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CEO: Richard A. "Rich" Woldt


Dateline September 12, 2017

Attention: Credit unions and anyone planning to travel into harms way! Before you deploy any volunteer into harms way, make sure they are logged in and properly briefed. Link up with your credit union's risk manager and join their "unified" Incident Command (IC) for Harvey and Irma. Also, make sure you're logged in so you'll be covered under their Worker's Compensation contract. Update you ICE (In Case of Emergency) numbers on your cell phone for both primary doctor and family contact. Make them "ICE-doctor" and ICE-Family. They'll be the first numbers medics will look for if or when you are injured while in harms way. Make sure you're carrying complete ID information as well as a list of your medications with #s to call for refills.

Use debit cards as a way to reduce the amount of currency you need to carry and deploy with a supply of gift cards for fast food restaurants, gas stations, building supply outlets, etc. Log all gift/debit cards in at the command center and make sure to assign the cards so they can be tracked throughout the recovery operation.  

Click here and review the pre-deployment briefing we used  during Hurricanes Sandy, Ivan, and Katrina. All response procedures and Critical Incident Response Procedures should have been updated by your respective credit union leagues and associations.

 Dateline September 3, 2017

Attention: If your credit union, friends or family, etc. are in the path of Hurricane HARVEY or IRMA  batten-down the hatches and get out of harms way.  Credit unions, chapter leaders, leagues personell, CUNA and Affiliates, CUNA Mutual Group, and WOCCU members around the world, activate your contingency plans, set up command centers, identify staging areas, write and assemble your "Unified Commands" based on the guidelines we wrote when hurricane Irene went through the Caribbean and when Katrina hit the Gulf Coast. Adjust your commands based on the scope, path, and destruction anticipated. I'll be posting more of the following as evacuations progress.

Pass this on to victims in harms way.   

Click here pre-(Critical Incident Response Team) CIRT deployment briefing.

Click here for first responder mass-evacuation protocols.

Click here for a tri-fold on safeguarding your property during and after a mass evacuation

Click here for a hurricane CIRT tutorial posted during Katrina


Updated Friday, September 8, 2017


Credit unions and first responders: 

Click here for a National Incident Management System (NIMS) briefing prior to reporting into your designated Incident Command Center.



Experience is your greatest teacher.

Following are excerpts from feedback we received after past hurricans, earthquakes, and the tsunami along with our RM response:

Experience is a great teacher. Victims of disasters often walk away with a wish list of what they should have done and a hope list of how they will improve their recovery plan. A common wish is, "the plan should have been kept simple, current, and easier to follow." A repeated hope is, "the plan will stay flexible and change as the credit union changes."

The following quotes and comments are from victims of disasters. Consider these "voices of experience" the nest time you update your plan:

"I felt lost and out of control, it sure helped to talk."

After a disaster, victims are traumatized. They feel guilt, fear, and a sense of being out of control. Talking to non-judgmental listeners helps. Organize group meetings to discuss feelings and share support. Encourage written suggestions to improve your plan and give credit where credit is due. This will help reduce guilt, fear, and re-establish a "sense of being in control" over the work environment.

"Next time we will act more quickly and efficiently to get vital records out of the building. In addition to red decals on vital record containers, we will hire professionals to do the removal."

After a total burn out, authorities only allowed authorized personnel on site for ½ hour per day. Untrained personnel were forced to grab what they could, missing vital records and causing additional damage to others. Professionals, experienced in record reconstruction, should handle all vital record salvage.

"Our plan was color coded, kept simple, and easy to read, but I forgot I was color blind."

Plans should be as simple as possible so they are easily kept current. In addition to color coding, double spacing, etc., team symbols/logos should be used to help those who are color blind follow the plan.

"It was not the ceiling that hit my head; it was a picture off my wall."

During an earthquake, anything loose falls or flies. Expensive equipment hits the floor, shelves tip, and pictures fly. Velcro should be used to help hold things in place. Tall shelves should be anchored to the wall or floor to prevent tipping.

"Some of our computer equipment is anchored to the floor. During the earthquake it shook itself to death. Next time we are going to allow it to move with the floor." 30

There is some debate over what can and should be anchored. In earthquake areas, computer equipment is being placed on wheels and guards are being built around holes in the floor so equipment can "rock and roll" during an earthquake. Contact your equipment representative for an opinion.

"During our flood, plastic and sand bags were grabbed as fast as they arrived. Consequently, some vital areas were the last to receive attention. Next time we will have better control over our command center and distribution areas."

During a disaster everyone has their own opinion about what is important. Establish a command center that is under your control. Assign responsibilities for acquiring and distributing emergency supplies. This will help those looking for supplies to find them and help ensure that critical areas will be the first to be protected.

"We had many chiefs on-site during the tornado (fire, police, emergency governments, the Red Cross, the Salvation Army, insurance carriers, etc.) all willing to help. While each played an important role, we did not know how to coordinate their efforts."

Fire, police, emergency governments, etc. all have plans and a chain of command they will follow during an emergency. Who is in command may depend on rank, region, or circumstances. Discuss response procedures and plan your command center operations to accommodate and coordinate all those coming to your rescue.

"We suffered more loss from looters and con-artists than for the quake. Next time we will cordon off our property (damaged or not) and restrict access to only recovery personnel. We are also going to be more alert to con-artists taking advantage of our plight."

Disasters make your credit union vulnerable to thieves, crooks, and con-artists. An immediate effort should be made to control access to al property near the disaster. In addition to thieves on foot who will take advantage of the confusion, be alert to con-artists who will use the telephone to access confidential information or market recovery services at inflated prices.

"Ninety eight percent of our employees pitched in to help. One percent was a bit over zealous and one percent demanded their vacation."

Victims of a disaster respond differently. Most pitch in and do what is reasonable. During the planning process, discuss victim responses that might be expected. Caution the over zealous that life safety is most important, and warn the under zealous that demanding a vacation will not be appreciated. Involve everyone including union representatives in these discussions. Victims who 31

have been involved in planning and who know what to expect will be less traumatized by a disaster and respond better to the needs of the moment.

"The news media caught me in front of the burned out exit. Had I used another exit, their backdrop would have sent a better message to our members."

A picture is worth a thousand words. Reporters know sensational images sell on the evening news. Such images also traumatize victims and create panic. Control the backdrop during interviews so the message given helps rather than hinders your recovery efforts. Stage interviews away from the damage.

"Another credit union in town was destroyed by a tornado. We wanted to offer space, equipment, and staff but were not ready to respond. We now have a "Site Preparation Team" ready to identify vacant space, unused equipment, and available staff."

Most disasters have a community impact. Some credit unions have designated their Disaster Recovery Team (DRT) as their Site Preparation Team (SPT). When a disaster occurs in their community, SPTs meet to identify available resources. Some include plans to transfer day jobs to night shifts so work stations can be temporarily offered to those in need.

"We missed by a mile when we calculated our extra expenses. The earthquake created a demand for guards that drove both cost and availability sky high. Not only did we have to fly personnel in from two states away, we had to pay their room and board."

Extra expenses are often underestimated. When supplies go down, the demand and cost of chain saws, generators, water, etc. goes through the ceiling. Like scalpers, con-artists will descend to take advantage of those in need. Because credit unions work together, most can turn to other credit union, chapters, leagues, CUNA Inc., CUNA Mutual and CUMIS Insurance Society for support. Having a plan will help speed the delivery of this worldwide support, and do it at a reasonable cost.

"Our plan was to move to a temporary office and return as soon as our landlord was ready. It has now been tow years and now one wants to go back. Our rent is almost half of what it was and we are closer to our members. Many employees still have flashbacks when they drive past our old building. We have two major problems. Our lease requires us to return, and we have spent all our extra expense money during the first move."

Moving once can be expensive. Moving twice can be devastating. Know your lease and plan for victims to resist returning to the site of a disaster. 32

"That tornado taught me the value of cross-training. Our plan was for a credit union disaster, not a community disaster. Because we had not cross-trained our staff, we had to fire outside personnel at inflated prices to help us offer basic service. Next time everyone will be trained and ready to help."

Cross-training not only readies your to respond to your credit union’s disaster, it readies everyone to respond to any credit union disaster. Use your credit union chapter, league, CUNA, Inc., CUNA Mutual, and CUMIS to plan a joint response and a joint recovery.

"While the power was off, I’d have given a months pay for a manual typewriter. In addition to a few older PCs, we are going to store a manual typewriter just in case."

Like backup records that are stored off-site, backup "last generation": equipment can be of great value during the first stages of recovery.

"We forgot about what all those insurance settlements would do to our outstanding loans. All of a sudden they were paid, and we had excess funds to be invested."

Community wide disasters impact all credit unions in the area. Plan to respond to a major change in your share-to-loan ration and excess funds for investment.

"Everyone felt better when they saw someone taking control. What seemed insignificant when we planned proved most important during the disaster. For example, the last thing anyone wanted to give up was not the guards, it was the portable toilets. I guess knowing you have control over even the basics of life, helps during a disaster."

A well organized command center with uniformed (hats, arm bands, etc.) personnel sends a message that someone is in control, things will turn out OK, and we are all in this together. Symbols that identify who is in charge help set the tone that you will recover and the process has already begun.

"As president of our credit union, I will never miss another fire drill. It seems that by ignoring the drills and staying at my desk, I set the tone from the top that I did not know or care about what was going on and my staff had better not follow me."

Learn to "lead by example." Take part in drills, study recovery plans, and send a message by your example that you are a leader, you consider recovery planning important and you will be ready to lead the charge to recovery. 33

"The hurricane reminded us how valuable our retired employees can be during a disaster. The homes of many of our staff were damaged and we could not rely on them to help. Eight retired staff came to our rescue. We called and they came."

As a backup to recovery personnel, keep a list of former talent who are familiar with the credit union philosophy and operation. If they are not needed on-site, they can offer their trusted reassurance to members that the credit union will survive.

"Yes, we tested our plan at least once during the last year, yet the spare generator we received could not be tied to our system without the skill of a qualified electrician. All electricians were busy, which increased our stress, recovery cost, and losses. In retrospect, the generator incident was one frustration we could and should have avoided. If added one more problem we did not need."

When you fail to test your plan, you are planning to fail. Testing not only helps ensure the plan will work; it helps reassure all the players that you will recover. Because even a minor problem can add major stress during an extended recovery process, it is important to continually test and fine tune your plan to eliminate as many surprises as possible.

The list of quotes and comments grows each day. If you have thoughts or suggestions you would share with other credit union leaders, please call them in to our office at 800/356-2644, extension 7194. We will include them in the next reprint of this brochure.


Update...September 7, 2017

Additional Risk Management input for victims of Hurricane Harvey and Irma:

We published the following nine months after Hurricane Katrina.

(Author Note: Conclusions and opinions in this white paper where made after reading hundreds of reports on Katrina published between August 29, 2005 and June 1, 2006. The goal is to assemble the experience and best practices of disaster victims, evacuees, first responders, and Credit Union Risk Managers embedded in the recovery process.   

A Risk Management Perspective on Katrina – Nine Months Later

By Rich Woldt – CEO The Risk Management Learning Center

 Research documents include an excellent Popular Mechanics engineering article (March 2006)  titled “Debunking Katrina Myths” and Credit Union Magazine’s Best Practices – Disaster Recovery Lessons Learned ( (This CUNA Inc. publication assembles the best practices from eight credit unions who were challenged by natural disasters, terrorist attacks and a  major strike. This must read publication includes street smart Risk Management methods, response protocols, and recovery tips from: Arrowhead CU in San Bernardino, Ca. (Assets $959 million) – “Y2K-Era Planning Mitigates Wildfires’ Effect; Calcasieu Teachers & Employees Credit Union in Lake Charles, La. (Assets $31.1 million) – Semi-Truck Facilitates Escape from Rita; Community First Credit Union in Mulberry, Florida (Assets $108 million) – Preparedness Sees Members, Staff Through Storm; DuPont-Goodrich FCU, Nederland, Texas (Assets 149 million) – League Pitches In to Defy Mother Nature; Melrose CU, Briarwood NY, (Assets 740 million) – Blackout Can’t Knock Out Service; New Orleans Firemen’s FCU, New Orleans, La. (Assets $111 million) – Coping with Katrina’s Wrath; Skyline Federal CU, New York, NY (Assets $40 million) – 9/11 Terrorist Attacks Tested CU’s Ingenuity; 1199 SEIU FCU, and New York, NY (Assets 43.1 million) – Transit Strike Doesn’t Stop Member Service. Authors Dick Radtke and Lucy Harr are well known throughout the international credit union movement for their years of service and in-depth reporting. I’m proud to claim them both as RMLC faculty, RM mentors, and friends. You will find their biographies and contact information at our web site.    

 Throughout this paper I’ll refer you to source documents, white papers, faculty briefing summaries, and brochures on related subjects. I recommend my CUNA Management Students I recommend you read our white papers on the Incident Command Systems, Maslow’s Hierarchy of Needs, and the Deep Throat incident reports on Katrina and Florence Rogers comments on the Oklahoma City bombing. Florence was CEO of the Federal Employees CU when the building was destroyed by Timothy McVey.

 Katrina didn’t really teach us anything we didn’t already know!

 Katrina didn’t teach us anything we didn’t already know. After all, she wasn’t the most powerful hurricane on the Saffir Simpson scale. She hit land a Category 3 with the six lowest recorded barometric pressure 902mb. Peak sustained winds 55 miles south of New Orleans were 125 miles per hour and records indicate winds in New Orleans hardly reached hurricane strength. Hurricanes Wilma (882mb) and Rita (897mb) that followed had lower barometric pressures. The peak sustained winds of Hurricane Andrew (142 mph) that struck Florida in 1992 and Category 5 Camille (200 mph) that followed a similar path through the gulf in 1960 had higher peak winds.

 So why did Katrina cause so much damage, overwhelm so many and threw the US into a frenzy of finger pointing chaos? It was primarily her’ scope and scope creep. Her radius (distance from her center to the point of maximum winds) was 30 miles – three times wider than Camille, and the breaking of levees that followed. She also approached over the shallow northern shelf of the Gulf of Mexico generating a more powerful storm surge – the water that’s pushed ashore. The surge toped out in Plaquemines Parish south of New Orleans at 30 ft. and in New Orleans at 25 ft. The larger answer is she over whelmed her victims and first responders, traumatized a country, and sent a warning message to those living on any path of a future hurricane or tsunami or on the fault line of the next earthquake.

To fully understand Katrina and her aftermath, you need to have a basic understanding of trauma management. Three things (Guilt, Fear, and A sense of being out of control) underlie the trauma we experience before, during, and after any life threatening event. Every normal person watching Katrina felt guilty for not knowing what to do or how they might help. We all feared for the victims, their families, responders, pets left behind, and what such a disaster might mean to ourselves and loved ones. There was a world wide sense of being out of control exasperated by instant, on-the-spot coverage that started days before landfall August 29, 2005 and fed the world a constant reminder of futile rescue attempts. Outright lies, misinformation, and an intense focus by the media on the devastation deepened the trauma. We saw swamped school buses and stranded victims and heard of the raping, murders, snipers and gang executions going on at the shelters.

In fact, when the voluntary evacuation order went out a contra flow traffic plan was implemented (turned inbound interstate lanes outbound) and 1.2 million of the 1.5 million metro population of New Orleans were evacuated in 38 hours. The standard evacuation plans estimate it should take 72 hours to relocate that many. Within 2 hours the National Guard and Coast Guard helicopters were in the air and dozens of successful missions were flown the first day. By the end of the week 50,000 National Guard troops had rescued 17,000 people and 4000 Coast Guard personnel saved more than 33,000. The choppers on the ground covered by the impassioned news media were at staging areas standing ready for duty. When the Superdome was cleared, six bodies not 200 were found. Four died of “natural” causes. One was ruled a suicide and one a drug overdose. Of the four recovered from the convention center, three died of natural causes and one died of stab wounds. In fact, the response to Hurricane Katrina was by far the largest and fastest rescue effort in U.S. history, with nearly 100,000 emergency personnel arriving on the scene within tree days of the storm’s landfall.

 Seasoned credit union professions and volunteers from all levels of the credit union movement responded to Katrina through their “Movement,” “System,” “Network” and “Organizational Chains of Command.”  I say this tong-in-cheek because of the terminology fights across the movement during the 80s, 90s, and through Y2K. Fights that fragmented a movement that now must recommit to its “People Helping People” philosophy, adopt standard NIMS terminology and implement a movement wide Incident Command System that compliments the ICS required of law enforcement, fire fighters, emergency government and homeland security personnel. The credit union movement was and always will be a cooperative movement and it is precisely because of that “cooperative movement philosophy that they’ll continue to outshined all other organizations before, during and after any national emergency or large scale disaster.

While movement terminology might be irrelevant, terminology and response protocols used by incident commanders and all responders must be standardized. Failing to understand either the Incident Command System (ICS) or speak the National Incident Management System (NIMS) language will result in ineffective response efforts and lives lost.


  • Studies after Katrina indicate Incident Command nor NIMS were used at the local level or regional levels, consequently the overall response was chaotic, inefficient and in many ways ineffective. Professional first responders in both the public and private sector have subsequently issued dictates making Incident Command and NIMS training a top priority. Legislation and subsequent regulations now require all law enforcement, fire fighters, and emergency governments to use Incident Command and NIMS as a standard in the future.  For example, the first words spoken by law enforcement when responding to a fender bender must be; “I TAKE COMMAND!” If the fender bender remains a minor incident it will be handled as a “Single Command” with the officer handling Safety, Information, and Liaison duties. If the incident grows into something more serious, the officer will declare it to be a “Unified Command” and designate a Chief of Operations, Chief of Planning, Chief of Logistics, and Chief of Finance. The goal is to limit the number of his/her direct reports to between seven and twelve trained first responders. For more information on Incident Command and NIMS go to the R&D library at  

 Benefits of “Organizational Structure” and The Risk Management Process:

 Risk Management is a three step process. You must first identify or be aware of an impending disaster, than measure its immediate scope and the potential for scope creep and than launch an appropriate response. I recommend you read our papers on “declaring” the level of a disaster and the “impact” of an incident on response protocols. Risk Management efforts are most effective and efficient when there is a “closed loop” feedback system between those on the front lines and their support personnel i.e. those issuing alerts, updating response protocols, and managing supply lines.  

 For a better understanding of Risk Management Closed Loop Feedback Systems, review the Strategic Action Plans used during the design, development, and deployment of CUNA Mutual’s International Risk Managers. Contact your League Representative and CUNA Mutual Account Relationship Managers for additional information. 

  • During a disaster you must maintain a closed loop feedback systems between first responders and their Incident Commander and/or the Emergency Operations Center (EOC).  It also means maintaining closed loop feedback systems between all public and private sector first responders, support personnel, and community leaders.


  • During peace time this means creating and maintaining a closed loop feedback training systems between frontline Risk Managers and those providing RM education and training. For example, at the credit union level Credit committees must be trained to monitor the impact flooding, tornados, hurricanes, wildfires, earthquakes, and man made environmental disasters can have on the credit union’s Business and Real Estate loans. Supervisory committees must be trained to implement the latest and greatest internal and audit controls, and Board members must be trained to monitor the legal and liability risks associated with providing a safe, sound and secure work environment, as well as avoiding law suites based on an inappropriate or poorly conceived response to the disaster. Refer to faculty briefings on the public to private sector training roadblocks.


  • Federally insured financial institutions in the US are required to designate a “Security Officer” who is responsible for the design, development, testing and servicing of appropriate security systems. In CUNA Mutual’s international markets this person is known as the Credit Union Risk Manager (CURM). In addition to testing and maintaining the physical, alarm, and surveillance systems the CURM acts as a Risk Management resource for the Supervisory Committee, Board of Directors, security guards, and all operation personnel providing on-site training to discourage robbery, forgery, fraud and dishonesty.


  • The International Risk Management “closed loop” feedback systems link CURMs and League’ Risk Managers to Chapter’ officials at the regional level, and to World Council’ (WOCCU) and CUNA Mutual’ Risk Managers at the international level. This positions credit unions better than any other organization anywhere in the world, anytime in history to prepare for and respond to a natural disaster or terrorist attack.


Adapting Incident Command to Financial Cooperatives:


We’ve seen how credit union’ organizational structure facilitated managing risks during hurricanes Ivan, Katrina, Rita, and Wilma (Refer to our RMLC library and papers on the “Virtual” Incident Command used during Ivan in Jamaica and the RMLC response protocols we issued during the 2005 hurricanes and wildfires in Oklahoma, Colorado, Kansas, Texas and Florida. Also, read the session summaries from the Western States Volunteers Conference in Las Vegas in February 2006). It is this inherent cooperative spirit and structure that has made the Incident Command System work so well throughout the credit union movement.


The Incident Command System (ICS) has basically seven key accountabilities overseen by the Incident Commander (IC). Use the following diagram as a template. Remember, the ICS is designed to expand and contract (concertina effect) as needed so while each will vary depending on the type of incident and scope, all unified commands will include the following seven accountabilities (Safety, Information/Communications, Liaison, Operations, Planning, Logistics, and Finance).

 Incident Command System – It’s a Public and Private Sector’ Partnerships


One of life’s fundamental principles is; “We are all ultimately responsible for our own safety, security, and well being.” Period!  If we choose to ride out a hurricane or tornado when we’ve been given fair warning, we’re going to have to accept the consequences. Another fact of life is the first person at the scene will be whoever might be near and that will usually be a friend, family member or neighbor. This means to be rescued you might want to be on good terms with those close bye and do what you can to prepare them to come to your aid until the professional “public” responders have arrived.


Challenges grow as the scope of the incident becomes a community wide event. The scope can be immediate such as when a tornado touches down or a terrorist attacks, or it can be caused by “Scope Creep” such as when a hurricane intensifies and just keeps on going or a wild fire burns out of control.


Preparing for, responding to, and recovering from large scale natural disasters and terrorist attacks requires a coordinated response from both the public and private sectors. Public to private partnerships need to be formed so as public resources are depleted a private sector response moves in to reinforce recovery efforts.


From a public sector standpoint, responsibility for citizen safety starts at the local level and moves out based on requests for aide and assistance. In the US and around the world aide must first be requested and is usually governed by a pre-approved “mutual aide” agreement. That is why in the US and in most countries it’s the local fire chief who takes command during a disaster and why, at the end of the crisis, it’s the local government who’ll be held responsible for picking up the tab. In most countries it’s called “Home Rule.” That is, in a Democracy, elected local governments rule and therefore are held accountable for the costs of recovery. This underscores why the Chief of Finance in the Incident Command System must keep accurate records of all responding assets.


We learned much and will continue to learn from Katrina. For example, she proved that coordination of responding resources, flexibility in execution, and the ability to adjust when under fire were the three most important factors leading to mission success or failure. She also proved hurricanes trigger an increase in Pure Risks (burglaries, robberies, looting, vandalism, forgery, embezzlement, gang reprisals, kidnapping, etc.) and Speculative Risks (extortion, fraud, scams, and embezzlement in disaster relief programs). At the end of the day, she validated the credit unions approach to Disaster Recovery, Business Continuity, and Contingency Planning. And, she gave us a wake up call telling us to refocus on event planning, incident management, and forming public to private partnerships.


It was the best of times – it was the worst of times!    


Anyone in their right mind would not consider going through a hurricane as “the best of times.” Yet, any experience that brings out the best in us can’t be all bad. In addition to Maslow’s theory on the “Hierarchy of Needs” (Refer to my white papers) he said, “Satisfaction is the alleviation of anxiety.” Therefore the threat of disaster offers us an opportunity before to plan with a satisfaction in a plan well written, respond during with the satisfaction in a plan well executed, and after with a satisfaction in a job well done.

For examples of his theory, I recommend you read the Best Practices – Disaster Recovery Lessons Learned published by Credit Union Magazine and Florence Roger’s white paper (Florence was the CEO of the Federal Employees CU during the Oklahoma City bombing. She continues to be one of my most treasured RM mentors, a lady of great wisdom and experience).


Learning is one thing, remembering, sharing, and implementing best practices will be the real challenge. Surveys indicate the half-life of education (the time it takes to forget ½ of what we learned) is something less than six months especially when it comes to lesions that traumatized or shattered our confidence. Consequently, we need to adopt a Risk Management “Strategic Action Plan” that accurately documents what we’ve learned, reduces it to a language we all understand, and systematically shares appropriate response protocols community, region, country, and world wide. The credit union movement is ideally positioned to execute such a plan through its Chapter meetings, League training programs, National and International associations and financial cooperative regulators. Credit unions have and will continue to live up to their fiduciary and philosophical duties under any circumstance no mater what the crisis.


Yet it’s not just organizational structure that positions credit unions for success, it’s our philosophy. Call it sharing, networking, or just people helping people. Credit unions have demonstrated throughout history that they can respond without hesitation to the physiological, belongingness, and self actualization needs of hurricane, tsunami, earthquake, and wildfire victims. At the heart of our soul is our “Not for profit, Not for charity, But for service” traditions. Thanks to the Internet, we’re now even better equipped to share best practices, respond more quickly, and act more decisively than in the past.



Lessons and “best practices” learned from Hurricanes Katrina, Rita, Wilma, Ivan and other large scale, community wide disasters:


Two primary lessons are taught during every community wide disaster. First, it is imperative to have a well tested “disaster recovery” plan to ensure your survival, and second, it’s imperative to have public to private “business continuity” partnerships in place to support the recovery process. Katrina tested and in most cased reaffirmed the credit union’ evolution from disaster recovery planning in the 70s, to business continuity planning in the 80s, contingency planning in the 90s and event planning/Incident Command training since Y2K. The credit unions that had tested branch banking, joint service center, and mutual aide agreements in place prior to Katrina, responded more efficient and effectively and recovered more quickly than those who relied traditional disaster recovery protocols.


So, lesson #1 is to evolve Disaster Recovery - Business Continuity - Contingency Planning programs into Chapter to Chapter, League to League, Membership to Membership, Private to Public partnerships focused responding to any large scale crises.     


In line with adopting the Incident Command System to the credit union movement and community leaders (Refer to our RM community outreach site at, I’ll catalog Katrina’ best practices according to the Incident Command System flow chart.


Note the color coding is the same as used in the ICS tutorials. Remember also that “green” lights, signs, etc. are used to designate incident command posts, the emergency operation centers (EOC), and staging areas.  



Incident Commander:


The credit union should designate one person to be Incident Commander (IC). I recommend the credit union CEO or Board Chairman because they tend to have both pre approved authority to act and ability to act immediately. During Katrina there was often confusion as to who was in command. Needless to say authority and responsibility transfers when the IC passes command to someone else. Refer to IC tutorials for specifics on changing command and IC briefings.


The IC must immediately take command and demonstrate by his/her actions that he/she is taking over command and control of the situation. They should tour the scene, assess the damages, determine the initial scope, the potential for scope creep, whether a single or unified command will be needed and declare the level of the disaster. During Katrina there was always doubt as to who was “in command” what the scope was or what it might be. The incident commander must act decisively and act aggressively to set the tone from the top that he/she is in control of the situation.


If a unified command might be needed, the Incident Commander should immediately designate his/her four chiefs (Operations, Planning, Logistics, and Finance) and instruct them to get ready to respond. For example, the Chief of Logistics should designate locations for the Emergency Operations Center (EOC), the Chief of Planning should draft an action plan for the first six hours, the Chief of Finance should prepare to record responding personnel and equipment, and the Chief of Operations should begin to set up a staging area near the incident. Refer to staging area tutorials, our tri-fold for first responders, and the best practices section of this document.


As soon as the scope of the incident has been determined, the Incident Commander should alert Risk Managers at credit unions within their chapter, their Credit Union League, and their national trade association. Exchange landline, cell phone, fax, and email contact information and request appropriate assistance. For example, during the hurricanes of 2005 the Texas Credit Union League emailed credit unions days in advance with email and toll free numbers members could use to keep informed. The IC should also verify contact information with their sponsors, bonding/insurance companies, and critical service providers (data processors, utilities, emergency services, etc.).


When a unified command is established make sure the credit union league has the name, credential and contact information for chiefs of operations, planning, logistics, and finance. The goal is to make the ICS as efficient and effective as possible. For example, the Chief of Logistics at the League can work directly with the Chief of Logistics at the credit union to set up the EOC, and staging areas. The Chiefs of Finance can work together as a chapter to establish liquidity needs throughout the area.    




  1. The first focus should be on credit union staff, employees, volunteers, and their families. There were times during Katrina that focus was first on providing victims with member services. While this is credit union tradition, unless the individual knows they and their loved ones are safe, any effort to perform will be limited at best. This is why we give so much attention to our locate – lockdown – and link protocols. 
  2. Before anyone is allowed to respond, they must first be properly equipped and trained for their mission. (Refer to our tri-fold for first responders).
  3. Before anyone is allowed to respond you should have an understanding of their physical limitations, medical disabilities, and performance skills when under duress. During Katrina, many volunteers step forward knowing full well they where putting themselves in harms way not only due to Katrina but their willingness to ignore their own limitations.




Katrina taught us that depending on traditional communication links is foolhardy during a disaster. First most systems failed not unlike they failed in New York on 911. Second, 100 years of dogging the hurricane bullet had lulled too many into a false sense of security. Third, those in command were often the same who failed to prepare the area for the impending disaster so finger pointing, blame shifting, and outright miss information was the order of the day. While the media can be an asset, their focus on the devastation and first responder failures did much to increase the guilt, fear and sense of being out of control.


  1. Katrina taught us to have back ups to our backups. Lessons learned on 911 were reaffirmed. For example, Sprint launched a focused response to include channeling thousands of cell phones and support technology into the region. (Refer to faculty briefings and the Sprint/Nextel web site for details).
  2. Katrina taught us the need for improved satellite and remote surveillance systems.
  3. Incident Commanders need to be schooled on handling the media to include interview backdrops, focusing on facts, handling questions and answers, and knowing what and how to respond.
  4. All organizations public and private must speak with one voice.
  5. Credit unions published flyers and posted emergency contact numbers on we sites for insurance companies, FEMA, the Red Cross, and other emergency services organizations.
  6. The media need to pre position stationary and remote surveillance and avoid intentionally putting their employees in harms way which encourages those who want to ride out the storm for their 15 minutes of fame.
  7. Credit unions set up command centers at their offices equipped with personal computers, telephones, and fax machines for members to use.
  8. Credit unions set up one emergency call in number on which they provided updated information on the recovery process and progress.
  9. To ensure members were reached, credit unions issued press releases, placed ads in local newspapers, sent out flyers, and direct mail, and placed banners outside branch offices alerting members to when they would be reopened.
  10. Credit unions also used in-house video systems and internet cameras to customize information going out to members.
  11. Credit unions used pop ups to provide employees and their families with recovery suggestions, and alert them to resources in their area.



Chief of Operations


1.     Operation Chiefs and their alternates should be well schooled in Incident Command and managing incident operations. I recommend studying the RMLC Incident Command tutorials and contacting your local fire chief and Director of Emergency Government for the latest ICS training.

2.     The Operations Chief should be familiar with all local emergency government  first responder, evacuee, and victim assistance protocols. Refer to RMLC tri-folds.

3.     Operations should first focus on setting up and managing staging areas for first responders. First focus on life threatening situations to include making “housing in place” or evacuation decisions. Than evacuations to include designating alternative routes, providing security, etc. Refer to our tri-folds titled “Instructions for Evacuees” and “Instructions for Victims” and “Instructions for First Responders.”

4.     After life safety issues are address, an important role of Operations is to meet the victims liquidity needs which might include getting them access to their SD boxes, line of credit, etc. They need reassurance that their funds are safe and they’ll be available if needed.

5.     The keys to a fast, efficient, effective and complete recovery are in the partnerships credit unions maintain between themselves, sponsors groups, and critical resource providers in both the public and private sectors. The credit union movement therefore is ideally structured to respond to any disaster no mater what the scope. The goal of operations should be to unite credit union within their chapters, leagues, and national trade association and focus them on the region victimized by the disaster. Using the Incident Command System and an incident management tool and the National Incident Management System (NIMS) and the common language, credit union around the world credit union can move as well trained militia during any disaster or terrorist attack. The partnerships inherent to the world credit union movement from chapters through the World Council of Credit Unions (WOCCU) stand as a role model for the world and a template for incident command.  

6.     The benefits of “branch banking” were underscored time and again throughout hurricane season 2005. Without a doubt, the most frequently mentioned lesson from Katrina is how valuable branch banking systems were when meeting the liquidity needs of victims, evacuees, and first responders.

7.     Setting up a reliable phone-tree system will keep everyone in touch and reduce the number calling one number or relying on one line for information.

8.     Credit union employees should exchange cell and home phone numbers and if possible carry a credit union directory of numbers/home addresses and a local telephone directory throughout the incident.   

9.     During Katrina credit unions offered shelter at offices equipped with kitchens and open space for people to sleep. They also assisted those with generators to get fuel and ensure generators were properly located and safely used. Leagues helped identify fuel sources.

10.  Signage is important. It should be simple, easy to read and upbeat. Print should be large enough to see from a distance and signs should be posted high enough so it can be seen over the shoulder of the person in font of you. Color coding, design, using shapes similar to road signs can help i.e. black on white rectangular for informational, yellow triangle for warning, red octagon for STOP, etc.

11.  Mainframe backup tapes should be tested with core processors and with the Fed and taken off site as safe distance and direction from impending danger.

12.  Keeping in touch with employees and members during and after a disaster should be a top priority. Focus on facts and scheduled updates. For example, post hourly updates at a designated location in each shelter, update outgoing messages and answering machines, etc. Focusing on facts reduces fear because it tells victims what to expect. It also sends a message that someone is in control.

13.  Credit unions with mobile units found they could not only move operations out of harms way but follow their members during evacuations and set up near and in shelters where members congregated. As oppose to maintaining a hot site, mobile            units seam to provide more options and provide an ability to move out of harms way. This is especially true when dealing with a hurricane or wildfire. They are however, more vulnerable to attacks by vandals and terrorists. If mobile units are an option you’d like to consider, they should be equipped with appropriate security and staffed by specially trained personnel. Contact your bonding company and League for assistance in setting up and operating a mobile unit.



Chief of Planning


1.     Planning Chiefs and their alternates should be well schooled in Incident Command and incident planning. I recommend studying the RMLC Incident Command tutorials and contacting your local fire chief and Director of Emergency Government for the latest ICS training.

2.     All disaster recovery, business continuation, contingency, event, and incident command plans should be reviewed annually, tested, and approved by both the credit union CEO and Board of Directors.

3.     Credit unions indicated they conduct drills twice a year and involve all employees. Some conduct drills to include employees filling boxes with supplies they feel they’d need to provide member services for the next seven days. Katrina taught us to plan for a longer period in a stand-alone environment. The national standard is to plan for a minimum 72 hours standing alone until rescuers arrive.

4.     Trauma management training is a must! Members call with not only their credit union needs but personal and emotional needs. Credit unions need to be prepared to handle such calls if nothing more than knowing how to be good “non judgmental listeners.”  Refer to trauma management white papers.

5.     Planning should follow a time line before, during, and after the disaster. For example, when hurricane was 200 miles off shore banks started to close. The ICS plan writers write time period plans during and after the incident. Refer to ICS tutorials for plan writers. 

6.     Credit unions need to plan for crises that last longer than a few days. A tsunami, earthquakes, hurricanes, tornados, wild fires, and pandemics could result in being out of your building for months.

7.     Keeping in touch with employees, members and the general public during and after a disaster should be a top priority. Planners should design and maintain systems that provide employees and members with updates. Focus on facts and schedule updates. For example, plan to post hourly updates at a designated location in each shelter and update outgoing messages on answering machines, etc. Scheduling briefings gives victims a sense of being in control.      

8.     Planners need to know more about their staffs special needs both to do their job and to maintain their individual life style. For example, someone with dependents at home will not be able to work extended hours and someone on medication might have to tend to their own needs before responding to the credit unions personnel problems. Cross training personnel should be part of every contingency plan.

9.     When the power went out, generators were only used during business hours to save fuel. Plan writers should have guidelines both for safety and use of alternative power supplies.   

10.  After Y2K and 911 many credit unions hired staff members dedicated to business resumption. They strongly recommend this to others.

11.  Credit union chapters should consider establishing mobile response units.

12.  Credit unions installed back up emergency generators and rented generators from outside the area to be used by members.

13.  Chapters should also create an employment log of retired and experience staff resources.

14.  Credit unions have to pre plan alternative chains of command and pre authorize first responders to act until relieved of their duties.

15.  The Incident Command System teaches planners to plan according to the specific incident and for time periods requested by the Incident Commander. When, like during Katrina, the scope of the incident immediately overwhelms responders, and scope creep can not be controlled or predicted, the Chief of Planning should write an open ended plan for the worst case scenario. For example, credit unions should write a plan that takes them back to hand posting and pre numbered duplicate cash receipt vouchers.  


Chief of Logistics:


1.     Logistics Chiefs and their alternates should be well schooled in Incident Command and incident logistics. I recommend studying the RMLC Incident Command tutorials and contacting your local fire chief and Director of Emergency Government for the latest ICS training.

2.     Logistic should first focus on setting up an EOC and staging areas followed by identifying appropriate solutions for “housing in place” sheltering, and evacuations. Note, evacuation routes and alternatives need to be planed well in advance taking into consideration population density, construction zones, available transports, etc. Refer to tri-fold titled “Instructions for evacuees.”  

3.     Credit unions provided hotel rooms and expense accounts near the credit union office for employees working overtime or having problems commuting to work.

4.     Some credit unions set up beds at the office for security personnel and stocked kitchens so they didn’t have to leave their post.

5.     Using credit union facilities for shelter provided additional security while the power was out and electronic security systems and access controls were out of service.

6.     Use bulletin boards at shelters to keep in touch with employees, members and the general public.

7.     When the power went out, generators were only used during business hours to save fuel. Logistics should have guidelines both for safety, location, and use of alternative power supplies.

8.     Staffing during an extended crisis requires credit unions to plan around the personal needs of their employees. Staff with disabled, special needs, and elderly family members will have different priorities during a community wide disaster due to their loss of day care and other support systems.

9.     Credit unions should keep a roster of retired employees and experienced employees in the area to include identifying members and volunteers who might be able to offer their support during a crisis.

10.  Credit union Logistics should have a plan to locate, transport, shelter, and feed personnel brought in during a crisis.

11.  Credit unions that use mobile units need to pre-plan parking lot safety and security, access controls and surveillance, etc. Contact your Risk Manager and Security Officer for physical, alarm, and operational security recommendations.

12.  Credit unions have built relationships with sponsors, local schools, community organizations, churches, etc. which paved the way to share facilities during a crises.

13.  Logistics need to plan for extended stays at alternative locations. This might include signing longer term contracts for housing, staffing, technology, and equipment for alternative sites. Distance, time to move, set up time all has to be taken into consideration. Katrina taught us the value of shared branches, joint service centers, and per arranged partnerships.

14.  During Katrina, credit unions using the same core processor worked together to get back up and running. The Logistics Chief should work with the Finance Chief to find the most efficient location for staging and recovery. This is usually as close as possible to the scene of the incident. This allows for the integration of critical functions and coordination of recovery processes and personnel. From a trauma management standpoint, it’s important to keep victims close to their home, work, and recovery efforts. 


Chief of Finance:


1.     Finance Chiefs and their alternates should be well schooled in Incident Command and Finance management. I recommend studying the RMLC Incident Command tutorials and contacting your local fire chief and Director of Emergency Government for the latest ICS training.

2.     A critical first step is to establish appropriate internal and audit controls over all financial operations. This includes issuing and auditing pre-numbered, duplicate cash receipt vouchers, channeling deposits through control accounts, separating and rotating critical functions such as posting to accounts, and imbedding internal auditors in the finance area to spot check verify transactions and accounting records. This internal auditor should report direct to the credit union’s internal auditor or Supervisor Committee Chairman.

3.     Credit union disaster recovery teams need authorization to purchase items such as plastic tarps to cover equipment and records, hotel and meals for responding personnel, etc. The Finance Chief should have a liquidity management plan for the Damage Assessment Team (DAT), Disaster Recovery Team (DRT), and designated first responders.

4.     During Katrina, credit unions using the same core processor worked together to get back up and running. Finance chiefs should maintain a list of credit unions in the chapter that use the same core processors. This might allow them to consolidate critical functions and coordinate recovery/data processing personnel at the credit union, chapter, and league level. Disaster recovery programs offered by processors should be designed to adjust with the scope of the disaster so recovery teams can stay as close as possible to the incident scene. This reduces travel, lodging, personnel, and other recovery costs. The Chief of Finance should work closely with the Chief on Logistics when selecting staging area and recovery sites.     

5.     Credit unions contacted victims and offered special loan rates, signature loans ranging from $3,000 to $10,000 with 60 month terms and 90 day deferred payment plans

6.     Credit unions offered payment extensions on existing loans and advanced normal payrolls knowing they’d eventually be reimbursed.

7.     Some posted payroll deductions even though they knew sponsor groups might have lost their ability to submit payroll deduction transfers.

8.     Credit unions need to teach liquidity management to members so members know how to estimate their need for cash, credit and debt cards.

9.     Credit unions also have to have a liquidity management plan appropriate for the scope of the disaster and flexible enough to adjust to scope creep.

10.  Debit and credit cards where issued to authorized personnel for both business and personal use.

11.  Credit unions sponsored a variety of fund raisers and special collections which brought in both currency and personal items such as toiletries, toys, books, magazines, food, etc. for the homeless and designated shelters.

12.  Credit unions arranged for grocery stores to cash small checks for members and assisted in management their liquidity.

13.  Credit unions also arranged for other credit unions to cash member checks at no cost to the member.

14.  The duration of the crisis will have a devastating impact on costs as the supply and demand curve changes. Katrina proved for the most part that credit unions failed to consider the extra expenses associated with a large scale disaster. The wider the effected area the more costly it is to acquire recovery assets not to mention personnel.

15.  Credit unions need to annually go over their insurance package and consider transferring these risks through business interruption, extra expense, flood, and other appropriate insurance tools.

16.  There are many steps that are taken to ensure transactions are properly executed such as requiring additional signatures on checks, requiring specific identification before releasing funds, etc. While these steps should always be taken under normal situations, the credit union’ Chief of Finance should be authorized to bye pass normal operating protocols and take whatever additional risks might be necessary during a “declared” disaster. That is why we place such emphasis declaring the level of any disaster or crisis situation.

17.  Finance should have a layered game plan for when “out of the ordinary” services will be provided. For example, credit unions that stayed open after banks closed provided check cashing for anyone presenting a check. Additional identification was placed on the front of checks cashed to include driver’ license numbers, date of birth, physical addresses, telephone numbers, etc.   

18.  The list of Credit Union League and chapter responses to Katrina is endless. Most incident reports I’ve read included many complements for the support victim credit unions received from their chapter, league, and national trade association. I recommend you contact League representative for a summary of all they did before, during, and since Katrina.  Ask your League for a summary of their efforts during the last crisis in your state.



Staging Area Managers:


1.     Credit unions that use mobile units should be familiar with staging area security and parking surface requirements. Refer to tutorials on setting up and managing staging areas.

2.     Refer to RMLC tutorials on setting up and management staging areas.  

Copy Written by: The Risk Management Learning Center



Stop here!

I'll be posting additional response protocols above this line as Hurricane Irma comes on shore!













Site Updates 2017

2017 Mission Statement

It's time to go back to our future. It time for a Risk Management cure for Obamacare!

“Home Rule” Healthcare and Insurance

A Risk Management’ cure for Obamacare

By Rich Woldt – CEO

The Risk Management Learning Center

“It is by coming together that we grow, joining together that we make progress, and working together that we succeed."  

Thomas Jefferson said, To compel a man to furnish funds for the propagation of ideas he disbelieves and abhors is sinful and tyrannical.”

England’s Prime Minister Margaret Thatcher warned, “The problem with European Socialism is eventually you run out of other people’s money.”


Rich Woldt CEO

              Biography Biography

Congressmen: Click on my picture above for excerpts from my upcoming book titled "Home-rule Healthcare and Insurance - A cure for the Obamacare Mistake." This is an unedited, "Do not copy" draft of my book that's still buried in our "Deep Throat" files.  Click here and let's allow President Trump do his job.

To my fellow Americans: I first prescribed a "Home-rule" cure for Obamacare the day I learned the law was passed without being read. I recommended the "unified" incident command system (ICS) as a cure for our struggling veteran administration, the night my medic committed suicide. And, I first recommended the world credit union movement as a grassroots defense force, needed to rebuild our struggling economy, secure our unprotected borders, defend our freedom, and rescue us from those deceived by false hope and promises of Socialism the day I was born.  

 Click and make your day!  

 My political bias: 

I've sat on both sides of the isle and argued from both ends of the political extreme. I’m a recovered liberal, graduated from the UW Madison campus in 1968, lived most of my collage life on the isthmus, campaigned and voted for JFK, LBJ, US Senator  Russ Feingold and Madison's far left liberal Mayor Paul Soglin more than once. I was an active member of the Office of Professional Employees International Union (OPEIU-39) throughout my 30 year career teaching Risk Management at every level of the world credit union movement. I'm a conservative, right leaning Catholic, carry concealed, a Vietnam vet, Past Commander and current Chaplain of VFW Post 8337. I'm an active member of American Legion Post 527 and lifetime member of AMVET Post 51. I'm a licensed Private Investigator, Certified Fraud Examiner (CFE), and a Certified Protection Professional (CPP) member of ASIS.

I was raised on a small farm in Door County, the only northeastern Wisconsin county to vote Barack Obama into the White House, and Tammy Baldwin to the U.S. Senate. I launched in honor of the five Vietnam Vets from Door County killed in Vietnam, as a risk management outreach project, and to rent my farmette in Egg Harbor. The biggest risk we face today were created by our failure to manage the "Obama/Alinsky affinity" risks I warned about in 2008. If you doubt it, use Alinsky's 8 Rules for Radicals and benchmark where our country is today:

RMLC & Credit Union History 

Community Outreach Site

Veteran Outreach Site

About Us 

Click here to cure Obamacare

Thank You Reed Ribble

RM R&D Dept. RM White Papers 2007 Curriculum RMLC  Lounge   RMLC Accomplishments

The Financial & Security Products Association


Abraham Lincoln said, “America will never be destroyed from the outside. If we falter and lose our freedoms, it will be because we destroyed ourselves.”

England’s Prime Minister Margaret Thatcher warned, “The problem with European Socialism is eventually you run out of other people’s money.”

Thomas Jefferson said, “My reading of history convinces me that most bad government results from too much government.” 

Thomas Jefferson said, “To compel a man to furnish funds for the propagation of ideas he disbelieves and abhors is sinful and tyrannical.”

Barack Obama said:

“I can make a firm pledge, under my plan, no family making less than $250,000 a year will see any form of tax increase. Not your income tax, not your payroll tax, not your capital gains taxes, not any of your taxes.”

 “I will cut taxes - cut taxes - for 95 percent of all working families, because, in an economy like this, the last thing we should do is raise taxes on the middle class.”

.Ronald Reagan said,

“Government exists to protect us from each other. Where government has gone beyond its limits is in deciding to protect us from ourselves.” 

“Freedom is never more than one generation away from extinctions.”

"The only difference between the far left and right is when we're buried in a tunnel of debt, the right digs toward daylight while  the left builds a longer tunnel"

I say:

"In God we trust!! If we have to go through hell to find a cure Obamacare, we'll do it"



Fact: Obamacare is the largest tax increase in US history!

Who would have thought in the United States of America, one stroke of a pen could bring our free market health insurance industry under the control of our Federal government? Christians would be forced to turn their backs on church teachings to fund abortions, and the IRS would be empowered to punish U.S. citizens unwilling to purchase health insurance? Who would have thought with a stroke of a pen we’d no longer be able to keep our trusted doctors or seek treatment at the nearest hospitals? Who would have thought that with a stroke of a pen, we’d all be forced to turn over our confidential financial records to not-vetted strangers? Who would have thought that with a stroke of a pen, 1/6th of our national economy would be turned over to Washington insiders? And, who would have thought with a stroke of a pen, we’d face the largest tax increase in US history? If you’ve not already been traumatized by Obamacare, wait! You’re time will come.

Obamacare architects confess!

The architects of Obamacare finally admit they've been intentionally deceiving who they refer to as "the stupid" supporters of Obamacare. 

Click here for their confession.

Take heart, we've known all along that socialized healthcare is cost prohibitive because it violates virtually every risk management principle and practice of the last 215 years. Click here and read excerpts from our "Home-rule Hure" for the Obamacare plague! Then read below and keep an ear to the ground for our "Risk Management Cure for Obamacare" to be on the news stands in early 2015.


Click here for Risk Management' Notes to share with U.S. and International Credit Union Risk Managers and Congress!

Why are they calling Obamacare "One Big Academic Mistake for America?"

The risks it has created are enormous. Who would have thought that in the United States of America, one stroke of a pen could bring our free market health insurance industry under the control of our Federal government? With one stroke, Christians would be forced to turn their backs on church teachings to fund abortions, and the IRS would be empowered to punish U.S. citizens unwilling to purchase health insurance? Who would have thought that with a stroke of a pen we’d no longer be able to keep our trusted doctors or seek treatment at the nearest hospitals? Who would have thought that with a stroke of a pen, we’d all be forced to turn over our confidential financial records to not-vetted strangers? And, who would have thought that with a stroke of a pen, 1/6th of the national economy would be turned over to Washington insiders?

Any U.S. citizen who’s not been traumatized by Obamacare is either living in a vacuum or totally blinded by political rhetoric. Obamacare has done more than traumatize our world.. It’s violated our right to free enterprise, our freedom of religion, and our right to rule over our homes and homeland as we see fit. No other law anytime in U.S. history has threatened our Republic more than Obamacare. No other law has created more fraud and dishonesty, internet scams and terrorist risks for our generation and generations not yet born. If you and your family have not yet been injured by Obamacare your time will come, probably before the end of 2014.

Note: I've written a number of Risk Management white papers based on a "hypothetical" alternative to Obamacare I call "Home-Rule Healthcare and Insurance (HRH-I)." Please remember, HRH-I is an alternative to Obamacare that lives exclusively in our RM R&D library. Please don't look for a Home-Rule Healthcare Insurance policy, at least not yet. God willing, Congress will repeal Obamacare and return both our healthcare and our health insurance industry to our "private sector" and get the government out of our homes and out of our back pockets.

 Click here for a "Risk Management analysis of Obamacare"

Click here for "Finding a Risk Management Cure for Obamacare"

Stay tuned for a "Risk Management Cure for Obamacare"

Rich Woldt CEO the RMLC

Testing Fonts


Is the "Obamacare is one Big Ass Mistake America" bumper sticker fair?

Every U.S. President since the Great Depression has tried and failed to merge the U.S. free market health insurance industry into a government run healthcare system. The latest rework of Hillary's “Clinton-care” of the '90s, known as “Obamacare,” is another failure. Why do they fail? They pool risks without any meaningful underwriting, while ignoring virtually all Risk Management principles and practices! learn more


It's time we recognize the hypocrisy of a government that requires every citizen to prove they're insured yet we don't require everyone to prove they're a citizen.

While those who refuse, or can't prove they're citizens can receive free insurance paid for by those who're forced to buy insurance because they're citizens. As we say in Wisconsin, that dog won't hunt for long.           Rich Woldt  

 Excerpts from  "Guarding the Door"  

Obamacare ignores virtually all Risk Management principles, underwriting practices, and proven actuarial science. It's already failed to identify the risks created by their website, exposing those who logon to fraud, scams, phishing, farming, and identity theft. And what about the risks Obamacare creates for companies, corporations, unions, associations, financial institutions, and small businesses who now are required to release personal financial and healthcare data to a questionably secure government data base. What about the risks created for employers and financial institutions now required to administer ACH transactions between employers, the IRS, policyholders and insurance carriers joining the Federal or State exchanges. Rest assured the entitlement crowd will be first in line to sue employers if they fail to train and retrain back office personnel guarding access to ACH terminals and networks, not to mention confidential healthcare data and financial records ostensibly representing 1/6 of our U.S. economy. 

Risk Managers across the country should be arguing tooth and nail to repeal Obamacare before it bankrupts our country, implodes our healthcare system, and destroys our private sector' health insurance industry.  Without clear and actuarially sound underwriting standards, Obamacare will within a few short years lead to the demise of our now globally envied healthcare system and at times challenged but otherwise well run insurance industry.

And now we have the Federal and State "healthcare exchanges," theoretically designed to spread risks but in fact set up to be the "fall-guy" when Obamacare crashes and burns. Once again, Wisconsinites thank God for Governor Scott Walker's wisdom. He refused to be sucked into setting up a State exchange. According to the Congressional Office Budget Committee he will have at least saved us $118 billion in humiliation between now and 2018.  

Now that I have that off my chest, join me on a Risk Management path to affordable healthcare, where you'll be able to keep your doctor, your plan, and your freedom from government intervention.   Click here to review internationally recognized Risk Management Principles and Practices.

Guarding the Door County Peninsula: It's a Risk Management (RM) job I've loved for over 50 years. Have I failed at times? You bet! During the 2012 elections I tried my best to put Mitt Romney and Paul Ryan in the White House, pointing out the risks Obama created during his first term and the RM challenges we'd face during his next. Unfortunately, we failed and Door became the only Northeast Wisconsin county to put him back in office. To add insult to injury, a far-left liberal Tammy Baldwin was elected to the senate where she's rubber stamping everything he does.  Now that Obamacare is the law of the land, we need to do whatever we can to if not repeal it at least curb the double digit premium increases bound to happen thanks to the ill-conceived Federal exchanges. Thank God and Scott Walker, Wisconsin was not drawn into setting up a State exchange. Do you doubt what I'm saying? Checkout our "Guarding the Door" files.  "Guarding the Door"
To date, the U.S. is another trillion in debt and still living on an unbalanced budget with Obamacare destined to destroy both our healthcare system and our economy. Even Obama's staunches supporters from the AFL-CIO and Teamster' unions now realize Obamacare is a "train wreck waiting to happen." Thank you Chicago Tribune for an excellent job documenting the facts along with the pain. Click here and read for yourself. 

So where do we go from here? I've published letters to the editor and I'm in the process of creating non-political RM presentations and workshops (titled "Guarding the Door") that will help turn our economy around and return  managing our economy and healthcare to the private sector.

Need help managing Obamacare risks? Click here!

Abortion is not healthcare. Required funding it via Obamacare must be stopped! click here!

Read down for a chronological review of undergrad' RM workshops:

Contact your CMG and Credit Union League Director of Education for on-site RM support!

Stay tuned for my latest "Guarding the Door County Peninsula" RM publication!

Attention hunters and law abiding gun owners! The only thing gun controls do is drive up the cost of your ammunition!

There are wolves in society and there are sheep willing to be lead to the slaughter. We need sheepdogs throughout the private sector standing guard and ready to hold the fort until police arrive.


Sheepdogs know you can't skin a cat if you're out gunned. Take away their nails, cure their personality disorders, and waiting to be rescued might work, but don't bet your life on it. Disarm them and they'll only poison your food or blow up your dog dish. Click here and consider becoming a "Sheepdog" in your community. 

So how's the debate over gun registries and background checks going in your neck of the woods? In the real world, gun-runners have little trouble by-passing registries while back-room clip manufacturers retrofit guns with high velocity clips and silencers. If assault weapons should be monitored, it would be more cost effective to log them in at local veteran organizations and encourage the use of InfraGard suspicious activity reports to identify potential threats and psychotic shooters in the area. A Federal gun registry will only play into the hands of cyber crooks downloading GPS coordinates before their next home invasion. Mexico has already requested a list of gun owners living in boarder' states. Once given, stand back and watch drug syndicates launch a rash of burglaries and robberies across the US. 

Few gun owners go through life without going through multiply background checks triggered by loan applications, changes in employment, job promotions and certifications, military and civil service,  joining InfraGard, ASIS International, Homeland Security Partnerships, attaining a concealed carry permit, license to practice law, drive a school bus, or sell real estate. All require not only a background check but periodic updates to ensure nothing has changed. Let's take advantage of those already “checked-out” and log them into local veteran organizations and HLS partnerships. That'll provide school districts with pre-qualified armed volunteers and help ensure we're mission ready to respond during the next national crisis.  

While we're distracted debating if and when Hitler said “This year will go down in history! For the first time, a civilized nation has full gun registration! Our streets will be safer, our police more efficient, and the world will follow our lead into the future,” China cyber crooks are infiltrating corporate America, Washington is giving tanks and fighter jets to Egypt knowing full well Mohamed Morsi calls our ally Israel' Jewish decedents blood suckers, apes, and pigs, and Iran and North Korea are gearing up to threaten the world with nuclear war.

It’s time to wake up! It's time we rebuild and mobilize our local veteran organizations. It's time to take advantage of associations such as the Firearm Owners, Ranges, Clubs, and Educators Association (FORCE), who's focus is on "Teaching Freedom" through safe gun handling practices and competitive skill development. I'm a proud lifetime member. Go to and join the FORCE. VP Biden told women, "Just shoot a double barrel shotgun in the air." It’s time to give a girl a gun and teach her how to shoot. Go to to be smarter than a Biden.

Click here for a letter-to-the-editor you can use with permission from author.     

It's been said:

Participating in a gun buy-back program because you think criminals have too many guns is like having yourself castrated because you think your neighbors have too many kids! 

Innocents Betrayed -

The History of Gun Control

If we don't remember our past, we're bound to repeat it!

(click here)

The question is, do we?

(click here)

For great entertainment click on Poster!

I've asked Todd Oliver to work with our "undercover" sheepdogs. Go to and check out his work the next time your in Branson Mo.

Give Washington a piece of your mind!

Take courage and shoot from the hip!

Enter your zip code or State in the boxes to the right and let them have it!

Click here for a letter to the editor you can send family and friends

If you're not convinced, read down to Darrell Scott's prayer for Congress.

Find Your Officials

Rest assured I'll continue to keep my political opinions out of my RM workshops, presentations, and handouts.



What's the answer to curbing violence in our society?

It comes from Darrel Scott the father of Rachael Scott one of the victims of the Columbine shooting. When he met with the House Judiciary Subcommittee he said:

"I am here today to declare that Columbine was not just a tragedy -- it was a spiritual event that should be forcing us to look at where the real blame lies! Much of the blame lies here in this room. Much of the blame lies behind the pointing fingers of the of the accusers themselves. I wrote a poem just four nights ago that expresses my feelings best (It's printed to the right).

Click here to read more of his address to the House Judiciary Subcommittee.

It's time we put God back into our classrooms and take hypocrisy out of Washington!

Rich Woldt CEO The Risk Management Learning Center 

Your laws ignore our deepest needs,
Your words are empty air.

You've stripped away our heritage,
You've outlawed simple prayer.

Now gunshots fill our classrooms,
And precious children die.

You seek for answers everywhere,
And ask the question "Why?"

You regulate restrictive laws,
Through legislative creed.

And yet you fail to understand,
That God is what we need!

A personal message for our International Credit Union Risk Managers

Credit unions have learned much about managing gun violence since Friedrich Wilhelm Raiffeisen founded the first credit union in Germany in 1869. We've learned armed security guards are first to go when budgets are cut. We witnessed what happened in Germany when Hitler disarmed the country in 1935 and we also learned how Sweden fought off occupation by arming every household in the country. Illinois, California, and Washington D.C. have some of the strictest gun laws in the U.S. yet their cities are call "Murder Capitals of the World." Chicago is the poster child for gun control, yet since 2001, 2,000 troops have died in Afghanistan while 5,000 people have been murdered in Chicago.

As we follow each other over the fiscal cliff law enforcement budgets will be cut. As budgets are cut officers will be laid off. As officers are laid off the response to 911 calls will be delayed. As response times increase more victims will be shot. Many gun shot victims die within 15 seconds so no life is going to be saved by simply limiting the shooters firepower. The way to save lives is to follow Sweden's lead. By providing firepower and training to those in a position to "hold the fort" until law enforcement arrives, they not only discouraged gun violence, when it occurs, lives are saved. Read down to learn more.

We all have a duty to protect ourselves, our families, our county, and our community. Click here for a message from Milwaukee County Sheriff David Clarke. He's living in the real world!

Rich with cousin George - 1952

Page down for picture in 2013

Gun control legislation that bans assault weapons and the rounds a pathological nut can carry per clip have not worked in the past and won't work this time around. It took 10 years for Bill Clinton to realize gun control legislation had no significant impact on either the frequency nor the severity of losses during an active shooting incident. In fact, Illinois, California, and Washington D.C. have the strictest gun laws yet they're known as the "Murder Capitals of the World." It's time we go back to the wisdom of our founding fathers and put an end to those who advocate laying down our guns and retreating from harms way. It's time we put more sheep dogs on the streets (click here), upgrade our personal security click here and take fear out of the second amendment click here. Watch for my next Risk Management publication titled "Guarding the Door."


On the other hand, consider what Switzerland accomplished by requiring citizens to own guns and play an active role in their own defense (click here). Rather than discouraging gun ownership, we should recognize the reality that terrorists have us in their sights and waiting for the police should never be our only option. It's time we adopt a national performance and proficiency standard for gun owners and require local gun clubs and veteran organizations to provide meaningful firearm training appropriate to crime rates in the area, the weapons being used by bad-guys, and the terrorist' threats bring made.

We need to enforce laws already on the books and appoint judges to the bench who'll make sure those using any gun during the perpetration of a crime pay for their stupidity. We need to curb those who condemn our efforts to profile so we can more quickly identify, measure, and control potential threats in our community by intervening before character disorders escalate into a psychotic behavior. We need to honor those willing to defend their homes and condemn those who've turned their back during our current fight for religious freedom and a more robust national security.


Did Hitler really say that in 1935?

There is a debate over the origin of the Hitler' quote to the right. According to the "Propaganda Professor (PP)," Hitler never made that speech in 1935. Nor, according to the PP, "is there any record that he ever spoke these particular words." PP goes on to say, "This little “speech” was obviously written for him, many years after his death, by someone who wanted you to believe that gun registration is Hitler-evil."  The PP also claims that because gun registrations programs were already in place dating back to 1928, Hitler wouldn't have claimed credit for them in 1935.

What we know Hitler said seven years later, was: “The most foolish mistake we could possibly make would be to permit the conquered Eastern peoples to have arms. History teaches that all conquerors who have allowed their subject races to carry arms have prepared their own downfall by doing so.”

According to the Propaganda Professor,

"Under Hitler's reign, Jews were prohibited from owning guns, just as they were prohibited from doing many things. And it has become an article of faith among the gun culture that had they been armed, the Holocaust would not have happened (that is, among those members of the gun culture who know that the Holocaust really did happen). "The concept of a handful of citizens armed with hunting rifles and Saturday night specials fending off an army is delusional hubris peculiar to gun addicts." "On American soil, its most glorious day in the sun has been perhaps Waco. And we all know how well that turned out."

According to me:

 We'd be wise to judge a tyrant by his actions rather than be led to the slaughter by his words! 

  • They say the shooter at Sandy Brook Elementary stopped and turned the gun on himself before running out of ammunition; not because he feared the sirens but because he feared the "heat" coming to the rescue. Disarming good-guys will only embolden the bad.
  • STOP! I'm not advocating armed security in every school! In the contrary, the potential legal liability for school districts is enormous if districts don't first conduct site specific risk analyses, write board approved security policies, regularly test security devices, and document all staff and student RM training that's appropriate to the risks identified in their school district. 

There is a place for trained professional armed security personnel on site in our schools, but for each armed security guard "hired" there must be a board approved policy that specifically states why armed security guards were hired and "equally important" under what circumstances they'll be removed. The armed guard policy must include documented training that will stand up under strict cross-examination. All potential liability arising out of armed guards on premise must be transferred through a professional legal liability contract. Anything less will subject school districts to endless law suits the first time a weapon is fired on premise.

REMEMBER! Adding security features is a "speculative" risk. We raise the bar on what's expected each time we add a security features. I guarantee you, it's far easier to add security than to remove it once security budgets are cut or new boards are elected.

  • Unless school districts can document their understanding of "Crime Prevention through Environmental Design," can mobilize a "zoned defense," and have established reachable "defendable zones" I'd be reluctant to recommend armed security as their next best security option.

It's time for school!

  • in-place of or in-conjunction with armed security guards, I recommend conceal carry programs taught by private security professionals, veteran' organizations, gun clubs, and law enforcement, as well as basic gun handling and safety training taught by parents at home as they see fit.
  • We should all be frustrated by politicians like Bloomberg who said: "When I was in college I wasn't responsible enough to handle a gun and don't remember any student who was!"
  • God help our country during the next four years.

School districts should take part in our DOJ Public to Private Homeland Security Partnerships (click here). Districts should contact their local Credit Union Risk Manager for a briefing on our International Risk Management performance standards. Once trained to these standards, I'd support adult conceal carry on school premises during school and after school events.

Such an approach to school security supports both our 1st and 2nd amendments to our U.S. Constitution while being cost effective and sustainable for generations to come. I'm writing an RM program to leverage our active, retired, and veterans attached to U.S. veteran organizations through my and websites.  


Wake up America!

Guns ownership is not our greatest risk. In 2008 the CIA reported sophisticated malicious worm attacks such as Flame and Stuxnet against IT systems controlling our infrastructure. Such attacks are capable of shutting down electric power distribution and data acquisition systems around the world. So while we waste time debating how to take assault rifles and ammunition clips out of the hands of a few psychotic terrorists, those focused on destroying our life, liberty, and pursuit of freedom are infiltrating our schools to capture the hearts and minds of our next generation.


While Obama is moving closer and closer to European Socialism and driving us over the proverbial economic cliff, terrorists are moving back into Iraq and Afghanistan from where they'll launch what many predict will be World War III.

So what's my view of the current gun control debate?

It's a diversion perpetrated by those who want us to ignore executive orders that are destroying our economy and plunging us deeper in debt to Communist China while they negotiate away our nuclear defense capabilities in Europe and hand over our national security to the United Nations.

My best advice now that Obama is in the White House for another four years, is to buy your assault rifle ASAP and stock up on ammunition before it's taxed out of existence.

George and I have ours!


PS: A word from the father of a Columbine shooting victim, 

click here! Darrell Scott, the father of Rachel Scott, a victim of the Columbine High School shootings in Littleton, Colorado, was invited to address the House Judiciary Committee's subcommittee. What he said to our national leaders during this special session of Congress was painfully truthful.

Darrel Scott said: "I am here today to declare that Columbine was not just a tragedy -- it was a spiritual event that should be forcing us to look at where the real blame lies! Much of the blame lies here in this room. Much of the blame lies behind the pointing fingers of the accusers themselves. I wrote a poem just four nights ago that expresses my feelings best. Click here to read more of his address to the House Judiciary Committee.

By Darrell Scott

Your laws ignore our deepest needs,
Your words are empty air.

You've stripped away our heritage,
You've outlawed simple prayer.

Now gunshots fill our classrooms,
And precious children die.

You seek for answers everywhere,
And ask the question "Why?"

You regulate restrictive laws,
Through legislative creed.

And yet you fail to understand,
That God is what we need!


Guns have never been nor will they ever be the primary threat to our security.

But when Democrats vote not once but three times to exclude God from their national platform, then use Obama-care to force Catholics to fund abortions or pay fines, they weakened the moral fiber of our nation and put the character of our culture up for grabs. In Door County, when they destroyed the political signs of their opposition and sent threatening letters to businesses who dared to support Romney/Ryan and Tommy Thompson, they not only put the good name of their party on the line, some put themselves on a one way road to criminal prosecution. Click here and watch for their day in court. Watch also for my RM publications titled "Guarding the Door," "Sweeping out the Door," and "Stopping Terrorists at the Door."

It's increasing obvious that our first step to secure our schools is not to disarm our citizens but rather bring God back into the classroom as our first line of defense. 

The real threat to our security comes from within. Translated chatter on terrorist blogs when asked "Should the U.S. expect another 9-11 type attack?" goes something like this, "Why should be take down a tiger when there are so many sheep willing to be slaughtered?" When terrorist blogs refer to Obama as "The Sheppard" and we remember Poland and Austria had to first bow to Hitler before relinquishing their guns, it time we realize restricting our fire power should never be a part of our national defense. 

Within seconds after Walker' recall petitions became part of the public record, cyber forensic experts identified chatter on the internet indicating elements of al Qaeda, Hamas, Hezbollah, Palestinian Al Aqsa Martyrs Brigade, Aleph, and Chechen groups were busy downloading and identifying recruits for future domestic terrorist attacks. It has been reported that al Qaeda has already called for cyber-jihadists to attack critical infrastructures. The Islamic Revolutionary Guard set up its first official cyber-warfare division in 2010, with an estimated $76 million budget.



Now it's back to school for our cadre of International Credit Union Risk Managers! There are no silver bullets but there are Risk Management methods and response protocols we can adopt to if not avoid at least reduce both the frequency and severity of the next public shooting or terrorist attack. 

Contact your WOCCU and League Director of Education for a copy of my white paper on "Executive Protection for Credit Union Leaders, Celebrities, Political and Public Figures"       n and visit our RM library for RM white papers on the Tu



The move toward European Socialism is creating new economic risks in the U.S.A.

I told you so! Thanks to the reelection of Obama, healthcare cost and insurance premiums are going to double over the next year and triple over the next few. Catholic organizations to include homeless shelters, food pantries, and childcare and assisted living facilities are going to be fined for refusing to provide coverage for abortions and euthanasia.

I urge all Credit Unions, chapters, leagues, national and international associations to immediately accelerate programs that focus on our credit union history, purpose and philosophy. Focus on our Not for charity - But for service, and "People helping people" philosophy. Teach the evolution of our movement from your credit union through your chapter, league, and national association to the World Council of Credit Unions (WOCCU). The past four years has driven the U.S. to the edge of an economic cliff. We're now borrowing 40 cents of every dollar to fund entitlement programs which by the day discourage the free spirit on which our country was built.

Worse, the failure to protect and defend our embassies, our willingness to disarm our nation, and apologize for our past economic success has emboldened both international and domestic terrorists. We fought hard to avoid the cliff, regain our religious freedom, and curb the drive to disarm our country, but failed on November November 6, 2012. We have no choice now but to manage economic risks driving us over the proverbial cliff and arm ourselves to defend our homeland one town, one community at a time.

Being Catholic, I'm proud to join the growing list of companies fighting for our religious freedom (Domino' Pizza, Hobby Lobby, etc.). There is no way I'll provide Obamacare for employees of any of my companies nor will I pay fines for violating my Christian conscious. Click here and join "your" fight. Catholics, click here! 


Attention Credit Union Risk Managers!

Credit Union Liaison Officers included campaign headquarters during operational period #1 to collect supplies for Hurricane "Sandy" victims! Contact your chapter leaders for a post incident debriefing. Note the following example:



The Romney/Ryan campaign used the Incident Command System (ICS) during hurricane Sandy to mobilize volunteers across the country and and assemble supplies for victims in harms way. At the national level, Ann Romney took command using candidates in each state as her "liaison" officers. In Wisconsin, Congressman Reed Ribble mobilizes volunteers through campaign headquarters in his district. 


Maslow's Hierarchy of Needs. Learn more at!

Attention Credit Union Risk Managers -"Let's Roll!"

"Credit unions, chapters, leagues, national and international associations have formed "unified" commands appropriate for Hurricane Sandy's scope, scope creep, and potential impact on their communities. Early warnings allowed time to backup critical information, conduct pre-incident briefings, create controllable crime scenes, provide site specific housing-in-place instructions, and distribute responder' protocols and tracking strategies for children and vulnerable populations during mass evacuations. Credit unions in Sandy's path have performed well during operational periods one and two and are well positioned to rebuild communities during operational period three."    Rich Woldt

Click on the following for an RM refresher!

Forward a link to this page to your credit union members!


2012 Mission Statement

I launched the Risk Management Learning Center in fall of 2001 shortly after the terrorist attacks on 9/11/2001. Watch for the roll out of my Risk Management Grad-school after April 15, 2012 to commemorate the 100th anniversary of Titanic sinking and the 157th anniversary of Abraham Lincoln's assassination.

The world continues to change at a geometric rate... as do the RM methods, practices, and protocols needed to survive the latest natural disaster, pandemic, or terrorist attack. The RM Grad-school' mission will focus on documenting the RM principles on which our profession has been built and capturing the RM "best practices" that have been tested under fire during the past two centuries. 

If you've attended a Risk Management workshop, presentation, or program... sponsored by your credit union chapter, league, national, or international trade association, you're automatically enrolled in Grad-school. This includes all the International Credit Union Risk Management cadre I organized through the World Council of Credit Unions (WOCCU) and the CUNA Mutual Group's International Department dating back to June 29, 1971.

Real life case studies drawn from... my community outreach center, my veteran support center, my personal website, and my Credit Union Risk Management Training Center, will be used to bridge the gap between RM theory and current RM practice and protocols now required to survive in our increasingly dangerous world. 

My goals include helping credit unions pass on their RM wisdom... to their members through their chapters, leagues, national and international credit union associations. For years I've said, "Credit unions are positioned better than any other organization, anywhere in the world, anytime in history to come to the aid and rescue of a community, country, or world standing in harms way. During 2012, I'm going to prove it. 

It's my personal hope to continue my passion for teaching Risk Management... during summer from my home in Door County, and during winter from on stage somewhere around the world. I've learned much promoting conservative values in Wisconsin's liberal political environment and more watching our country slide deeper and deeper in debt. I'm increasingly convinced, it's time we all take a stand against those who assault our "faith-based" values, moral code, business ethics, and constitutional freedoms. Following are some of the presentations I'll release during 2012:

RMLC' RM Curriculum - 2011


A Briefing and Update on Executive Protection

A Briefing on the Role Credit Unions Play During Natural Disasters

The Incident Command System (ICS) - A Credit Union' Perspective

How to Mobilize the Credit Union Movement During a Mass-evacuation

How to Safely Attend Hostile Protests and Demonstrations

How to Manage Risks When You're the Terrorist's Target

How to Rebuild a Devastated Economy 

How to take Command when the Incident' Scope Overwhelms or its Duration Exhausts Public Sector Response Assets

How to be a Hero during Operational Periods #1 - #2 - and #3   

Page down to "Stepping into the public eye can be dangerous!"  


Everyone over 10 knows where they were... when Muslim extremists hijacked four planes, flying two into the World Trade Center towers, a third into the Pentagon, and a fourth into the ground before hitting their suspected U.S. Capitol or White house targets? No one will ever forget the 3,000 plus who lost their lives nor those scared by the memory for life.

I'm worried however that... after 10 years too many have been duped into a false sense of security,  too many are willing to ignore the ongoing threats from homegrown terrorists, too many are willing to retreat from the front lines in Afganistan and Iraq, and too many are willing to place our "Homeland Security" in the hands of others.

We've accomplished much in 10 years: We've equipped, trained, positioned and deployed public sector response assets and eliminated public sector silos to improve interoperability between law enforcement, emergency government, and homeland security agencies. Public-to-private partnerships have been formed to field test, equip, and train private sector VIPER squads and CIRTs. Wisconsin became the forty ninth state to pass concealed carry legislation, thereby empowering its citizens to more effectively protect and defend their homeland. The debate over how much and what type training and what skill sets should be required has just begun. The minimum standard for most law enforcement agencies is 52 hours of basic training plus scheduled and documented participation in continuous training and certification programs.

My vote was for a minimum one day, eight hour course with the first four hours focusing on gun handling safety and four on the liability risks created the moment the gun is drawn. At a minimum, all who carry should read my RM recommendations based on the shooting at the Safeway Store in Tucson. I'll be posting RMLC concealed carry training recommendations on my RMLC Grad School web site before the end of the year. All Credit Union Risk Managers should be teaching frontline personnel and those who transport currency or service ATMs about pushback room, bailout routes, and defendable zones. 

As long as unemployment Our downturned economy will offer fertile grown for growing homegrown terrorist.  It's comforting to know the world credit union movement is ready to roll no matter what the terrorists or Mother Nature sends our way!   

So from a Risk Management standpoint why do I worry? While our public sector response assets are the best in the world and more than adequate to respond to natural disasters and pandemics, I worry we've become increasingly more vulnerable to terrorist attacks targeting not only our buildings, bridges, subways and communication systems but equally important our economy, democracy, personal freedoms, and right to take charge of our own destiny. The government intervention into the private sector has done worse than drive private sector industries overseas, they've sold our corporate intellectual property, security secretes, and patens down the river.       

Attention: If your credit union, veteran organization, home, friends or family, etc. are in the path of Hurricane Irene it's time to batten-down the hatches and get out of harms way.  It's time for credit unions, chapters, leagues, CUNA and Affiliates, CUNA Mutual Group, and WOCCU to activate their contingency plans, set up command centers, identify staging areas, and write appropriate "Unified Commands" based on Irene's scope, path, and level of destruction.  

Click here for a sample pre-CIRT deployment briefing.

Click here for a sample first responder mass-evacuation protocols.

Click here to review your Incident Command (IC) protocols.

RM tips for "Private Sector" Incident Commanders (IC)

  1. The first words spoken by the first person at the scene should be "I Take Command" which creates a single command focused on stabilizing the incident for the moment.  Immediately call 911 to summon public sector first responders. Stay on the line to ensure the 911 operator has all necessary information needed to send appropriate public sector response assets to the scene. Once public sector response assets are at the scene, brief them as requested, provide them with your contact information and stand back.
  2. The first focus should be on safety at the scene for victims, first responders, and observers. Designate a "Safety Officer" to monitor the scene as well as the equipment and health of all responders. 
  3. Your second focus should be on communications. Designate an "Information Officer" to deal with the media and family of the victims. Establish a private setting for victim' families and friends. Designate one spokes person to coordinate all media and news releases.
  4. When the scope of the incident exceeds what can be handled by a single command, designate a "Liaison Officer" and establish a "Unified Command" appropriate to the incident type, scope and potential for scope creep.
  5. At a minimum, designate a "Command Staff" to include a Chief of Operations, Chief of Planning, Chief of Logistics, and Chief of Finance.
  6. Request your Logistics Officer to designate and your Operations Officer to set up an appropriate Incident Command Center, Staging Areas, and triage.
  7. Request you Planning Officer to write operational period response plans to include staffing a strike force and mission Critical Incident Response Teams (CIRTS). 

Lessons learned during RMLC field tests and deployments:

  1. One IC per credit union (President/CEO), veteran organization (Commander), organization.
  2. Use fast food debit cards to track vulnerable population during a mass evacuation and at shelters.
  3. Properly equip, train, track, and insure all first and follow-up responders.
  4. Go to: and for additional information.

For more RM information contact your league Director of Education:

  • Hurricane Tutorials built during Wilma, Rita, Ivan, Katrina, etc.

    R&D Library Follow-up Support RM R&D Dept. Curriculum

    RMLC LobbyRM White PapersCredit Union History

My Shopping Cart

Howard Stern.  

Credit Union Risk Management Summer Students:  

Victims of the recent tornados, floods, and fires should download and distribute our RMLC support materials. Click here for a Basic RM Training Review for CUNA Management School Graduates and our cadre of International CU Risk Managers.  click here if you're not familiar with the RM support available through your credit union, CU chapter, league, CU national associations, WOCCU and CUNA Mutual Group. Click here for a sample pre-CIRT deployment briefing and click here for a first responder mass-evacuation protocols. 

RMLC faculty position papers: Click here for Michael Bender's paper on the Wisconsin concealed carry bill. I used his papers when I spoke in favor of this bill during the debates at the Wisconsin Capitol. Click here for David McGuinn's latest RM Safe Deposit Box publications.  Click here for Dave's release titled "Drill Baby Drill - Mystery Boxes Create Unhappy Renters."


Introduction - 2011

I launched the Risk Management Learning Center in July 2001, two months before the 9-11 terrorist attacks at the World Trade Center. My personal goal was to continue teaching Risk Management in the private sector. My professional goal; to research RM best practices in both the public and private sectors, to develop emergency response protocols for the private sector to deploy anytime the scope of a terrorist attack, natural or man-made disaster, or pandemic overwhelms or its duration exhausts public sector response assets.

Mission Statement 2011 - 2021: On July 4, 2011 I plan to introduce the Risk Management Learning Center Graduate School. Case studies, power point presentations, video tutorials, etc. will be used to teach the same "Incident Command System"  in the private sector that's required for all  law enforcement, firefighters, and emergency government personnel in the public sector. Our  grad-school' goals include: Identifying mission-ready private sector response assets commonly found in most communities within five miles of ground zero, mobilizing private sector response assets that can be at the scene within minutes to take command, forming private sector  "unified" commands that can expand and contract quickly to meet changing needs, and establishing cost effective and efficient pubic-to-private partnerships focused on rebuilding the economic infrastructure devastated by any large scale community crisis. 


Our RM Tip is courtesy of the SANS Institute

"Closing or minimizing your browser or typing in a new Web address when you're done using your online account may not be enough to prevent others from gaining access to your account information. Instead, click on the 'log out' button to terminate your online session. In addition, don't permit your browser to 'remember' your username and password information. If this browser feature is active, anyone using your computer will have access to your investment account information."

For more tips, visit Security Today

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Dave Mc Guinn
Safe Deposit Specialists
PO Box 40026
Houston, Texas 77240-0026
(713) 937 9929

Read Dave's latest RM words of wisdom - Tell him Rich recommended you contact him!

New  2013

Regulation/Compliance Manual Updated 2013

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The Chicago Flood

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Drill Baby Drill

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How safe is a Safe Deposit Box?

Click Here

Gold and Silver investors turn to "Private" SD Boxes for secure storage

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How safe are your SD Box contents during hurricanes, fires, and floods?

Click here

For the latest RM advice, I recommend you contact the Directors of Education at all of the following:


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Attention Credit Union Risk Managers!

98% of the Risk Management wisdom I advocated over the years comes from credit union volunteers and staff with whom I've been privileged to work with over the past 41 years. My best RM advice has always been and will always be is for your credit union to listen to and active roll in your credit union chapter, league, national and international trade associations.

If you ever end-up in court and your "good-faith" effort to act in the best interest of your members is questioned, belonging to and following the advice of your industries trade associations will be your best defense.

With that in mind, I strongly suggest you learn as much as you can about managing credit union risks in your CU Chapter, League, National Association, and World Credit Union Council (WOCCU)!

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Also: In 1935 the U.S. Credit Union National Association (CUNA, Inc.) adopted the motto "The Debt Shall Die With The Debtor" and formed what is now CUNA Mutual Insurance Company a life and health company to provide loan protection and life saving insurance and in the '60s the CUMIS Insurance Society to provide a credit union specific "fidelity bond" for all credit union volunteers and staff. click here to learn more.

While I worked for CUNA Inc. and WOCCU for most of my career, it was CUNA Mutual and CUMIS Insurance Society who picked up every dime of my salary and benefits and most of my bar bills.

Make sure all your members know who CMG is and the roll they continue to plan in the world credit union movement. 

Many of our RMLC faculty regularly publish RM articles and RM updates as risks in their area change.

Coming Soon you'll be able to buy RMLC power point presentations and articles for your news letter:

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Tornados in U.S.:  Click here to review basic RM deployment protocols for your community and click here to reach our credit unions R&D tutorials. I'll post a white paper with more details via our RMLC Grad-School. Contact your Credit Union League Director of Education and CUNA Mutual Group Risk Managers for local deployment protocols.


Stepping into the public eye can be dangerous!  Are you ready to manage the risks?

April 21, 2011

OK! So you've decided to become politically active. That's a good thing! I commend you for your spirit, your patriotism, and your determination to sway public opinion in your direction. From a Risk Management (RM) standpoint, standing up to be counted means you're no longer willing to sit idle and blindly follow the crowd over the cliff. Standing up means you're no longer willing to "avoid" being shot at, geared at, criticized, or humiliated for voicing an unpopular opinion. It means your ready to join the ranks of Alaska's Governor Sarah Palin, Wisconsin's Senator Robert Cowles, and their fellow legislators on both sides of the isle. It means public service is in your blood, in your genes, and in your future.

For example: Senator Robert Cowles' reputation for community service goes back generations. His grandfather, Doctor Robert Cowles had a reputation in the 1940's for delivering babies for free in Green Bay when parents couldn't afford to pay. His father, Robert Cowles Jr. built and staffed a boy's cherry-picking camp at Horseshoe Bay in Door County so less fortunate kids from Door, Brown, and Kewanee Counties would have summer employment. It was Senator Cowles' family who paid a well known child psychologist Dr. Tom Bleutte to oversee the camp. I share this because  like Sarah Palin and Robert Cowles you'll need both the desire and the courage to stand tall and tough in the public eye.

FYI: As I write, union leaders have flown in personnel from across the country to manage a recall of Senator Cowles. If you signed and now regret signing any recall petition, email your regrets to the legislator involved.  Click here  for a list of Wisconsin legislators.  He and his fellow legislators have received threats against their lives, families, their employers, and private businesses. learn more. Why? Because they all stood up and did what they felt at the moment was right for their constituents. If you think it gets easier at the top, click here for an example of Sarah Palin's poise under pressure.

Now that I've thrown cold water on your desire to run for public office, allow me to help you manage the risks you'll create when to step into the public eye. Be sure to share these recommendations with your family, business associates, and entourage. Don't assume anyone is safe from the wrath of the opposition.

While I can't guarantee your safety or success, I can help reduce your losses no mater what your political stance or future holds in store. While we may not agree politically, I assure you we're on the same side when it come to defending our mutual right to fight for our respective cause no matter how diverse our opinions might be.

If you came here to learn for whom to vote on April 5, you're at the wrong site. If your here to learn how to make it safely from your couch to the polls and back, I can help. (1) Make up your mind before you leave home based on your facts not on your fears. (2) Grab a handful of aspirins in case your heart gives out and head for the polls. (3) When you arrive at the polls give a high-sign to all in the parking lot and smile at everyone standing in line to vote. That'll convince them you're on their side. (4) As you pull the curtain, snort a little, gasp once or twice, and laugh. That'll confuse anyone within ear-shot. (5) Vote for the candidates you feel will act in your best interest. (6) Exit the booth with a smile, the building with a grin, and the parking lot with a blast of your horn. Go home and celebrate, you just experienced the freedom to choose your own destiny.

My goal is not to tell you for whom to vote. My mission is to give you the confidence to think for yourself and the courage to exercise your constitutional right to vote without intimidation. At the end of the day, remember, we're a "Home Rule" nation which means it is your right and duty to rule your home as you see fit. That means carrying concealed if you want, putting Christ into Christmas if you choose, and sending your kids to schools more focused on teaching your family values than how to place condoms on cucumbers.  It's your call, it's your duty, and it's your right! Our country is heading for an economic crisis. Thank God for those who are trying to slow it down.  Learn more....

April 6, 2011:   Click here for county by county results of the elections in Wisconsin! If election results are too close for comfort i.e. within the margin requiring a recount, be suspicious of the results no matter which candidate wins. Based on the extreme efforts to sway voters during the campaign, the death threats made to candidates, the out-of-state money and personnel hired to influence the election, and the passion of protesters, You'd be naive to think there won't be an effort to miss count votes and/or fail to report those favoring the opposition. I strongly recommend election officials be properly vetted and be required to follow the same internal and audit controls recommended for those in financial institutions who are entrusted with handling large amounts of currency or cash items. For example, internal controls should include dual verification of ballots and voting results, a process similar to cash letters used to document ballots in transit, basic background checks should be conducted on new volunteers manning polling locations, and an in-depth background check should be conducted on anyone suspected of manipulating ballots or failing to accurately report results. When a significant breach of trust is documented, a qualified financial audit of the suspect should be conducted to explain major life style changes and/or spending habits. The primary goal of these recommended internal and audit controls is to safeguard the reputation and integrity of those placed in the public eye. It wouldn't be the first time a vulnerable front-line employee was bribed to embezzle or miss appropriate items of value. From a Risk Management standpoint, we need to position those placed in the public eye so when they're accused of doing wrong their honesty and integrity is beyond suspicion. Read RMLC fraud auditing white papers for more tips to keep your reputation in tack. 

RM tips for voting safely in the midterm election April 5, 2011: Historically, midterm elections have been uneventful and down-right boring hangouts for poll watchers. This year, however, while most will be their uneventful selves, a few select sites will be the scene of angry protests, pickets, and taxpayers frustrated by the fact their State is broke and their life style might have to change. I'm not at all concerned about our economic survival. I'm deeply concerned about the escalating violence and threats made to our legislators as we approach April 5, 2011 not to mention the efforts to recall duly elected officials. I'd be remiss if I didn't help voters identify some of the risks they'll face at the polls and offer RM tips for voting safely on election day. It's basic Risk Management #101. Let's review the escalating violence. While I use Wisconsin as an example, you can rest assured other U.S. States, Great Britain, Ireland will not be far behind.    

In Wisconsin the scope of relatively small local protests quickly grew beyond state lines as news agencies, bloggers, and Facebook friends posted pictures and perspectives of not only the contents of proposed legislation but how it was presented and passed. It's a safe bet much has been learned from Wisconsin's mistakes. You can rest assured the "speculative" risks associated with passing new legislation will be better managed in the future.  

Union leaders have sent letters to businesses threatening "If you don't post signs in support of protestors you'll suffer the consequences." Threats from outside Wisconsin have been followed by personnel bused in to support recall efforts across the state. (learn more)

A Wisconsin women has been charged for sending death threats to state senators.

The first message sent March 9 to Sen. Robert Cowles of Green Bay said the sender and others had decided to kill the Republican senator by "arriving at your house and putting a nice little bullet in your head," the complaint said. The email also claimed the group had planted bombs around the senator's house and car and the Capitol building. The charges carry a combined maximum penalty of 7.5 years in prison.  (learn more)

School boards take action: (learn more)

Union leaders organized pickets and protests at select polling locations to discourage voters from re-electing Judge Prosser to a second term. His opponent vowed to oppose the budget bill, school choice, concealed carry and voter ID legislation. Her liberal stance angered conservatives especially those favoring school choice and right-to-bear-arms. After being accused of running false adds she refused to withdraw the adds which angered both sexual assault victims and those falsely accused (learn more) & (more).

Add the 22  caliber shells found on the Capitol Square, the damage done to State property, and the hostile recall campaigns manned by personnel from out the State; and it's clear that voters will need to take additional precautions when going to the polls on election day. No matter on which hook you hang your hat, be sure to vote on April 5 for the candidates of your choice.

I offer the following RM tips for voters going to the polls on April 5.

  • Cast an absentee ballot on Monday and avoid the polls on Tuesday.
  • Go to the polls with someone who can offer assistance if you find yourself in harms way.
  • Don't hang around the polls any longer then necessary.
  • Don't huddle in groups while at the polls. Remember the #1 terrorist target characteristic.
  • Make sure your cell phone is on, the battery is charged, and you have your ICE number up to date.
  • Wear loose fitting clothing and running shoes.
  • Maintain "pushback" space and "bailout" routes. 
  • Know for whom you're going to vote before entering the booth to shorten your time in harms way.
  • Carry medications you might need if the stress of the moment triggers a medical condition.
  • Let a trusted adult know when you're going to the polls and when you'll return. Have an action plan if you fail to report home.
  • If you feel threatened or observe either a suspicious object or person, notify polling officials immediately. Review your VIPER protocols.
  • Note: If you disagree with the protesters keep it to yourself while at the polls. Challenging them will only put a target on your back. If you signed a recall petition know that your support of the recall could become a public record. That may make you, your business, and your family the oppositions target. Poll watchers and election officials should conduct periodic systematic sweeps of the building interior and surrounding property following recommended VIPER protocols. (learn more)
  • Below: I've posted additional RM steps to include a white paper on steps you can take to safeguard yourself, your family, your business, and your right to vote for the candidates of your choice.
  • Click here for more detailed RM instructions. Contact your company Personnel, Security, and Risk Management departments for corporate specific RM recommendations. Credit unions should contact their credit union Security Officer/Risk Manager and their chapter and league directors of education for regional specific recommendations. .

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Go to our RM R&D Dept.  to track and help the earthquake and tsunami victims in Japan. Page down to the tsunami R&D section in red. Go to our Community Outreach Center for Basic Private Sector ICS Training.

Protesting can be fun but dangerous. I'll be introducing Risk Management protocols all elected officials, protesters, and bystanders should follow to stay safe. Incident response protocols are based on my post event risk assessments after the active shooting incident in Tucson, Az. January 8, 2011, and the budget bill protests in Madison, Wisconsin.    

FYI: As an undergrad at the UW-Madison, I protested more than most, at times arm-in-arm with liberal Wisconsin Democrats such as Madison's Mayor Paul Soglin and U.S. Senator Russ Feingold. As a union member for 23 of my 30 year career and now member of the Wisconsin Retired Educators Association, I've sat on both sides of collective bargaining tables. Since the 60's I've moved toward the middle and over the fence so I'm now a registered Republican. That's what a BBA in Risk Management, Insurance, and Finance plus 40 years working in the real world does to your head.                                 

No matter your political posture, I encourage everyone to thank all the Wisconsin elected officials for their service. Click here

In my opinion, the death threats and recalls need to stop. We've had one too many death threats and suicides.

God bless those who are willing to step into the public eye and take the heat, risking it all that we might form a more perfect union. Before anyone signs a recall petition, they'd be well advised to ask themselves how dedicated and brave they'd be under fire. If you don't agree with those now in public office, make sure you vote in the next election.  Better yet; take out nomination papers and experience your own day in the political trenches. As Chief Roy Oshkosh often taught, "Never judge another man until you walk a mile in his moccasins!" Whether you agree or disagree with the 14 Democrats who chose to leave the State or the Republicans who stayed in town to vote; all where following their conscience and doing the will of their constituents.

Risk Management: The risks you take when joining a public protest are directly related to the scope of the protest, potential for scope creep, the concentration of protestors in an area with limited pushback space or evacuation routes, and the target characteristics that might attract domestic or international terrorists. The protests on the Madison isthmus and those springing up across the U.S. as well as those in Great Britain, Ireland, etc. are particularly serious because they're fueled by perceived economic disparages between geographical regions and/or social classes. Following are just a few of the risks created when you intentionally or unintentionally get involved in a protest. (RMLC R&D files)

  1. The risk you'll be injured or killed.

  2. The risk you'll damage your good reputation.

  3. The risk you'll be in harms way.

  4. The risk you'll be in a mass evacuation.

  5. The risk you'll be in a shelter or mass housing-in-place.

  6. The risk you'll be held hostage, arrested, or detained beyond your control.

  7. The risk you'll be the victim of a terrorist' attack.

  8. The risk you'll be the victim of an anthrax scare.

  9. The risk you'll be the victim of a bombing.

  10. The risk you'll be the victim of biological warfare.  

  11. The risk you'll be caught in the crossfire of an active shooting.

  12. The risk you'll be called on to render first aid or establish at triage.

  13. The risk you'll be asked to assist in a search for a missing child or adult.

  14. The risk you'll be lost or left behind.

  15. The risk you'll become the target of the opposition.

  16. The risk you'll become financially responsible for damages.

  17. The risk you'll be on the nightly news.

  18. The risk you'll be falsely accused of theft or embezzlement.

  19. The risk you'll encounter a heart attack, stroke, or diabetic seizure.

  20. The risk your vehicle or convoy will be the target of the opposition.  

Loss frequency i.e. the number of active shooters at a protest, and loss severity i.e. the size of bombs detonated are directly related to the scope, potential for scope creep, and protestor's focus. Protests fueled by economic disparages are particularly challenging because they grow geometrically as local protests gain regional, national and international support. It's a safe bet protests are going to become more frequent and more violent. as the U.S. gets deeper and deeper in debt to Communist China and Wisconsin who's already $3.7 Billion in debt continues to borrows to keep afloat, 

Pure economic risks:  At the top of the list has to be going broke and selling national security secretes to foreign powers. if we continue to borrow, increasing our State and National debt, at some point we'll become indebted to our landlords and mortgage holders. At some point we'll be evicted and find ourselves living under a more socialistic government or worse; under Communist China rule. Each time a U.S. company moves overseas we weaken our economic infrastructure and sell out our national security. Foreign powers no longer need to steal our corporate secretes! They're buying U.S. companies to gain control over our most valuable technologies and the science that comes with each sale.

To reduce getting deeper in debt, we might use the U.S. credit union movement as a business model. We need to put cost cutting back in the hands of local taxpayers while creating regional liquidity facilities to provide loan collateral to local businesses focused on creating jobs. For example, Wisconsin, Illinois, and Michigan financials could focus on rebuilding auto plants in Janesville, Rockford, and Detroit, using vacated GM and Chrysler plants as capital assets/loan collateral and U.S. auto workers as a labor force. Once a regional economic strategy is in place, we could reach out to Japan's auto industry damaged by the earthquake and tsunami and together reengineer the global auto industry already in place. Using the global credit union movement as a model, we could than capitalize employee benefits such as life, health, and long term care insurance. One strategic action plan (SAP) would be to borrow not from outside the U.S. but from the residents within the regional liquidity facility thus further adding to the economic stability within the region. If this had been done in the 80's and 90' we'd still have a Chrysler plant in Rockford and GM- plants in Janesville and Detroit. And, the world headquarters for the credit union movement would still be 100% in Madison, Wisconsin.    (learn more about the credit union model).  

Speculative economic risks: We're all speculating on which policy, strategy, legislation, etc. will get us out of debt. We know taxing only takes investment capital out of circulation and increased spending on non-productive assets only drives us deeper in debt. We need to risk reducing tax revenue in the hope the savings will be invested in the local economy; and we need to redirect money spent on non-productive benefits back into the pockets of the employee, hoping it will be better invested in their family's future. We need to risk letting go of government guarantees and go back to charting our own destiny no matter how risky that might be. Harry Truman once said: "If you laid all the economists in the world end to end, they still wouldn't point in the same direction. But even if they did, that wouldn't guarantee it was the right direction." We need to "speculate." more aggressively (They call it dreaming where I come from) and risk taking charge of our own economic destiny. (more to think about).

To reduce "speculative" risks, local governments need to reduce taxes to put money back in family savings accounts while reducing government regulations that limits the freedom of choice and discourages risk taking. Our founding fathers knew that sheltering individuals from the consequences of a bad economic decision both eroded their "self confidence" and their "self competence." While in the short run staying safe might seam to be in our best interest, in the long run it's not. We all need to step-out-from-under government', union', and parental' shelters and take the risks required of citizens in a free democracy. 

There is no better feeling than when you take risks and run the ball as best you can, for as long and far as you choose. There's no more depressing feeling than to rely on others to fight your fights, cover your butt, and score below average in the walk of life.     Rich Woldt - CEO The Risk Management Learning Center

Managing the "Pure" and "Speculative" Risks during a protest!

Go to our RMLC Graduate School website for advanced RM assistance!

Protestors and politicians should read the following RM recommendations!

Please share the following "Executive Protection" brochure and white paper with your Republican and Democrat legislators!

Follow operational period #1 homeland security protocols. 

A wise diplomat once said, "Never shoot to kill the guy on the other side of an issue because tomorrow he just might be on your side of the fence!" Remember, we are all in this together. As I sat on the steps to the Capital this afternoon, I had to smile at the passion of students protesting the budget bill. They reminded me of myself during the '67 protests against the Vietnam War. Fortunately, 45 years ago the war we protested was fought a world away and despite the Armstrong boys blowing up our Chemistry building, the risks we faced on the Isthmus were for the most part non-life threatening. That's not the case today.

Today, while still reeling from the shooting rampage in Tucson that seriously wounded U.S. Representative Garielle Gifford and took the life of her aide Gabe Zimmerman along with five others waiting to meet their Representative, we're confronted with no less than three life threatening risks: First, there is the risk someone will shoot or physically attack one or a group of our legislators, their staff, their entourage, or their family members. Second, there is the risk that protestors will need emergency medical attention or face the dangers of a mass evacuation from the Isthmus. And third I'm concerned that someone holding a grudge or a terrorist looking for an opportunity to attack will take advantage of the protest to set off an explosive device or introduce a biological or chemical agent into the crowd. Remember the first three characteristics of an ideal terrorist' target includes achieving a high body count, having predictable victim escape and first response routes, as well as the presence of mass media. (FYI: you can page down for my Risk Analysis and post incident assessment of the Tucson Safeway shooting). Protestors on the Isthmus need to constantly monitor their surroundings, have a "bailout" plan, tested communication links, reassemble and roll-call plan, and contingency plans if communication links fail or a member of your group gets lost or injured. Click here and read the "Dressing for Success" red highlighted text in my Executive Protection" white paper.   

I recommend the following not only here in Madison, Wisconsin but across the country and around the world. First, a review of all private sector "Executive Protection" protocols to include making sure VIPER (Visual Intelligence of Persons and the Environment Reconnaissance) Squads know what to look for and how to report suspicious activity to the public sector and a review of private sector CIRTs (Critical Incident Response Teams) to make sure all know how to report into a Unified Incident Command Center.

Please read and share the following white paper and handouts.

Click here for an "Executive Protection" white paper to share with your legislative staff, body guards, entourage, etc. Note the "red" highlighted text!

Click here for an "Executive Protection" brochure to share with family and neighbors. Ask them to report all suspicious persons, vehicles, activity and objects to the police.

 Page down for a post-incident Risk Management Analysis (RMA) I conducted at the 7110 N. Oracle Safeway store in Tucson; the site of the January 8 active shooting incident.

Click here if there is a need for a mass evacuation during the protests.  This could be triggered by an explosion, gun fire, anthrax scare, etc.

Page down for more Risk Management help or go to my community outreach site or veteran RM site You can also rent my Door County Cottage at


FYI: Soon, will become and my community outreach site will merge with our veteran R&D site My personal site will focus on managing our Door County vacation rental.  learn more

Thank you all for your help and encouragement over the past 45 years.   

 Risk Management Learning Center

Ten (10) year mission statement (September 11, 2001):

"The RMLC will field test emergence response protocols the "private sector" can deploy through the world credit union movement whenever the scope of a crisis overwhelms or its duration exhausts the public sectors ability to response."

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January 8, 2011:

6 dead - 13 wounded

An RM response to the shooting at Safeway in Tucson!

We owe it to our elected officials to cover their backs now that they're in office. In my neck of the woods, that would be Scott Walker, Ron Johnson, Reed Ribble, J.B. Van Hollen, Gary Bies, Frank Lasee, and "Riff of the Shire" Terry Vogel.  

So what do Risk Managers do?  They...

  1. Keep their heads up, eyes open, and ears to the ground. Shelve our fear of being politically not-correct and get ready to act in the face of danger. Review you five step action plan when carrying concealed. I salute the young man in Tucson who helped save lives without drawing his weapon. If only he'd been on scene a minute earlier, the little girl would not have died.

  2. Practice their "rear-strangle-take-down-hold," vertical and horizontal butt strokes I taught at CUNA Management School.

  3. Rehearse their "Identify - Measure - Control, and Avoid -Reduce - Spread - Assume - Transfer" RM strategies and now what to do if they suspect a threat or are confronted by an active shooter? 

  4. Join and support law enforcement through InfraGard at Call me if you need a reference.

  5. Click here and review the white paper I wrote to support RMLC workshops on "Executive Protection" and "Violence in the Workplace." Ironically, this paper was used to support the AZ League workshops I did in Tucson and Phoenix. WOCCU, CUNA Management School, U.S. League, CMG, ABCUL and JCUL Credit Union Risk Managers, pull out your RM manuals and study the sections on event and contingency planning as well as setting up defendable zones and conducting a mass-evacuation.

  6. Terrorists will strike when we're most vulnerable. Click here to review protocols if your first to the scene. Click here to review protocols prior to a mass evacuation, and click here to review important contingency planning protocols.

  7. You can also review our CIRT, VIPER, and Incident Command and Control R&D protocols tested through,, and

Please share these with your elected officials. There offered at no cost to victims and law enforcement. If, however, you're credit union wants to reprint them, I request $20 with a note indicating your intentions sent to me at my office address (Rich Woldt, 1906 Barber Drive, Stoughton, WI. 53589.

Note: I'll be in Arizona from January 17 - 25th.  Call me on 608-712-7880. I'll be in Aspen until then.

Don't rely on email or Facebook or Linked in. I have over 5000 not read email, I think someone stole my linked In account, and I'm trying to find time to learn how to better use Facebook.  

Rich Woldt     

Coming in 2011...
  • Free RMLC Homeland Security "Best Practices" for the private sector!
  • Free on-line briefings based on RMLC field tests of mass evacuation and housing-in-place protocols.
  • Cost effective RMLC Risk Management training and support.
  • Concealed carry classes and more!  
Credit Union Risk Managers! Use operation "Rubber hits the Road" to table top test your contingency plans for a mass evacuation!   Thank You!  Rich Woldt

Most Wisconsin credit unions joined forces with veteran organizations around the world to welcome Wisconsin Vietnam Vets Home to "Landing Zone (LZ) Lambeau"  May 20 - 24, 2010

Attention Credit Union Risk Managers: From a Risk Management standpoint, we're using operation "Rubbery hits the Road" to field test chapter level mass evacuation protocols. Use the IC briefings to update your 72 hour stand-alone contingency planning protocols.


Our table top test includes benchmarking how many and who answer Roll-call between now and May 23, 2010. For example: we will look to see at least 80% of those pictured below answering roll-call.

If you recognize any of them alert them to this exercise. All responses will be filed in our "Deep Throat" files after the operation. I'm doing this only to field test our Risk Management log-in capabilities. At 65 I have little interest in leaving my guard post stationed off Door County shores.

Now go to: and join operation

"Rubber hits the Road"

Welcome Home Wisconsin Vietnam Vets


Landing Zone Lambeau "Field"

Home of the world champion Green Bay Packers

Door County veterans have joined the State wide effort to welcome Vietnam vets home to Lambeau Field while honoring our 5 vets Killed in Action (KIA). Learn more
  • Operation "Boots-on-the-Ground" enlists all Door County residents in a mission to locate and land all Door County Vietnam vets with family members of the 5 KIA inside Lambeau Field before 7:30 p.m. May 22; the official "Welcome Home Wisconsin Vietnam Veterans." Learn more
  • Operation "Rubber-hits-the-Road" enlists bikers on Friday, May 21, in the Memorial ride of 1244 (The number of Wisconsin Vietnam vets Killed in Action (KIA), Missing in Action (MIA) or were Prisoners of War (POWs). Our "one-way" ride (Symbolic of our 5 who did not make it home!) will start on Washington Island the home of KIA Richard Perez, and travel south past all four High Schools from where the other 4 Door County KIAs graduated.

Learn more

  • At this time, there are three destinations once the ride crosses the southern Door County line. Some, at least 5 will head for Timmerman Field in Appleton to meet up with the 1244 coming from La Crosse, others will deploy to LZ Lambeau where they'll form a "flag line" through which the 1244 will pass, and others will park in the Pioneer Credit Union parking lot at 825 Morris, Ave. Green Bay (two clicks from LZ Lambeau). The most important first step you can take is to log into our tracking system and answer "Roll-call." Once OB1 finalizes our route and pause points we'll let you know where and when to fall-in!


Vietnam Vets: Contact your credit union President/CEO, Chairman of the Board, or Risk Manager/Security Officer and join the welcome home from anywhere in the world. Click here for more information.

Veterans: FYI: Credit Unions are "Not-for-Profit'; financial cooperatives organized to serve a defined field of members (FOM) such as our comrades at Navy Federal. They hold monthly chapter meetings where they share Risk Management and Homeland Security "Best Practices."

  • I recommend you attend the next credit union chapter meeting in your area and learn more about how your credit union plans to respond during the next terrorist attack, natural disaster, or pandemic.

  • Contact your State League Director of Education and take part in the latest CIRT, VIPER, and Incident Command and Control training offered through your local emergency government.

  • Many credit unions across the U.S. have already been involved in similar Welcome Home projects. Some of their "Best Practices" include:

  1. Logging into locater systems and explaining to vets why they should use their night depositories to make donations to the Moving Wall and their ATMs to safely manage their liquidity while on the road.

  2. Credit unions are providing vets with customized financial counseling through their local veteran post and/or VA centers.

  3. My best advice is join your local credit union - "It's where you belong!"                                                     Rich Woldt - Charter member of Door County Community Credit Union now Pioneer.

Click here to learn more about LZ Lambeau

Do we need health care reform?  Absolutely!

Do we need government intervention into health care reform? Only to a very limited degree!

Do I support the current bill being negotiated behind closed door? Absolutely NOT! 

Risk Management Logic:

  • Actuaries can't support it!
  • There are no risk reduction incentives!
  • There are no meaningful fraud deterrents!
  • We can't afford it!
  • There are better, more efficient and effective health care reforms that have proven to work best in a free capitalistic society.

Learn more

CUNA Mutual Retirees Click here for help.

Attention: RMLC Faculty and our International Credit Union Risk Managers holding the ASIS International CPP, PCI, and PSP designation.  Don't miss your 12-31-09 recertification dedline. Click here to view my recertification update.

Update: Credit Unions can be...proud of their Risk Management Best Practices" born out of their response to bank failures, the increased domestic terrorist threats this summer, and their mobilization during this fall's H1N1 pandemic scare. Credit Union Chapter and League educators are welcome to use our Risk Management research and training tools for veterans posted at our and websites.

In early 2010 I'll be launching a website... focused specifically on... mobilizing the Private Sector anytime the scope of a crisis overwhelms or its duration exhausts Public Sector response assets. 

The goal is to merge... the World Credit Union Movement with Veteran' Organizations, forming a "Unified" Private Sector Incident Command structure that will work for any organization, anywhere in the world, during any crisis, anytime in history.

2009 Pandemic Response Protocols:: Our International Credit Union Risk Managers should review their H1N1 phase I to III pandemic response protocols and their ABC - 1-2-3 contingency plan for pandemics as well as table top test mobilizing a credit union/chapter level unified incident command to support sponsor companies in their field of membership. Go to our R&D library to download RMLC white papers and handouts. learn more
RM Tips from Rich...
  • Use your car alarm actuator to alert neighbors of a home invasion, stalkers, or predators in the neighborhood.
  • Wash teller counters with diluted bleach daily to ensure better finger print forensic evidence.
  • Avoid turning in written statements to the police after a robbery. Discrepancies will be used against you in court.
  • Update you Contingency Plans, Incident Command System, CIRT and VIPER response procedures at least quarterly.
  • Review our mass housing-in-place and mass evacuation protocols every six months.   
Elvis, i.e. our RMLC faculty member is back from a crushing injury and the Swine Flu.. Learn more   He's ready to "Rock and Roll" at your next annual meetings.     click here to book "Elvis" and our RMLC "Mayberry Deputy" him.                          

Rich Woldt

  • Give my cousin-in-law an economic boost!

I send a special salute... to our cadre of Credit Union Risk Managers who are attending CUNA Management Schools this summer.

More than any time in our history... we need to update Credit Union Risk Management, Homeland Security, Incident Command, Contingency Planning, and Pandemic response policies, practices, and protocols. Terrorist threats are real and focused on our economic infrastructure. 

The continued failure of government stimulus packages and... the growing resentment of governments' who are blindly intervening in the private sector, will continue to play into terrorist hands and spark new interest in frauds and scams in the private sector. Click here for an example!

In my opinion, the reputation of the global credit union movement is on the line. Credit union officials and upper management need to aggressively step up to the plate at the chapter level and remind the world why and how credit unions have brought us through the great depression, many wars, and unwanted government intervention into the private sector let alone our private lives and individual freedoms.

The Risk Management Learning Center will celebrate... its 8th anniversary this summer. While we continue to launch new programs through veteran organizations and international business associations our hearts remain with the thousands of  International Credit Union Risk Managers who've we've had the privilege to serve since June 29, 2001 let alone during the 30 years I worked for CUNA Inc, WOCCU, and CUNA Mutual.      

Swine flu (H1N1) Advisory: April 28, 2009

This is a pandemic "advisory" not an alert! Advisories help mobilize the private sector during a time of crisis. Credit Union Risk Managers should review our pandemic RM white papers on handouts.

  • Our International Credit Union Risk Managers should... immediately review our pandemic risk management white papers, (click here),

  • use our R&D library (click here), and

  • contact their Cuna Mutual Group Risk Management Representative.

  • place their... Critical Incident Response Teams (CIRTs) on alert,
  • and contact their... league, trade association, and CUNA Mutual Group Risk Managers for a briefing on credit union pandemic response protocols. Our veteran' CIRTs should contact their veteran' post commander for marching orders.
  • For more information go to...

Most credit union have well written, table-top tested, and recently updated "pandemic" contingency plans and response protocols.

Most credit union employees need only wash their hands and chair-backs and mobilize a chapter wide  response.

Credit unions need only plan before gathering, verify push-backs defendable zones, closely monitor surveillance systems, update locate-lockdown-and link procedures, and deploy security personnel to more effectively protect properly and personnel during a pandemic.

At the chapter level, credit unions need to deploy community support teams to reinforce both public and private sector responders on the front lines.

Following is my advisory with links to our R&D files.

The Center for Desease Control (CDC) warns of a possible swine flu pandemic (H1N1 Virus).  click here to learn more about the H1N1 virus.   Rich Woldt

  • Health care professionals... and consumers may report serious adverse events (side effects) through the FDA's MedWatch Adverse Event Reporting program either via Regular Mail: use FDA form 3500 available at: and mail to MedWatch, 5600 Fishers Lane, Rockville, MD 20852-9787 or
    --Fax: (800) FDA-0178 or
    --Phone: (800) FDA-1088
  • FYI: From our R&D files...Click on the following and pass it to first responders and care givers:
  1. Interim Guidance for Patients and Case Definitions for Infection with Swine-origin Influenza A (H1N1)Virus (S-OIV) ..

Rich Woldt 

Operation: Haiti Earthquake

February 12, 2010: It's been a month. We're through the first "Operational Period" we're in #2 and planning for Period #3. It's time to review:

  • Click here to review basic Incident Command and Control from our Community Outreach Project (COP) site.
  • Work with your Credit Union Risk Manager and League Director of Education on plans for Operational Periods two and three.
  • Go to.. and include veterans in your response and recovery plans.
  • Go to.. and include community leaders in your response and recovery plans.

The Risk Management Learning Center promotes the formation of "Private" sector Critical Incident Response Teams (CIRTs) and VIPER squads. In 2008 we built... a "Private Sector" Incident Command and Control Center to teach the private sector how to set up Emergency Operation Centers, manage Staging areas, and mobilize VIPER and CIRT squads during a community crisis. learn more...

We're working with youth groups...and colleges to build public-to-private Homeland Security Partnerships. I was a proud charter member of the UW Risk Management and Insurance Society in 1965 and I'm now  proud to be a charter member of the UW Risk Management and Insurance Alumni Association.


I encourage all...RMLC  International Credit Union Risk Managers to visit the UW RM Alumni web site at 

On April 25, 2009 we official launched our alumni association during Risk Management Professor Dan Anderson's retirement party.  UW Risk Management Alumni came from all over the world for the celebration.  Dan joins are cadre of RM professionals and will continue to mentor our RMLC international risk management programs and projects.

Click for more pictures..


ASIS Chapter 067 officers meet regularly to schedule speakers, arrange critical infrastructty tours, and plan regional training workshops. Pictured left to right are Shawn Smith (Pres CEO Midwest Protection Inc., Jim Manhowski Owner JBM Protection & Patrol, Curt Haugen, CEO/Operations Director Scuro Group LLC, and Rich Woldt CEO The Risk Management Learning Center.

As of 4-21-11 the new domain for will be

Words credit union risk managers should know:



Marine enters the Catholic Church confessional booth in Jacksonville .
He  tells the priest, "Bless me, Father, for I have sinned. Last night, I beat the hell out of an Obama supporter."

The priest says, "My son, I am here to forgive your sins, not to discuss your community service."

RICH WOLDT - Biography
CPP, CFE, Private Detective


Do NOT rely on contacting me via email.

A personal reflection

Executive Protection - Active Shooting post Risk Analysis

January 26, 2011:

Safeway, 7110 N. Oracle, Tucson, AZ

I conducted a post-incident Risk Management Analysis (RMA) at the 7110 N. Oracle Safeway store in Tucson; the site of the January 8 active shooting incident.

In my opinion, While this traggic incident is fresh in our minds, it's critically important for credit union executives, board members, loan officers, collection personnel, etc. to immediately review their credit union' executive protection protocols and policies. Include but don't limit yourself to:

  • Conducting risk assessments at all CU offices focusing especially where CU executives and officials work i.e. corporate headquarters, admin buildings, etc.
  • Reviewing and updating violence-in-the-workplace response protocols, workstation bailout routes, protocols for locating-lockdown and linking key employees and their family members to "private sector" command centers, 
  • Reviewing  retreat and extrication protocols for executives during violent acts on and off premises.
  • Reviewing, rehearsing, and documenting credit union staff and employee training. Make sure all CU employees know and understand how to reach, defend, and maintain calm at defendable zones.
  • Asking event and contingency planners to update all CU event security protocols to include conducting and documenting pre-event site assessments.
  • Alerting all Credit Union Risk Mangers and alternates to their duty to ensure all credit union executives and officials know what to do and how to act before, during, and after any traumatic event at your credit union.
  • Confirming your credit union's joint operational protocols at the chapter, league, national, and international levels.

NOTE: All credit unions should join the local security association recommended by their credit union league. A key element of being properly trained and ready for the next terrorist attack, natural disaster, or pandemic is to be on the same page with other credit unions in your CU Chapter, CU League, CUNA Inc. and ....  WOCCU   Go to....WOCCU for more information.


Happy New Year 2011

Thank You...

  • Elvis... for your impromptu performance at our Christmas party. Click here to meet Elvis

  • Mayberry Deputy... for maintaining law and order in the USA throughout 2010. Click here and meet the RMLC deputy in charge of keeping the peace.

"The comfort and encouragement they both brought to victims has helped us all deal with the trauma and stress we've faced since they've come on board. 

  • Shawn Smith and MPI for your leadership in private and homeland security training. You're impact on security throughout the world credit union movement has and continues to raise the bar for all Risk Management professionals. 

    * Shawn Smith, Owner/CEO/President M.P.I.
    Private Security, Law Enforcement Liaison and Guard Training
  • Dave McGuinn... for your Safe Deposit Box guides and staff training. You're wisdom and foresight has saved the day more than once. Click here order the most current. 

  • John Vrabec.... and members of the Financial & Security Products Association for all your doing to safeguard assets stored in credit unions and banks around the world. Your professionalism allows us all to sleep just a little better each night. Click here to meet FSPA members and sleep better day or night.

  • Anthony "Tony" Conti... for the search and rescue work you did on 9-11-01 and for the work you continue to do with victims. You're one hell of a hero and a man I'm proud to call my friend. I've got your back! Click here to meet Tony and his tactical source professionals.

    Visit Tony's web site! That's an order!  Rich

  • I thank every one whose supported our ongoing Risk Management Efforts. You're ongoing RM R&D will keep our learning center on the cutting edge throughout 2011. Click here to meet just a few of our RMLC faculty and faculty advisors.

Click here to interview our "10-Yeared Faculty"


 New Year's Resolutions?  

  • I'll check my Linked In, Facebook, and email accounts weekly!
  • I'll get our MAC driven websites up and running!


  • will focus on renting our Door County cottage and personal efforts such as voting for Miss America! Kimberly Sawyer's aunt is my father's second cousin. Confused?


Website updates:

About Us  Faculty RM R&D Dept. Community Outreach Veteran Outreach Mentors

Posted 11/1/10: "Anyone who thinks the current healthcare bill is soundly based on Risk Management or insurance underwriting principles needs to review their basic RM tutorials. Read basic RM #101 tutorials and vote the politicians who crammed this legislation down our throats OUT of OFFICE!"   Rich Woldt

"Credit Union Week & Day 2010"  

This year we gathered via an international "webcast" and in person in Madison for the 22nd annual "Filene House Employee Reunion." Both helped us recommit to our "People helping People" philosophy and "Not for Profit - Not for charity - BUT for SERVICE" financial cooperative traditions!

Both helped us reconnect, refresh our memories and recall why credit unions are positioned better than any other organization, anywhere in the world, anytime in history to manage the risks threatening who our founder Friedrich Wilhelm Raiffeisen called "The Common Man."  learn more

As I Reflected back this year on what's now 45 years (1965 - 2010) working in the credit union movement, I can't help but marvel at the wisdom of our founding fathers. I'm particularly proud of how we've successfully merged and consolidated common bonds while preserving our focus on individual members and the unique economic needs of an expanding "field of membership." Credit union chapters, leagues, national and international associations can take particular pride in the cooperative projects they launched to preserve economic stability within a community or region struggling to survive, rebuild, and recover from a natural disaster, terrorist attack, or pandemic.

In 2011, we'll create videos that highlighting Credit Union Risk Management best practices. The research we did during the past 9 years through our  "RMLC Community" and "Veteran" outreach sites will be used to leverage credit union RM wisdom into all segments of the private sector.

RMLC Community Outreach R&D Site RMLC Veteran Outreach R&D Site

Home About Us  Faculty  Mentors - 007  Mentors RM R&D Dept. RM White Papers 2007 Curriculum RMLC  Lounge   RMLC Accomplishments Thank you WOCCU, International ASIS members, and US Military veterans for your involvement during 2010 RM field testing of our mass-evacuation, housing-in-place, CIRT, VIPER, and ICS emergency response protocols. I'll be publishing ICS "best practices" on our community and veteran outreach R&D sites before the end of the year. 

Community Outreach Veteran Outreach

FYI: I've merged with so update your search engines. The domain name will disappear in April 2011.

I pledge to get better at....monitoring emails as well as using my and facebook and LinkedIn accounts. Remember, I started teaching Risk Management in 1964 long before computers, the internet, or cell phones. 

Credit Union Risk Managers!

Thank You!

Thank you credit unions for taking part in our Risk Management Operations. You're role as "Finance Chief" helped ensure all internal, audit, and collection controls were in place and all physical, alarm and surveillance security recommended in our credit union world were properly tested prior to deployment.

As you know, we're using operation "Rubber hits the Road" to table top test our ability to:
  • Mobilize and mass evacuate a segment of the population anytime they stand in harms way.
  • Form private-to-public homeland security partnerships, and
  • Test emergency response protocols if the private sector has to "stand-alone" without public sector support for 72 hours.

I will post test results as well as our "best practices" in our RMLC library as well as brief credit union education directors who've logged into our operation. Now that I'm 65 I'm slowing down so go through your Director of Education or CUNA Mutual representative to access our test results and operational best practices.

Please share our mission protocols and best practices with your event and contingency planners and feel free to use our briefing logs to table-top-test your EOC and Staging Area management protocols.

I send a special thank you to our international credit union' observers at the Lambeau Credit Union in Tobago West Indies.      Rich
  • Go to for the most current schedule of events, to locate fellow vets, and for professional posters and promotion materials to use nationwide.

  • Call "OB1" before going to to register for Rolling Thunder's 1244 Ride. Answering Roll-call and making that call will help make sure you don't get lost in the crowed.

  • Most important; Please click here and answer "Roll-call"!    

Meet our RMLC Faculty Faculty White Papers RMLC R&D Department

RMLC Curriculum Credit Union RM History 

The links below will take you to some of our "retired" RM - R&D web-pages.

About Us Mentoring Organizations       RM R&D Dept. RM White Papers5 Year Benchmarking Reports RMLC Faculty Lounge and Lobby 

Community Outreach Center 

Attention Haiti Earthquake Victims: Get to Know The World Council of Credit Unions!  WOCCU

Join: Credit Union World Online

Read: COO Brian Branch's Blog

Read: European Network of CUs

Read: WOCCU Expands Islamic Financial Services to Afghanistan


"The World Credit Union Movement is positioned better than any other movement, anywhere in the world, anytime in history' to take command during a crisis...  learn more

The Risk Management Learning Center is dedicated to promoting internationally recognized Risk Management performance standards throughout the world credit union movement. About US

Credit unions should expect an increase in robberies, burglaries, frauds, and embezzlements caused both by the pandemic and the panic caused by ill conceived pandemic alerts.

Credit unions are not only better prepared than during the last pandemic but in most countries they have a more advanced health care system that was available during the last pandemic.

Haiti Earthquake 1-12-10: Credit union' earthquake response and recovery recommendations... are similar to those we published for the 9-11-01 terrorist attacks, Hurricane Katrina, the Psunami, and those taught during the 1980' New Madrid earthquake scares.  Contact your credit union league, CUNA Mutual Group Representative, WOCCU, or national trade association for RM support.

Helpful RM Steps to take include:

  1. Declare the incident type (Earthquake), scope (Haiti), and potential for scope creep (Carribean). Click here  Also..Go to our RM R&D Department and page down to "Earthquakes" I've posted map links to support a WOCCU response. RM R&D Dept.
  2. Establish a unified Incident Command System for your credit union, credit union chapter, and credit union league and sponsor group. Click here
  3. Activate your credit union' contingency plans for a  large scale community crisis requiring mass evacuations and housing in place. Also activate your CU Chapter, regional and leauge  mutual aide agreements. U.S. credit unions should assess their vulnerability to the New Madrid Fault System. Click here
  4. Alert your Disaster Recovery (DAT), Damage Assessment (DAT), and Critical Incident Response Teams (CIRT).
  5. Mobilize your Credit Union's Incident Command System to include distributing tutorials for conducting search and rescue operations, setting up Emergency Operation Centers ( EOCs), and managing Staging Areas.
  6. Click here to review our RMLC Incident Command System tutorials for the private sectors. Click here to review operational period protocols.
  7. Monitor local TV and Radio station websites, Google and Bing to learn how you can help victims, donate and seek aide and support. Click here for an example and to learn more. Click here to reach the National Earthquake Information Center
  8. Our cadre of International Credit Union Risk Managers and RMLC Faculty: should Click here for an RMLC IC update. We'll be linking our veteran' and community organizer' VIPER and CIRT tutorials to our and sites.
  9. Donate through your locally recognized cheritable organizations, your local chapter of the Red Cross, your church, etc. Use textig technologies to donate but make sure it's going to a legitamate organization.
  10. Post fraud alerts and links to fraud detection web sites such as:those posted by local and national TV networks. Use the following when in doubt: and Go through your credit union, credit union league, national trade association, and WOCCU when in doubt.
  11. Credit Union Risk Managers (CURMs) should monitor their league, WOCCU, CMG, and professional trade association/development web sites. 

    I recommend ASIS International, The Association of Irish Risk Management, etc.  As a member of the FBI InfrGard and The Association of Certified Fraud Examiners, I use and   To monitor internet scams, frauds, and embezzlements I recommend and sites such as, and

  12. I'll soon post a white paper on rebuilding Haiti's economy through the world credit union movement (WOCCU). For now, read yellow high lighted sections throughout this site and at  

  13. Go throgh your CUNA Mutual Representative or WOCCU to contact me.

Rich Woldt - CEO The Risk Management Learning Center

It would be nice if we had time to debate, but the war on terror is escalating while Washington takes us throug sequestration and China pushes us over the fiscal cliff. For you who want to continue the debate click here. For others, Click here, to review my opinion of gun registration and background checks. I'll post RM solutions that'll work on this site April 21, 2013.   Switzerland required households to own and learn to shoot guns. Consequently, they were better able to resist Hitler's invation and today they're one of the safest country in which to live, work, and raise a family. Click here to learn more. In the US, four out of five murders are committed in States with the strictest gun controls.

Registering guns and doing background checks will not curb the violence in our schools. Putting God back into our classrooms will. Click here to read Darrell Scott's testimony to Congress and page down and read his poem. Darrell is the father of Rachel Scott, a victim of the Columbine High School shootings. Click here for a letter/article on gun controls to publish.

In the US, not unlike Germany before WWII, we're well positioned to arm and train our citizens to defend themselves and protect our homeland.  The difference is we can learn from their mistakes. The question is, are we?

Click here and here  and  here and here  or follow links to our RMLC Library. 

Quotes from our alumni...

" Everyone is a Risk Manager"

"We never stop learning from each other!"


The Risk Management Learning Center (RMLC) was launched in 2001 to study Risk Management methods and performance standards in the world credit union movement.

learn more...

The Woldt Council of Credit Unions!


We build on traditions... handed down form Fredrick Wilhelm Rafiesen, founder of the credit union movement.          learn more

Remember: Rebuilding our economy starts at home so:
  • Employ your family, friends, and neighbors, Shop locally,
  • Support business within your community and field of membership. For Example, when in Door County rent my cottage at, and shop at my sister store "Christine's" in Egg Harbor. Support members of the Egg Harbor Business Association at 
  • If you're looking for a home near Milwaukee go to: and talk to my brother!


American Pie - The times are changing!



©2005 All Rights Reserved
This web site is published by Rich Woldt. For more information and the latest and greatest Risk Management support email or call 608-712-7880.