Technology is largely a business of expectations – expectationsthat are met or not, and sometimes exceeded. For credit unions,their perspective on technology performance can be weighed heavilyagainst the associated service provided.

And why not? Credit unions pride themselves on deliveringworld-class service to members, and they expect to receive thatsame world-class service from their vendor partners.

It doesn't take long in this business to recognize that thoughspecific reasons vary from one institution to the next, a creditunion ultimately chooses to opt out of its current core platformbecause the provider of that system has failed to meetpredetermined, agreed upon expectations at some fundamentallevel.

With the proper application of technical expertise, almost anycore provider can promise the moon. But, that promise falls flat ifnot coupled with service levels that live up to the credit unionstandard. How can you know that your core won't fail you?

Many credit unions fail to investigate more than where aprospective platform's feature set is today and consider where itis headed tomorrow. Also, what type of insight is there to theprovider's own corporate stability and direction? As the old sayinggoes, the past is the best predictor of the future.

Any system should be kept current through an aggressive andconsistent release schedule, with new features continuously addedand existing features continuously enhanced to ensure it keeps pacewith market conditions. Are current customers satisfied with theseadditions and enhancements? A previous track record that answersyes to these questions is likely to continue down that same path inthe future.

Flexibility goes hand-in-hand with functionality. The featuresyou need today may not be the features you need tomorrow, in fiveyears or in 10 years. A system specifically designed to be flexibleand customizable will adapt to your credit union's changing needsrather than forcing your credit union to adapt to itslimitations.

Look at the third-party products that are connected to your coresystem today. Chances are that many of them were not deployed fiveyears ago. A few of them may not have even been thought of fiveyears ago.

You and I both know how quickly technology is moving, and inturn how quickly member expectations are changing. Today'sprogressive credit unions expect to deploy new third-partysolutions quickly, efficiently and cost effectively. A system thatcreates a roadblock in this area – either technologically orfinancially – is clearly holding your credit union back.

Beyond a technology plan and a clear vision for the future, hereis my short list of what credit unions should expect in terms ofservice from their core provider and other ancillary systempartners:

1. Top-down commitment: easy access to all levels of management,up to and including the CEO;
2. Post-implementation support: a dedicated relationship manageroutside of sales to act as your advocate;
3. Ongoing service assistance: 24/7 telephone support from highlyskilled and seasoned staff; and
4. Above all, employees that are empowered to do whatever it takesto ensure that your core system enables your credit union insteadof getting in its way.

Honestly, a data processing conversion is no small undertakingand is not a feat to be entered into with haste. But credit unioncore conversions are popular now. Here are just a few opinions onwhy:

• Industry activity. Consolidation continues, especiallyamong credit unions with $50 million or fewer in assets. And, thenumber of credit unions over $100 million is staying relativelyflat. This means an inverse relationship with the demand for creditunions needing to make a core change.
• Growth potential. According to Callahan's, more than2.1 million new members joined credit unions in 2012. And, 123credit unions outperformed the industry averages for productpenetration across the four major categories of checking, creditcards, auto loans and mortgages. When accounting for membershipgrowth and portfolio diversity, credit unions discover the opennessand flexibility of their core to realistically support entry intonew products and services as well as build out their own offeringswith ease and efficiency.
• Technological need. Close to two-thirds of creditunions plan to increase their tech budgets this year, 27% of themby at least 10% (Callahan's). It is time for many creditunions that limited or halted such spending during the recession toinvest back into system infrastructures. With the competitivebanking landscape, general technology progress is necessary to stayon top of new member offerings not to mention growing compliancerequirements.

Technology really is a business of expectations. When you commitconsiderable resources to a new core platform, you have theabsolute right to expect the very best in both productsand service. Take your time and consider your optionscarefully. This is a decision that should last you for decades, andhopefully longer.

Ted Bilke ispresident of Symitar, adivision of Jack Henry & Associates of Monett, Mo.