While all of the natural disasters had different challenges, they also had commonalities. McKinley said there are hard and important questions that credit union executives need to review and answer to improve their business continuity and recovery plans in order to mitigate the impact of the next disaster, whenever that comes.

Perhaps the most valuable lesson learned from this year's natural disasters is that credit unions need to make business continuity and disaster recovery planning an integral part of their operations, which means that the plan needs to be updated and tested through different natural disaster scenarios that can help executives spot and address the gaps and bottlenecks.

By updating and testing that plan – at least annually for small credit unions and several times a year for large credit unions – before a disaster strikes means all that there will be left to do for executives is execute the plan as best as they can once a storm hits.

The benefit is that you won't have to plan in the middle of a disaster, and won't have any regrets that you didn't invest the time and resources into planning because your employees and membership will know you are prepared to move as fast as you can to meet their needs in the aftermath of the storm.

"That's what people want," McKinley said. "Yes, they're sympathetic, occasionally, but when they are impacted, they don't care. They want to be taken care of now."

McKinley and league leaders provided key takeaways from this year's natural disasters including cash issues, branch and ATM operations, member services and staffing considerations.

When members return home, they will need cash to buy things to begin their recovery process.

"Do you have contracts and plans in place with vendors to deliver [cash] to your branch?" McKinley asked. "Do you have a vendor who can bring in mobile ATMs? Activating plans like these quickly will make a vital difference for the people, businesses and families you serve."

Even for credit unions that are not in the direct proximity of a massive storm, executives need to make sure they have plenty of cash at the credit union.

"Having more than enough cash on hand was critical even for credit unions not in the path of the storm [Hurricane Irma]," Patrick LaPine, president/CEO of the League of Southeastern Credit Union in Tallahassee, said. "With hundreds of thousands of Floridians evacuating, some rural credit unions along exit routes hundreds of miles from the storm ran out of cash and could not get additional cash shipments because of the enormous traffic issues. Make sure to address cash shipment/depletion in the business continuity plan."

McKinley said credit unions should also have extra cash in the vault before a major storm hits and predetermine the amount of money members will be allowed to withdraw during the recovery period to make sure there is enough cash for everyone who needs it.

While many credit unions know they should have a back-up generator to operate branches and ATMs in key locations for members after the storm, it's also important to make sure the generators are working before the storm arrives, Caroline Willard, president/CEO the Cornerstone Credit Union League in Plano, Texas, noted. It's also important to have employees at the key locations who have been trained on how to safely operate the generators.

How your credit union is going to service members if your branch or branches have been damaged or destroyed, McKinley said, is another critical part of disaster planning.

Large credit unions should consider contracts with vendors who can provide temporary offices, while small credit unions should establish agreements with other credit unions to share branches. Small credit unions can also look into developing agreements with local churches, community centers or other public or private spaces where a temporary shop can be quickly set up. Having an agreement in place with a vendor to rent a trailer can also be an option for a temporary branch.

"This can be key in preventing service interruptions for members who will need your help," he said.

Willard pointed out another way to avoid member service interruption is to partner with another credit union that has the same IT system that can be leveraged as a back-up system.

LaPine said some Florida branches had no internet access for several days, which meant mobile phones were the only way members could access account information online.

"Having a plan in advance to make sure extra phones and chargers are available will be extremely helpful in a future crisis," he said. "Use less-traditional communication methods, such as social media, to report employee locations and hours of operations."

Willard noted it's also important for credit unions to ramp up communications across all channels, including email that is targeted to affected areas, mobile phone numbers for texting and social media groups.

McKinley said credit unions should map out in their business continuity and disaster recovery plans how and what to communicate with members.

For example, how will credit unions let members know the ways they can access cash, and how can credit unions connect members with community, state and federal relief efforts before, during and after the natural disaster?

"This can be life-changing information for people and families faced with unexpected expenses," he said.

A natural disaster will also damage or destroy the homes of your employees, so it's important for credit unions to plan for alternate staffing. Large credit unions can contract with vendors who can provide temporary staff members and small credit unions should consider setting up agreements with other credit unions to temporarily borrow some of their staff members.

"While working remotely may be an option for some employees, it's not a guarantee for all especially if their homes experience power interruptions or damage to their communications infrastructure," McKinley said.

LaPine pointed out that it's extremely important for credit unions to have a plan in place to help staff after the storm.

"With so many personnel without power for an extended period [in Florida], it was crucial to have a plan to bring in hot meals, provide showers, etc.," he said. "Having those provisions were extremely helpful for morale after several days of the heat and humidity. Many credit union employees were working back in their branches immediately after the storm passed, in spite of a lack of resources at home."

Financial resources over the longer term are what members and employees will need to fully recover from a natural disaster, however.

McKinley noted credit unions need to plan how they are going to manage the repayment of loans for members and employees when their homes, cars and other valuables are destroyed or when members may be unable to pay their credit card bills because they need emergency funds to recover from a storm.