current assets:20212020 Current liabilities:20212020Cash and marketable securities$ 421Accrued wages and taxes$ 316$ 242Accounts receivable1,1091,020Accounts payable 867791Inventory1,7601,581Notes payable872714Total current assets3,290Total current liabilities2,0551,747 Long-term debt3,0903,494Fixed assets:Gross plant and equipment$ 4,132$ 4,743Stockholders’ equity:Less: Accumulated Depreciation840640Preferred stock (25million shares)6060Net plant and equipment4,972Common stock & paid-in surplus(200 million shares)637Other long-term assets892790Retained earnings3,3122,440Total5,8644,893Total equity4,0093,137Total assets$ 9,154$ 7,889Total liabilities and equity$ 9,154$ 7,889GARNERS' PLATOON MENTAL HEALTH CARE, INC.Income Statement for the Year Ended December 31, 2021 and 2020 (in millions of dollars)20212020Net sales revenue (all credit)$ 4,980Less: Cost of goods sold2,7342,035Gross profits2,7342,313Less: Other operating expenses125100Earnings before interest, taxes, depreciation, and amortization (EBITDA) 2,6092,213Less: Depreciation & amortization expense200191Earnings before interest and taxes (EBIT)2,409Less: Interest expense (21%)315285Earnings before taxes (EBT)2,0941,737Less: Income Tax Expense440Net income$ 1,654$ 1,372Less: Preferred stock dividends60Net income available to common stockholders$ 1,594$ 1,312Less: Common stock dividends722722Addition to retained earnings$ 872Per (common) share data:Earnings per share (EPS)$ 7,970.000Dividends per share (DPS)$ 3,610.000Book value per share (BVPS)$ 19,745.000Market value (price) per share (MVPS)$ 26.850$ 22.500GARNERS' PLATOON MENTAL HEALTH CARE, INC.Statement of Cash Flows for the Year Ended December 31, 2021 (in millions of dollars)2021Cash flows from operating activitiesNet incomeAdditions (sources of cash):Depreciation expenseIncrease in accrued wages and taxesIncrease in accounts payableSubtractions (uses of cash):Increase in accounts receivableIncrease in inventoryNet cash flow from operating activities:Cash flows from investing activitiesSubtractions:Increase in gross fixed assetsIncrease in other long-term assetsNet cash flow from investing activities:Cash flows from financing activitiesAdditions:Increase in notes payableIncrease in long-term debtIncrease in common and preferred stockSubtractions:Common and Preferred Dividends PaidNet cash flow from financing activities:Net change in cash and marketable securities26Beginning cash and marketable securities395Ending cash and marketable securities$ 421GARNERS' PLATOON MENTAL HEALTH CARE, INC.Statement of Retained Earnings for the Year Ended December 31, 2021 (in millions of dollars)Retained earnings balance at December 31, 2020$ 2,440Plus: Net income for 2021Less: Preferred stock dividendsLess: Common stock dividendsTotal dividendsRetained earnings balance at Decem ...
2. MESSAGE FROMTHE
Chairman
GregHosmer
BoardChairman
1
2013 was another challenging year for our credit
union. As we continue to feel the impact of our
country’s economic challenges, DVA Federal Credit
-
success of our credit union is dependent not only
on our management team, but also our members’
loyalty and continued support. I would like to take
this opportunity to thank you for your membership.
The primary responsibility of your Board of
Directors is to ensure that the operations of the DVA
-
cial reports included in the 2013 Annual Report
show that your credit union is indeed managed in
accordance with policies, laws, and regulations. We
an increase from 10.98% at the end of 2012. The
National Credit Union Administration considers the
DVAFCU to be“Well-Capitalized”which is an import-
On June 1st DVA FCU will be unveiling a major
technology upgrade. The enhancements included
in this upgrade will give our members the ability to
transfer funds electronically from DVA FCU to indi-
viduals (known as P2P transfers) as well as to other
institutions through a more robust online banking
and electronic signature pads will reduce the need
for paper documents. New technology will speed
up teller transactions and the loan application
and approval process. In addition, the technology
upgrade will provide the infrastructure needed for
new products and services such as mobile bank-
ing, using your smartphone, and remote deposit
capture (depositing a check electronically). These
additional services will be rolled out over the next
9-18 months.
3. 2
National Mall,
Washington DC
MESSAGE FROMTHE
President
& CEO
DonJohnson
President/CEO
It has been a tremendous pleasure to serve as the
President/CEO of DVA Federal Credit Union for the
diligently working on the system upgrade that was
announced last year. On June 1, 2014 we will roll out
an enhanced technology platform that will provide
the basis for a host of new services. Our hope and our
goal are to make the upgrade a seamless transition so
that you will only be aware of the upgrade through
improvements in our products and services.
2013 was a pretty good year for DVA Federal Credit
Union but it was not without its challenges, as we
continue to struggle with fallout from“The Great Re-
cession”in the form of additional NCUA assessments,
delinquent mortgages and historically low interest
rates. In addition, state and federal government reg-
ulators continue to heap on new layers of rules and
regulations that add to our operating costs without
by the Target Card breach. Although neither the mem-
bers nor the credit union did anything to compromise
the member’s data the credit union was forced to ab-
sorb a loss of more than $10,000 while Target contin-
Even after absorbing the losses related to the Target
breach and dealing with the increased regulation your
the net worth of the credit union to more than 11%.
many years. Loan growth for 2013 came in at 5%. Loan
while share balances grew by 2.5% as our members
continued to support their credit union.
As part of our technology upgrade we reviewed our
ATM network, removing some nonperforming ATMs
while replacing others. During 2013 we also intro-
duced a new and expanded menu of home equity
loan products which are now handled directly by the
The vision and guidance of the Board of Directors have
positioned DVA Federal Credit Union for success for
you, our members, for your loyalty and support and
we look forward to serving you in 2014 and beyond.
4. MESSAGE FROMTHE
Treasurer
2013 turned out to be a much better year
than originally envisioned. After initially
projecting a loss for the year, DVA Federal
of $211,905 through reduced loan charge
cost saving measures. Assets increased to
$106,784,933 from $105,993,941 in 2012. In
addition to absorbing losses from the Target
card breach the credit union was required to
pay over $75,000 into the NCUA’s Temporary
Corporate Credit Union Stabilization fund.
This fund was used to rescue corporate credit
2008 - 2009. Fortunately, improvements in
the economy will eliminate this expense for
DVA Federal Credit Union in 2014.
With our improved earnings and high capital
strong credit union. For 2014, the Board of
Directors has instructed management to in-
vest a small portion of those capital reserves
membership for years to come.
Thank you for your continued membership.
DonaldWalsh
Treasurer
3
STATEMENT OF FINANCIAL CONDITION
For years ended December 31, 2012 & 2013
ASSETS
Cash
Loans to members
Investment securities
Accrued income receivable
Fixed assets
Prepaid expenses & other Assets
Allowance for loan loss
Total Assets
LIABILITIES & MEMBERS EQUITY
Member share & savings accounts
Accounts payable & other liabilities
Accrued expenses
Total Liabilities
MEMBERS EQUITY
Members equity, partially restricted
Total Liabilities & Equity
STATEMENT OF INCOME
For years ended December 31, 2012 & 2013
INTEREST INCOME
Loans to members
Investment securities
Total Interest Income
INTEREST EXPENSE
Member share & savings accounts
Interest on borrowed funds
Total Interest Expense
Net interest income, before provision
Less: Provision for loan losses
Net interest income after provision loan losses
NON-INTEREST INCOME
Fee, charges & other operating income
Gain on sale of investments
Total Non-interest Income
NON-INTEREST EXPENSE
General & administrative expenses
Federal operating & accounting fees
Association dues
Miscellaneous expense
Total Non-interest Expense
Non-operating Expenses
NET INCOME
2013
2,007,197
46,049,898
57,794,022
303,719
324,496
1,085,662
(780,062)
106,784,933
95,558,198
271,849
222,970
96,053,017
10,731,915
106,784,933
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
2013
2,553,345
709,091
3,262,436
422,115
0
422,115
2,840,320
-165,676
2,674,644
2,115,500
8,526
2,124,026
2,017,090
2,433,419
99,234
21,994
15,028
4,586,765
0
211,905
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
2012
2,247,217
43,723,224
60,087,923
264,421
413,826
145,482
(888,152)
105,993,941
93,221,751
680,276
192,182
94,094,209
11,899,732
105,993,941
2012
2,628,422
780,957
3,409,379
538,660
0
538,660
2,870,719
-503,580
2,367,139
2,185,368
59,738
2,245,106
1,958,669
2,351,673
113,545
23,771
90,186
4,537,844
0
74,401
$ 114,000,000
$ 112,000,000
$ 110,000,000
$ 108,000,000
$ 106,000,000
$ 104,000,000
$ 102,000,000
$ 100,000,000
2009 2010 2011 2012 2013
Asset Growth
$ 100,000,000
$ 99,000,000
$ 98,000,000
$ 97,000,000
$ 96,000,000
$ 95,000,000
$ 94,000,000
$ 93,000,000
$ 92,000,000
$ 91,000,000
$ 90,000,000
$ 89,000,000
2009 2010 2011 2012 2013
Share Deposit Growth
$ 18,000,000
$ 16,000,000
$ 14,000,000
$ 12,000,000
$ 10,000,000
$ 8,000,000
$ 6,000,000
$ 4,000,000
$ 2,000,000
Total Loans Granted
2009 2010 2011 2012 2013
5. 4
Capitol Building,
Washington DC
MESSAGE FROMTHE
Supervisory
Committee
The Supervisory Committee is appointed by the
Board of Directors to help guide the direction of the
carrying out the policies set by the Board of Directors.
Our committee consists of volunteers who report to
overall integrity of their credit union. To assist in our
role, the Supervisory Committee uses the services
of an Internal Auditor who works onsite at the DVA
Federal Credit Union headquarters in Washington, DC
testing policies and procedures to verify adherence to
Board policies and federal regulations.
Each year the Supervisory Committee reviews the
both general ledger information and member ac-
counts for accuracy. We are pleased to report that the
audit has produced satisfactory results for the 2013
It is the judgment of the Supervisory Committee that
and is managed in the best interest of its members.
PaulChang
SupervisoryCommitteeChairman
7. 6
Liberty Bell,
Philadelphia PA
CONTACT
DVA FEDERAL CREDIT UNION
P.O. Box 50617
Washington, DC 20091-0617
800.822.6875
202.737.6969 (Please use this number if
calling from the D.C. metropolitan area)
CU Call Telephone Audio Response
800.CU CALLS
(800.282.2557)
202.371.0151
Supervisory Committee Address
P.O. Box 34034
Washington, DC 20043-4614
dvasupervisory@dvafcu.org
810 Vermont Avenue, NW, Room C-27
Washington, DC 20420
800.822.6875
202.737.6969
922 7th Street, NW
Washington, DC 20001
202.737.6969
1800 G Street, NW, Room 438B
Washington, DC 20420
202.408.7811
800 Poly Place, Room 1110
Brookly, NY 11209
718.492.0600
U.S. Army Garrison, Fort Hamilton
114 White Avenue, Room 117
Fort Hamilton, NY 11252
718.748.8010
Albany VA Medical Center
113 Holland Avenue
Albany, NY 12208
518.465.4211
5000 Wissahickon Avenue
Philadelphia, PA 19144
215.842.2000 ext. 4478