Board and Governance Assessement & Consulting
Future proof your board for strategic success
The role of the credit union board of directors has significantly increased in complexity in recent years. Today’s directors face an increasingly competitive and risk-heavy environment, requiring tough strategic decisions. In a time where more oversight is needed, it seems excess time and attention is given to compliance and operational issues rather than strategic developments. As the only group of stakeholders tasked with long-term member advocacy and its performance, it’s essential that boards operate under a strong governance framework that evolves with the demands of today and tomorrow.
Like any high-performing team, the board must take the time to step back and objectively evaluate its role and capabilities as they relate to the overall success of the organization they serve. Having a comprehensive and sweeping analysis of the structure, processes, performance and culture necessary for your credit union to carry out its fiduciary responsibilities most effectively is critical to your success.
Leverage industry experience, best practices and lessons learned to optimize performance
Through a customized and vetted approach, Rochdale’s team of risk management experts lead the analysis of your organization, and work with you to create a roadmap for continuous improvement. The assessments used are not about finding fault, but rather provide a view between today’s practices and those which will best carry the organization forward. Not every best practice is right for a given entity. The adoption of new practices must be considerate of the culture and goals.
Typical governance assessments include the following items
(this list may be customized based on discussions and specific needs of each credit union:)
- Benchmarking
- Best practices
- Governance challenges & Gaps
- Bylaws, polices and procedures
- Structural, officers and committees
- Roles and responsibilities of the Board
- Board engagement and level of appropriate detail
- Interaction with executive management
- Board focus, time commitment and meetings
- Board culture
