Registration will begin Wednesday morning at 7:30 a.m. Class will be in session Wednesday and Thursday from 8:00 a.m. until approximately 4:00 p.m., and Friday from 8:00 a.m. until Noon. Your registration fee includes all educational sessions and materials; breakfast Wednesday, Thursday and Friday; refreshment breaks Wednesday, Thursday and Friday (morning only); and lunch Wednesday and Thursday.
The seminar will help answer the oft-repeated questions from board members:
To what extent should we be involved in designing the future of our institution?
How can we be effective at developing strategy without attempting to MANAGE the day-to-day business of the credit union?
The objectives of the seminar include:
Helping boards achieve a standard of governance that meets or exceeds regulatory requirements AND best-practices in the for-profit sector.
Ensuring that governance optimizes the skills and time commitment of individual directors.
Encouraging active, knowledgeable participation from all board members while discouraging the micro-management of their credit union.
Instilling a recognition that although we must always comply with prevailing regulations we must move away from a COMPLIANCE CULTURE to a COMMITMENT CULTURE
Accepting that governance is LEADERSHIP and leading means going forward (even towards an uncertain future)
Understanding that management is a leadership role and governance is a leadership role; BUT GOVERNANCE IS NOT MANAGEMENT
The dramatic shifts in market needs and consumer behaviors are changing the nature of the credit union business model and board members ignore these complex changes at enormous risk to the institution they govern.
Strategy development is about ideas and opportunities and not budgetary planning, tactical planning and arbitrary “goals”. Financial planning and numeric goals are guaranteed to generate tactical solutions rather than strategic change.
Strategic leadership is not just a right but a legal and regulatory duty of directors – a responsibility that cannot be avoided.
Directors attending this seminar should be prepared to stimulate discussion with their full board and executive leadership teams on the challenging topics that are addressed during the sessions.
Directors must be willing to ensure that professional, effective strategy-development processes are put in place to consider the difficult questions about how their credit union can remain relevant in the evolving financial services environment.
Directors should be committed to improving their own individual strategic thinking skills and to recognizing the need to step back from the day-to-day tactical minutiae to focus on the factors that will impact ongoing viability.