I appreciate Mike Welch's comments about NAFCU in the July 11 issue of Credit Union Times. I appreciate his clear identification of the mechanism by which all of NAFCU's strengths flow: direct membership. As to his comments on size, this is always a relative matter. As it applies to NAFCU, our manageable size provides distinct advantages, including a single-minded focus and nimble decision-making abilities. Today, NAFCU represents the majority of FCU members (56%) and the majority of FCU assets (63%). Most importantly, NAFCU represents a membership that takes tremendous pride in its trade association and in the quality work of the NAFCU staff. Welch suggests that NAFCU's "small size" may be "a weakness, especially when it comes to impressing congressional leaders and regulators regarding its clout . compared to big brother CUNA." In the abstract of a political science textbook this statement may have some merit. In practice, however, NAFCU's 34-year track record in Washington proves this assumption to be faulty. It is precisely because of our strengths – single minded focus and quick decision making – that, for example, we identified the need to straighten out the kinks in IRPS 99-1 and address other issues that go to the heart of strengthening the federal charter. We started our advocacy work on this long before the regulator, Congress or any other trade association deemed it worthy of examining, let alone acknowledging it as a "problem" requiring action. That effort, and many others, may not always be "headline-grabbing," but clearly bear fruit for our members, and that is NAFCU's primary goal. Another "weakness" Welch mentioned was NAFCU's bimonthly magazine, The Federal Credit Union. About a year ago, NAFCU's Communications Committee conducted a complete "make-over" of the magazine that included both refocusing its content away from regulatory and legislative issues and toward technology, operations and human resources, and giving the magazine a fresh new look. We undertook this redesign of TFCU in recognition of the fact that, in this technological age, the "goings on of Washington" are "ancient history" by the time they appear in most print media, particularly a magazine. In the months since, NAFCU members have had nothing but high praise for the "new" TFCU. As for it being "tiny," TFCU ran 50 pages in the July/August issue with articles on strategic planning, Web site design, marketing, human resources and other management issues. TFCU may not be as big as some other publications, but it covers issues of interest to NAFCU members and is held in high regard. So, as Welch also notes, is NAFCU's UPDATE newsletter, which recently adopted a new look while maintaining its focus on timely credit union news with little fluff. In short, as Welch rightfully noted, NAFCU is able to accomplish a great deal with both limited staff and resources. Our lobbying efforts and TFCU magazine are just two examples. Finally, Welch's column stated that there are nine NAFCU Board members. There are, in fact, 12 – one from each region and six elected at large. As always, we here at NAFCU respect the opinion of Welch, and find his comments useful in the constant self-assessments required to accomplish our goal-the direct, accurate, and accessible servicing of our members' needs. Fred Becker President/CEO NAFCU Arlington, Va.