---
title: Effective Ways to Help Customers with Credit During COVID-19
description: The COVID-19 pandemic continues its grip on our nation, and lenders, consumers and politicians are all grappling with how to address credit when millions of Americans can’t even pay for daily expenses
image: https://www.spinnakerconsultinggroup.com/hubfs/Imported_Blog_Media/shutterstock_418793101.jpg
---

[![Spinnaker Consulting Logo](https://www.spinnakerconsultinggroup.com/hubfs/spinnaker-logo.svg "Spinnaker Consulting Logo")](https://spinnakerconsultinggroup.com)

[tel:804.510.0768](tel:804.510.0768) Menu

- [Culture](https://www.spinnakerconsultinggroup.com/culture)
- [Work](https://www.spinnakerconsultinggroup.com/work)
- [Differentiators](https://www.spinnakerconsultinggroup.com/differentiators)
- [Insights](https://www.spinnakerconsultinggroup.com/insights)
- [Experts](https://www.spinnakerconsultinggroup.com/experts)
- [Contact Us](https://www.spinnakerconsultinggroup.com/contact)

 Risk Management & Regulatory Compliance

 4 minute read

# Effective Ways to Help Customers with Credit During COVID-19

May 20, 2020

Written by: Jeri Mulholland

- Share Post:
- [mailto:?subject=Spinnaker%20Consulting:%20Effective%20Ways%20to%20Help%20Customers%20with%20Credit%20During%20COVID-19&body=Here%20are%20some%20insights%20from%20Spinnaker%20Consulting%20I%20think%20you%20should%20check%20out:%20https://www.spinnakerconsultinggroup.com/insights/blog/navigating-covid-credit-reporting](mailto:?subject=Spinnaker%20Consulting:%20Effective%20Ways%20to%20Help%20Customers%20with%20Credit%20During%20COVID-19&body=Here%20are%20some%20insights%20from%20Spinnaker%20Consulting%20I%20think%20you%20should%20check%20out:%20https://www.spinnakerconsultinggroup.com/insights/blog/navigating-covid-credit-reporting)
- <https://www.linkedin.com/sharing/share-offsite/?url=https://www.spinnakerconsultinggroup.com/insights/blog/navigating-covid-credit-reporting>

[Credit Reporting Agencies](https://www.credit.com/credit-reports/credit-reporting-agencies/) are the backbone of our nation’s lending practices, as the information they deliver about a consumer’s financial profile often determines the terms of any loan and whether an application is approved. In normal times, as a best practice, banks and other financial institutions regularly furnish customer data to those agencies, also known as credit bureaus – but they maintain autonomy on what they furnish and to which agency.

As part of the nation’s [$2 trillion stimulus package](https://home.treasury.gov/policy-issues/cares), many politicians are pushing for a federal [halt on negative reporting](https://www.wsj.com/articles/no-coronavirus-break-for-consumer-credit-scores-11585668691). The general idea here is that freezing current scores would temporarily protect consumers’ creditworthiness as millions become unemployed due to social distancing measures.

The credit agencies – joined by others in the industry – countered that a moratorium would, in fact, cause the [exact opposite effect](https://www.newsweek.com/credit-bureaus-resist-clemency-pandemic-millions-default-delinquency-experian-transunion-equifax-1494909) – and for good reason. The biggest concern in pausing credit reporting is that no one has offered a sound exit strategy. Simply turning credit bureau activity back on whenever we determine the economy is ready again could hurt consumers even more if they continue to run delinquent.

Instead, banks and lenders must explore meaningful ways to help customers manage credit amid COVID-19. Now is the time for financial institutions to weigh the opportunities and identify ways to support consumers for the long haul. While we can’t predict when various states or our federal government might fully reopen, it’s likely that the impacts to credit scores will be realized in three to six months down the road.

## **A quick primer on credit reporting**

The origins of credit bureau reporting came from forward-thinking federal legislators, who wanted to make sure [consumers could easily find out what lenders](https://www.occ.treas.gov/topics/consumers-and-communities/consumer-protection/credit-reporting/index-credit-reporting.html) are saying about their personal finance histories. Congress also wanted to protect people from unfair or shady lending.

Banks that furnish customer information to credit bureaus follow strict [federal regulations on accurate reporting](https://www.ftc.gov/tips-advice/business-center/guidance/consumer-reports-what-information-furnishers-need-know). Consumers who pay what’s due on time are reported as current. Consumers behind on payments are reported with a minor delinquency or a major derogatory condition (including repossession, foreclosure, charge offs, and bankruptcy).

Most major financial institutions provide customer information across their loan portfolio to the three major bureaus: Equifax, Experian, and TransUnion. A smaller bank might only furnish to one agency.

While a single missed payment might not harm a credit record, many consecutive missed payments can be catastrophic for consumers wanting to purchase or keep a home or car – as well as something as simple as applying for a basic credit card. And if they somehow manage to qualify or make a payment agreement with their bank for a delinquent loan, they likely face higher interest rates because of their credit rating.

Those average $1,200 federal stimulus checks or unemployment benefits can only be stretched so far. For many, that money is going to basic necessities, like groceries, rent, and car payments.

## **Working with credit bureaus during the pandemic**

The daily business news reminds us that the coronavirus pandemic isn’t just a health crisis. For many families, this is also a financial crisis. By June, the [U.S. unemployment rate could reach 20 percent](https://www.cnn.com/2020/04/28/business/jobs-unemployment-coronavirus-hassett/index.html). That’s higher than during the Great Depression.

With those high rates expected into the summer, many Americans will be struggling to keep afloat. Suspending negative credit reporting sounds like a great idea for those people, but that data will stand frozen in time, getting staler by the day. During that pause, a customer’s situation might worsen, with a job loss or bankruptcy filing. An initial 30-day delinquency notation could boomerang with nonpayment throughout that pause, resulting in further delinquency and a shocking impact on the credit score. Maybe if reporting is halted with only one bureau, the impact won’t be as big if the other reporting agencies are staying up to date.

If banks choose to pause negative reporting, it’s critical they inform their contracted credit agencies. The agency will want to know what you’re doing, why you’re doing it, and your exit strategy. This decision comes with countless short and long-term operational issues to settle up front, and your legal and compliance teams must be part of that process. At a minimum, you should confirm that your bureaus can accurately process a windfall of files when you relaunch reporting.

## **How to help customers navigate COVID-19**

Let’s go back to the idea that credit bureau reporting was designed to support consumers in their borrowing journeys. How banks support consumers struggling financially during this pandemic should align with that intent. That makes empathetic and clear customer service your most valuable tool in the moment.

An important component of the [Coronavirus Aid, Relief, and Economic Security (CARES) Act](https://home.treasury.gov/policy-issues/cares) allows for banks to [offer consumers accommodations](https://home.treasury.gov/policy-issues/consumer-policy/personal-finance-and-consumer-protection-steps-for-quicker-financial-relief) and keep reporting their account as current. Common short-term loan modifications include deferment of payment, forbearance (delaying a foreclosure), skipping a payment or an interest waiver.

Accommodations come with deadlines, and that’s when negative reporting occurs if consumers aren’t current. The downside is that customers don’t always remember, say, when a two-month agreement to skip payments has ended. They expect you will continue to report their account as current. If financial hardships from COVID-19 continue for months longer, many will think that accommodation will continue as well. This is a critical customer service touchpoint. A best practice would be to remind customers the accommodation will be ending and normal payments should resume to maintain current reporting.

A temporary suppression on credit reporting is another avenue, but that puts other lenders at a disadvantage. They rely on credit scores in reviewing loan applications, and suppression could be a very risky decision.

The lost customers are those in the minimal delinquency stage and don’t qualify for assistance. One option to consider is a short-term suppression in reporting, but know these consumers have a lower likelihood to pay – and make sure they understand to be prepared for what might happen if they don’t continue to pay. You want to provide financial education and room to improve their history.

Engage with these customers who are on the bubble and ask smart questions. Is there a way they could get at least one account paid up so that you qualify for loan-assistance programs? If you can only pay a minimal amount, where can you be most successful and have the biggest impact? Ask them why they don’t qualify – you might discover one late fee that the customer doesn’t know about.

Banks will serve their customers best by helping them figure out those answers – before they find out their credit score has hit the bottom.

What resources and services are your bank or lending organization providing to customers facing financial hardship during this pandemic? Don’t hesitate to reach out with questions about our approach or additional suggestions.

- Share This Post
- [mailto:?subject=Spinnaker%20Consulting:%20Effective%20Ways%20to%20Help%20Customers%20with%20Credit%20During%20COVID-19&body=Here%20are%20some%20insights%20from%20Spinnaker%20Consulting%20I%20think%20you%20should%20check%20out:%20https://www.spinnakerconsultinggroup.com/insights/blog/navigating-covid-credit-reporting](mailto:?subject=Spinnaker%20Consulting:%20Effective%20Ways%20to%20Help%20Customers%20with%20Credit%20During%20COVID-19&body=Here%20are%20some%20insights%20from%20Spinnaker%20Consulting%20I%20think%20you%20should%20check%20out:%20https://www.spinnakerconsultinggroup.com/insights/blog/navigating-covid-credit-reporting)
- <https://www.linkedin.com/sharing/share-offsite/?url=https://www.spinnakerconsultinggroup.com/insights/blog/navigating-covid-credit-reporting>

## Related Articles

### [Overcome Your Roadblocks to an Effective Internal Controls System Nov 10, 2025 Vocabulary.com defines a roadblock, literally speaking, as a barricade or obstruction that's meant to block traffic. Webster defines a roadblock, figuratively speaking, as something that blocks progress or prevents accomplishment of an objective. Just like physical roadblocks in the road, there are roadblocks within the internal controls space that prevent companies from operating at an optimal state. Many companies are challenged when it comes to implementing an effective internal control framework. Internal control roadblocks include, but are not limited to human factors, resource limitations, and technological barriers. When you encounter a roadblock in the street, you must acknowledge that it’s there, so you are able to determine your next steps. Do you want to choose another route, or practice patience until the traffic resumes to normal flow? In the internal control space, you must acknowledge the roadblocks by assessing your organization to identify the appropriate measures to combat the deterrence. Here are a few examples: Policies and Procedure Documentation / Training Roadblock: Limited resources; time-consuming documentation; reliance on seasoned staff knowledge Navigating the roadblock: Set dedicated time blocks to formalize knowledge through documentation. Use "lunch and learns" or targeted methods for training. Cross train to retain knowledge and reduce reliance on key individuals (knowledge leakage). Seasoned employees can always leave the organization along with their knowledge. Memorializing policies and procedures ensure knowledge is captured and retained for employees to adhere to. Cross training is also an effective solution as it increases knowledge within the organization by allowing multiple employees to perform the same role, decreasing key dependencies. Infrequent standardized training with a heavy reliance upon disseminated emailed communication assumes consistent comprehension amongst employees. When employees interpret messages differently, there is inconsistent application which increases exposure. Structured training standardizes the message and provides clarifying points to decrease confusion. When time is an issue, many organizations utilize ideas like lunch and learns to facilitate training. This allots time for instruction while simultaneously giving employees time for lunch. Ultimately, time is a warranted investment to ensure employees understand the processes, internal controls, risks, regulations, etc. As a result, employees are better equipped to execute their responsibilities. Leadership’s Competing Initiatives and Reports Roadblock: Leadership is overwhelmed by too many competing initiatives and excessive reporting Navigating the roadblock: Regularly assess and prioritize oversight tasks. Use a reporting matrix to identify and focus leadership review on key, high-risk reports. Independent oversight is necessary to eliminate the pitfall of self-assessment. As leaders, there are always competing initiatives. Leaders should continually assess all initiatives against strategic goals and regulatory requirements to identify priorities and allocate necessary resources. For report reviews, the reporting matrix streamlines reporting by identifying all reports, the frequency of each report, the objective of each report, and impacts such as strategic objectives or compliance. The utilization of this matrix helps to prioritize reviews and decrease the weight of feeling overwhelmed. Bonus Structure Roadblock: Incentive pay is tied to the completion of tasks Navigating the roadblock: Tie Pay to Control Effectiveness. Link bonuses to Key Performance Indicators (KPIs) or Key Risk Indicators (KRIs) (e.g., zero material audit findings, high Internal Control Self-Assessment scores) Bonuses tied to the completion of tasks encourage leadership to focus on executing the task to check the box versus completing the task adequately. When bonuses are tied to overall outcomes, there is a level of assurance that oversight activities are prioritized, shortcuts are not encouraged, and quality is prioritized. In addition, leadership should regularly monitor KPIs/KRIs to ensure they adequately cover current regulations, risks, and controls to ensure oversight is completed with comprehensive metrics. Utilization of Governance, Risk, and Compliance (GRC) Platforms Roadblock: GRC platforms are too expensive and complex; difficulty linking with existing technology. Navigating the roadblock: Secure Buy-in with a Return on Investment Focus. Collaborate with leadership to promote the value of a GRC platform as a centralized, cost-saving, and efficiency-enhancing system. Secure a project champion and involve stakeholders early in the procurement cycle to reduce resistance. Although there are costs and implementation tasks associated with a GRC platform, it is a centralized platform to ensure cohesiveness between governance, risk management, and compliance that ultimately saves money and time while providing job efficiency. It allows companies to have a more holistic view of the organization promoting improved decisions to meet strategic objectives, so it is worth the investment of time and money. When leadership understands the benefits of the platform and can conclude they outweigh the costs, it is more apt to align with the decision to proceed with a GRC platform. To ease the fear associated with adapting a new platform, companies should ensure designated leaders are included in ongoing sessions of the procurement cycle. Companies should ensure a solid working relationship is maintained with the vendor for ease of use and troubleshooting assistance. In addition to leadership buy-in, it is important to collaborate with the line of business pre-implementation and post implementation to ensure proper data is utilized and not compromised. Leadership buy-in ultimately aids in promoting the idea that jobs are enhanced with the adaptation of GRC platforms to decrease the level of resistance. Roadblocks can be a headache, but similar to navigation apps that help us navigate street detours, internal control roadblocks can be navigated as well to ultimately achieve the goal of an effective internal control framework. It is important to navigate internal control roadblocks by properly identifying the barriers, determining the appropriate solution, communicating the importance of internal controls and creating a culture that is receptive and adaptable to the work needed to support controls in an ever-changing business environment. Why Partner With Spinnaker We’re a boutique team of seasoned banking professionals, each with over a decade of hands-on experience in regulatory compliance, risk management, and analytics. As former operators, risk leaders, and strategists, we’ve led through recessions, regulatory shifts, and digital transformations. We know what works because we've done the work. Our approach is FAST, FLEXIBLE, and TAILORED TO YOUR NEEDS. We partner with banks across the U.S. to: Assess and enhance internal control structures Map controls to Risk, Processes, Regulatory Requirements, and Testing Conduct independent control reviews and risk- based walkthroughs Identify automation opportunities Facilitate training in internal controls Support internal audit and exam preparation Provide fractional risk and compliance leadership Provide staff augmentation to perform control activities Whether you’re looking for a one-time assessment or a long-term partner. We help you take control of what matters most. Let’s shore up your internal controls together -> Learn More about Spinnaker's Approach to Shoring Up Internal Controls Customer Channels & Operations Management, Risk Management & Regulatory Compliance, Internal Controls, Automation 4 minute read](https://www.spinnakerconsultinggroup.com/insights/blog/overcome-your-roadblocks-to-an-effective-internal-controls-system)

### [A New Strain of Credit Storm: Consumer Lending at Risk Mar 27, 2020 Normally, we don’t get confirmation from the National Bureau of Economic Research on whether we’ve hit a recession until long after its start. Whether that confirmation comes sooner during the COVID-19 crisis is beside the point – many experts agree that as of March 2020 we’ve entered a recession. Data & Analytics, Risk Management & Regulatory Compliance 4 minute read](https://www.spinnakerconsultinggroup.com/insights/blog/credit_lending_at_risk)

### [Automated Testing Allows Banks to Cover More Risk More Effectively May 13, 2021 A decade ago, banks expected regulators to arrive for scheduled routine examinations, where they would conduct external testing and point out any problems they uncovered. But as we look at today’s regulatory landscape, the scenario has flipped. Across the industry today, regulators increasingly expect banks to have robust risk management frameworks to proactively catch and resolve issues before anyone else identifies problems – and especially before any customer impact occurs. Risk Management & Regulatory Compliance, Risk Management, Artificial Intelligence, RegTech 6 minute read](https://www.spinnakerconsultinggroup.com/insights/blog/testing_automation)

- Let's **Talk**
- [804.510.0768](tel:804.510.0768)
- [info@spinnakerconsultinggroup.com](mailto:info@spinnakerconsultinggroup.com)

- [mailto:info@spinnakerconsultinggroup.com](mailto:info@spinnakerconsultinggroup.com)
- <https://www.linkedin.com/company/2876732>

#### Subscribe To Our Blog

Like how we think? Subscribe to have our articles delivered direct to your inbox each month.

**Headquarters:** [8000 Franklin Farms Drive, Suite 100, Richmond, VA 23229](https://www.google.com/maps?ll=37.60197,-77.545775&z=17&t=m&hl=en&gl=US&mapclient=embed&cid=10375661570052893047)

 ©2026 Spinnaker Consulting Group. All rights reserved.

- [Privacy Policy](https://www.spinnakerconsultinggroup.com/privacy-policy)

![](https://px.ads.linkedin.com/collect/?pid=552770&fmt=gif)