At the same time, the organization launched two new programs that helped to bring additional meaning to the branding change.

The first, called "CU Breakthrough," is a fee-based service designed to help credit unions expand their services in low-income and underserved communities, the Federation said in its announcement.

The new service offers a roster of experienced consultants, drawn from the ranks of CDCU professionals with practical experience in serving underserved populations, such as low-income rural or inner city communities, Native Americans, immigrants, people with disabilities, and the growing millions who are vulnerable to predatory lenders, the Federation added.

"For credit unions that plan to expand into these communities for the first time, CU Breakthrough can help them to navigate unfamiliar terrain," the

organization said.

"We're thrilled to see how many credit unions have converted to community charters or obtained 'underserved expansions'," said Rosenthal. "This is a powerful expression of the credit union commitment to serving people of modest means. But we know from many lifetimes of experience that the first step into a new market can be the hardest one, and it always helps to have an experienced guide."

CU Breakthrough will offer credit unions a wide range of services. An "underserved audit" can identify aspects of a credit union's operations that help or hinder access by underserved individuals. Alternatives to payday and predatory loans can help credit union members to keep more of what they earn. Special asset-building programs, such as Individual Development Account and Earned Income Tax Credit programs, can attract new members from low-income communities. And credit union partnerships can make all of these programs more efficient and more effective.

"We even have a speakers bureau, with people like Bill Myers, who built Alternatives FCU from the ground up in New York, and Audrey Cerise, who led ASI FCU through Hurricane Katrina and never lost sight of her members in need," explained Rosenthal. "These and other leaders within our movement can help credit union board members, managers and partners to appreciate the need for action, and see how they can make a difference.

The second program is a $25 million Capital Campaign designed to expand and grow the Federation's existing capital effort, which has invested $30 million in 120 CDCUs over the last 25 years.

"We started the program in 1982 with little more than a vision," explained Rosenthal. "Social investing, program-related investing by foundations, the Community Reinvestment Act for banks–all these now-common capital channels were in their infancy. The Federation was virtually alone as a national intermediary raising funds from these sources and channeling them into grassroots institutions like CDCUs."

The field has grown enormously over the last decade, aided especially by the U.S. Treasury Department's Community Development Financial Institutions Fund. The Federation is a federally-certified by the Treasury Department as a CDFI, as are 100 or more credit

unions, and has received some $7-million in grants and loans from the fund.

"We launched this campaign, because we had a good problem," said Rosenthal. "Virtually all our available funds are deployed. Many of our CDCUs are growing strongly, and can make good use of additional capital."

The first $5 million in investments toward the Federation's $25-million goal have come from the Ford Foundation, TD Bank, the Calvert Social Investment Fund, regional foundations, and religious organizations. Additional commitments of nearly $2.5 million are pending, The Federation said.

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