Learning Plans

Use the learning plans below to increase board knowledge. Each plan will direct you to relevant videos, articles and whitepapers developed by subject matter experts. Use the plans’ end-of-session questions to help spur board meeting discussions.

CEO Compensation

Learning Objectives:

  • Evaluate your role in hiring and retaining your next CEO.
  • Assess the value of custom-fit executive benefits
  • Review the trends in compensation for credit union executives
  • Assess which intrinsic and extrinsic rewards will best attract your next CEO.
  • Review how your current compensation philosophy supports CEO retention.
CEO Performance Evaluation

Learning Objectives:

  • Describe the steps involved in the CEO appraisal process.
  • Define the board’s role in the CEO appraisal process.
  • Recognize how goal-setting fits into the performance management process.
  • Identify the differences between an ongoing appraisal process that focuses on progress toward goals and mid-course corrections and a simple end-of-year review.
Board Meeting Management

Learning Objectives:

  • Explain how board meeting effectiveness can impact board performance.
  • Describe several examples for improving board productivity.
  • Recognize how creating better structure before, during and after meetings can help the board be more productive.
Revitalizing Your Board

Learning Objectives:

  • Understand the important balance of continuity and rejuvenation for your board.
  • Evaluate and consider improving your credit union’s board renewal process.
  • Assess and develop criteria for new director qualifications and develop a plan to recruit new director candidates.
  • Determine the advantages and disadvantages of term limits to your credit union.
CEO Transition

Learning Objectives:

  • Describe the steps the board must take when considering the hire of the credit union’s next chief executive officer.
  • Identify the CEO leadership competencies the board considers necessary to successfully operate your credit union.
  • Describe the importance of negotiating a written contract with a new CEO as a standard step in the transition process.
Introduction to Fiduciary Duties

Learning Objectives:

  • Describe the fiduciary role of the board and how fiduciary responsibilities apply to specific functions in the credit union.
  • List the nine specific responsibilities of the board.
  • Name common traps that hinder effectively meeting fiduciary responsibility.
  • Describe the key risk management functions of the board of directors.
Introduction to Advocacy

Learning Objectives:

  • Recognize the advantages of applying time and resources to credit union advocacy efforts.
  • Identify the keys to effective advocacy.
  • Identify the steps involved in preparing to meet with an elected official.
  • Learn about the value of advocating for credit unions and how to prepare for testimony
Introduction to Committees

Learning Objectives:

  • Recognize the advantages a committee structure provides to the board of directors.
  • Describe the key functions and structural components of a committee.
  • Identify various types of committees and understand their purpose, including the nominating committee and governance committee, as well as the specific requirements related to the supervisory committee.
  • Discuss the value each type of committee brings to the board and the credit union.
  • Define the relationship between the board and the committees.
Introduction to Risk Management

Learning Objectives:

  • Explain the importance of taking reasonable risk to achieve reasonable return.
  • Provide reasons why avoiding risk can cause harm to your credit union.
  • Differentiate and explain the three separate approaches to risk management.
  • Explain the steps involved in managing risk/conducting a risk analysis, including what is involved in identification, assessment and mitigation.
  • Describe the role of the board in the ongoing risk management process.
  • List the various reports board members receive that allow you to track how well risks are managed within the organization.
Introduction to Credit Union Financials

Learning Objectives:

  • Read and understand a credit union balance sheet.
  • Read and understand a credit union income statement.
  • List critical financial ratios and indicators the board monitors to evaluate credit union performance and be prepared to ask substantive questions of management when appropriate.
  • Describe the role of the board in developing and monitoring key performance indicators.
  • Outline the processes your board uses to integrate financial information into its strategic planning process.
Introduction to CEO Relations

Learning Objectives:

  • Identify key strategies to ensure a productive CEO/board working relationship.
  • Discuss the role of succession planning and leadership development in ensuring that the board can respond promptly to replace the CEO in the event of unexpected circumstances.
  • Discuss the benefits of an effective CEO performance assessment process.
Introduction to Strategy

Learning Objectives:

  • Define the role of the board in the strategic planning process.
  • Explain why strategic planning should be considered an ongoing, integrated process.
  • Describe the issues the board must consider in thinking strategically to establish the credit union’s mission, vision, and values.
  • Discuss techniques and governance practices involved in maintaining the strategic focus needed to achieve long-term strategic success.
Introduction to Governance

Learning Objectives:

  • Understand the definition of board governance and have a clear understanding of where the board's authority comes from.
  • Understand the nature of board work and how that work is addressed at your credit union.
  • Recognize the value of assessing your board governance.
  • Define board authority and accountability, as well as issues that can undermine board accountability.
Essential Resources for Today’s Board Chair

Learning Objectives:

  • Understand the responsibilities of the board chair to foster a strong board culture.
  • Assess and develop criteria for board chair effectiveness.
  • Evaluate and consider improving meeting facilitation.
  • Recognize the value of each board members strengths in helping achieve goals.