NAFCU Journal March April 2021

13 O ne defining factor of 2020 was an acceleration of changes that credit union leaders may have had in the pipeline, but the global pandemic and its effects on individuals and businesses necessitated immediate implementation of plans as opposed to further study or introduction over a period of time. A focus on diversity, equity and inclusion (DEI) within an organization and its members is one of the most import- ant areas to move up the list of priorities throughout the industry. “Most credit unions were at the beginning of their DEI journey in recent years, but 2020 was a watershed moment for everyone,” says Paul Dionne, research project manager at Filene Research Institute. Credit unions quickly shifted from merely acknowledging the importance of DEI at an organization to actively taking steps to ensure the organization represented the community it serves, he adds. The nature of credit unions and their ties to the community means that many already had latent DEI practices in place, says Dionne. “The next step in the journey is to evaluate what already exists and to be more intentional to fill in the gaps and create a more coherent DEI strategy.” One way to reflect the needs and interest of a community is to make sure members and potential members see staff and leadership that look like them, says Carlos Calderon, president and CEO of OAS FCU. This diversity is not just about race or culture, it is also about age and gender of employees and volunteer board members, he points out. “When thinking about race and culture, it is also important to remember that there are many sub-groups within the Latino population in North America,” says Calderon. A range of dialects and terminology for different countries means that just translating information into Spanish may not be effective if it is not produced or reviewed by a native speaker of the region represented in the community. Making sure credit unions reflect their communities By Sheryl S. Jackson THE NAFCU JOURNAL March–April 2021