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Log In Home About Services Grant Opportunities Policy Shop Resources Contact More We're Focused on Small Credit Unions with Big Missions. Quantum Governance, L3C is furthering its mission to serve the financial cooperative movement with a special focus on small credit unions: those with assets <$250M. For more than a decade, Quantum Governance, L3C has offered governance and strategy assessments, consulting, facilitation and education services to hundreds of credit unions in the United States and Canada. While we have proudly served more than a third of the credit unions whose assets are $1B+, we recognize that small credit unions have important governance and strategy needs, too, and those needs must be met if small credit unions are to thrive into the future. As a mission-driven, low-profit firm dedicated to the public good, we believe Quantum Governance, L3C is uniquely positioned to give small credit unions the support, knowledge and resources they need to continue serving their members and fulfilling their missions with excellence. Quantum Governance provides a structured approach to serving small credit unions with three tiers of services to meet your unique needs. 01 Governance Check-Up The Governance Check-Up includes three main components, the: 1) Governance Survey; 2) Governance Survey Report; and 3) Governance Policy Package. This level provides your credit union with a high-level “check-up” on key governance markers for $3,750. Survey Report Policies The Governance Survey Quantum Governance, L3C has spent more than a decade developing, testing and fine-tuning its Governance Survey that provides unparalleled insights into six key areas: 1) Vision, Mission & Strategy; 2) Bylaws & Board Policies; 3) Board Structure & Composition; 4) Fiduciary Oversight; 5) Governance & Leadership; and 6) Supervisory/Audit Committee. The survey is a turnkey, online tool gathering both quantitative and qualitative data through a series of multiple choice and narrative questions. The Governance Survey Report After members of your leadership complete the online assessment, Quantum Governance, L3C will prepare and deliver a Governance Survey Report that includes the aggregated data for each survey section and four summary charts, including comparisons to your credit union’s peer group. The Governance Policy Package Quantum Governance, L3C has developed an extensive library of policies designed to ensure that credit unions have the most contemporary tools in their pursuit of governance excellence. Credit unions choosing the Governance Check-Up will receive 9 customizable policy templates, each valued at $100. Interviews Report Consulting Workshops Governance Interviews Our consultants will conduct up to three individual interviews (Board Chair, Governance Committee Chair, if applicable, and CEO) to inform the Executive Report. Executive Report Our consultants will develop an Executive Report that graphically presents your survey results with top-line analysis and recommendations for how your credit union can strengthen its governance practices for future success. One-Hour Virtual Consulting Your Quantum Governance, L3C Lead Consultant will conduct a virtual meeting with the Board Chair and CEO (with the Governance Committee Chair as an optional participant) to discuss the analysis and findings and recommendations set forth in the Executive Report. Additionally, we will collaborate with you to build agendas for the two, 2-hour virtual governance workshops. Two 2-hour Governance Workshops Your Quantum Governance, L3C Lead Consultant will host two engaging and interactive workshops (2-hours each) for your credit union’s leadership. During the first workshop, our consultant will facilitate discussions around the Executive Report’s key findings and relevant governance best practices. The second workshop will be customized to suit your credit union’s needs and may touch on topics such as Board succession planning, developing Board strategic focus, building a constructive partnership between the Board and CEO and more. 02 Governance Skill Building Governance Skill Building includes all of the elements from the Governance Check-Up (details above) in addition to a more detailed Executive Report, two 2-hour governance workshops and preparatory time, including individual interviews with your Board Chair, Governance Committee Chair, if applicable, and CEO and a 1-hour consulting call to prepare. The fee for this level of consulting is $10,000. 03 Governance Evolution Governance Evolution includes all the elements from the Governance Check-Up and the Governance Skill Building, in addition to the facilitated development and delivery of a Governance Action Plan with three hours of implementation support from Quantum Governance, L3C. This fee for this level, with all of the deliverables and benefits, is $15,000. Workshop Governance Action Plan Consulting Governance Action Planning Workshop Your Lead Consultant will host a virtual planning session where it all comes together. Informed by the Executive Report and two Governance Workshops, Quantum Governance, L3C will take your credit union’s leadership through a tightly facilitated process to select, evaluate and prioritize what is most important to your credit union’s governance evolution - all with an eye toward creating a Governance Action Plan Governance Action Plan Quantum Governance, L3C will digest and synthesize discussions from the Governance Action Planning Workshop and submit to the credit union a draft Governance Action Plan which provides a clear roadmap on the steps to take to evolve your credit union’s governance system, practices and culture to the next level of excellence. Action Planning Follow-Up and Additional Consulting Quantum Governance, L3C will present the Governance Action Plan to the Board Chair, Governance Committee Chair (optional) and CEO in a one-hour virtual consulting session to begin institutionalizing the Governance Action Plan. Your credit union’s leadership may utilize two additional hours of Quantum Governance, L3C’s consulting expertise towards executing your credit union’s Governance Action Plan. Myth #1 "We don’t have the time or budget to work on our governance .” We’ve scaled our services to ensure credit unions with smaller budgets can evolve their governance practices and culture to keep up with the financial cooperative’s evolution and be a strong partner to their executive leadership. Our small credit union governance services start at $3,750. About Quantum Governance, L3C Our vision is Exceptional Leadership for Mission-Driven Organizations. Quantum Governance is an L3C, a low-profit, limited-liability firm dedicated to the public good. We are a team of experts in the fields of governance and strategy designed to help credit unions realize the full potential of their cooperative missions. Our team provides assessment, consulting, planning, facilitation and implementation services to credit unions of all sizes. Founded over a decade ago, our mission is to partner with mission-driven leaders to enhance governance and strategy effectiveness for exceptional outcomes. For more information on our services for small credit unions with big missions, contact Quantum Governance’s Chief Marketing Officer Gisele Manole at gisele@quantumgovernance.net . Home About Services Grant Opportunities Policy Shop Resources Contact CONTACT US First name Last name Email Write a message Submit Thank you for contacting us! SOCIALS CALL US 603.513.2852 MAILING P.O. Box 204 Henniker, NH 0324 2 ©2023 by Quantum Governance, L3C. All rights reserved.

Now Accepting Governance Grant Applications... The Second Annual Michael G. Daigneault Excellence in Governance Grant Application window is open May 4 - June 30, 2026. Learn more. NEWS: Quantum Governance Joins Callahan & Associates to Advance Credit Union Governance. Press Release Governance Grow Your Vision Welcome visitors to your site with a short, engaging introduction. Double click to edit and add your own text. We've Launched New Services to Meet the Needs of Smaller Credit Unions. Our Vision is Exceptional Leadership for Mission-Driven Organizations. Learn More Credit Union News Nonprofit News

Paul Dionne VP of Strategy & Lead Consultant Paul is a results-driven leader with a record of successfully promoting and nurturing innovation, growth and impact in a variety of contexts. With academic, global, and practical experience in governance, organizational transformation, and cultural anthropology, Paul brings a wealth of strategic thinking, research, facilitation and activation skills to his clients. Prior to joining Quantum, Paul served as Research Director at Filene Research Institute where he guided research design, execution, analysis, and the translation of findings into actionable insights. Paul helped conduct research, surface core findings and develop compelling content that supported organizational growth and transformation. Paul led the creation and delivery of research reports, keynote speeches, webinars, and closed-door engagements supporting credit union strategy; innovation; member experience; cultural alignment; operations; digital transformation; financial inclusion; and the future of financial services. Paul also served at Beloit College as their Associate Director of Student Success, Equity, and Inclusion. In this and other roles at Beloit College, he supported the development and implementation of institution-wide strategic initiatives, government and foundation relations, sponsored research, and equity & inclusion programs. Paul believes in giving back to his community and currently volunteers as Board Secretary for Rock Valley Credit Union . Paul received an M.B.A. from the University of Wisconsin-Madison. He pursued graduate studies in cultural anthropology at the University of North Carolina at Chapel Hill with a research focus on international development, nonprofit governance, and agricultural cooperatives in Indonesia. He received his B.A. from Middlebury College. Originally from Canada, Paul now lives in Wisconsin and cooks poutine at home for his family. Back

Meet Our Team Jennie Boden Managing Principal & Lead Consultant Read More Paul Dionne VP of Strategy & Lead Consultant Read More Shannon Zayas VP of Operations & Senior Consultant Read More Gisèle Manole VP of Marketing & Senior Consultant Read More Arlene Reuss Governance Administrator Read More

Gisèle Manole VP of Marketing & Senior Consultant Gisele’s work with credit union and nonprofit clients, and as a liaison to Quantum Governance’s strategic partners, leverages her 25 years of creative marketing, public relations and communications experience. Gisele is second chair on many client engagements and develops connections between clients, our team and the services we provide to further the firm’s mission. Gisèle has written articles on governance and leadership, communications and cultural dynamics for CU management and Advancing Women. Prior to her work with Quantum, Gisèle was the Senior Manager of Integrated Marketing for InStyle Magazine, developing large-scale, multi-media advertising and public relations campaigns for high-profile international brands. Gisèle’s early career included management positions with Condé Nast Publications, Hearst Corporation and Reader’s Digest Association, developing multi-platform programs that capitalized on the invention of social media and digital innovations partnering advertisers with beloved publications including SELF, Cosmopolitan, CosmoGIRL!, Gourmet and Every Day with Rachael Ray. Gisèle graduated from Villanova University in 1999 with a B.A. in English Literature and Political Science, and lives in North Carolina with her family. Back

Jennie Boden Managing Principal & Lead Consultant Jennie brings more than 30 years of experience in governance, strategy, leadership, and development to the field. Jennie leads a team of consultants, topical specialists and other experts to meet the governance and strategic needs of the firm’s clients. For nearly a decade, Jennie has been the catalyst for developing countless tools, products and services, as well as alliances with the firm’s strategic partners. Jennie has led complex governance and strategic planning engagements with boards and executives at organizations as varied as CUES, CUNA, Hudson Valley Credit Union, Redwood Credit Union, Rivermark Community Credit Union, Washington State Employees Credit Union, Camphill Village, the Center for Arms Control and Non-Proliferation, Con Edison, the Friends of the National Arboretum, the Gerontological Society of America, Morgan Stanley, Queens County Farm, the Tipping Point Community and so many more. She is widely published in CU Management, and she authors regular columns for Governance Matters and Advancing Women. Jennie served as Executive Director of the Maryland Coalition Against Sexual Assault (MCASA) and as Vice President of First Candle’s National Campaign for Cribs funded with a $3 million grant by the Bill & Melinda Gates Foundation. The organization generated more than $23 million in revenue during her tenure. Jennie has held a director-level position at the National Mental Health Association, overseeing $3.5 million in corporate contributions and started her career as the Director of External Relations for the Ethics Resource Center in Washington D.C. Jennie earned a B.A. from the University of California at Berkeley and lives in New Hampshire with her family. Back

Shannon Zayas VP of Operations & Senior Consultant Shannon is the hub of the wheel and the key interface between Quantum Governance’s team and all clients. Shannon is a focused, thoughtful and disciplined leader who oversees many of the operational functions of running the firm from fielding studies to staffing and financial oversight. Shannon worked at Achikian Goldsmiths, a regional retailer where she played key roles in sales, marketing, business solutions, research and accounting. She started her career in the Audit and Advisory practice at KPMG, LLP where she assisted and led audits of public companies in the firm’s consumer and industrial business lines out of both the Philadelphia and the St. Louis offices. Shannon graduated from Virginia Tech in 2001 with a B.S. in Finance and in 2004 with an M.S. in Accounting, and lives in Maryland with her family. Back

Arlene Reuss Governance Administrator Arlene is the Governance Administrator for Quantum Governance, L3C. She married a career Marine and through considerable moves throughout the states and Japan, established a career in both the business and volunteer communities. She has earned numerous service accolades from the American Red Cross, Navy Marine Relief Society (budgeting) and Girls Scouts of America. Arlene’s resume includes numerous positions over the years in the areas of Administration and Accounting to include Controller/Assistant General Manager for a multimillion-dollar Floor Mat company. She established new Operations, Finance and Personnel practices that helped to grow the company by 40%. She worked as the Finance & A dministrative Manager for Maryland Coalition Against Sexual Assault (MCASA), where she was key in insuring proper tedious distribution of funds for grants as required by State and Federal government. Arlene worked for Anne Arundel Public Schools, she worked with the Individualized Education Programs and also with HR to insure teacher certifications and background qualifications. One of Arlene’s passions, Field Hockey, turned into a part time advocation as well. She coached for over two decades on the High School Level providing skills and mentorship to hundreds of young ladies. Arlene remains active in the community to include serving on the Board of Trustee’s at her church. Back

Resources Double Your Fun: Tracking Strategic Planning For a Brighter Future Read More Finding Balance in Board Meetings Efficiency vs. Engagement Read More What Key Factor May Be Working Against Your Interest in Raising Board Engagement and Accountability Discover the hidden factor sabotaging your board's engagement and accountability, and learn how to address it effectively. Read More In Search Of The Strategic Board Discover how credit union boards can become agile strategic partners and lead their institutions to future success. Read More Who Needs A Shadow Board? Add younger employees and members directly to your C-suite and board to benefit from their skills and knowledge today. Read More The Need for Evolution: One of Today’s Central Governance Challenges If your credit union has grown have you re-considered the balance of authority between your board and CEO? Read More Hope for Gen Z Comes in the Shape of Credit Unions Generation Z has the potential to be the greatest credit union generation, so why are so many credit unions struggling to get their attention? Read More Make Your Voice Heard Speaking up can be scary, especially if you’re the only woman in the room, but it’s important to call attention to problematic behavior in the workplace. Read More Gender Equity In The Boardroom: We're Not Done Yet Boards still have work to do to support their female directors and wider DEI&B efforts. Read More Leadership Matters: Choosing Humility Acknowledge your power in the workplace and strive to have open and humble conversations that encourage other voices to be heard. Read More Dealing with Divisive Directors Honor the principle of democratic member control even when you need to remove a board member. Read More Does A Divided Vote Make You A Divided Board? A divided vote makes you a human board. And it’s what you do afterward that matters most. Read More A Cautionary Tale of Risk Management in This Time of Bank Failures Defining roles and responsibilities and continuing education help ensure appropriate coverage. Read More Know When It’s Time To Go Holding onto your board position may be best for you, but what’s best for your credit union? Read More The Sophisticated Art of Ensuring Your Board Grows Alongside Your Credit Union Four areas to focus on. Read More Is Your Organizational Success An Accident? New study suggests where to look for the answer. Read More Defining Consensus 'Five finger consensus' allows all directors to weigh in on key decisions. Read More On Being the Female Chair Leading a Predominately Male Board Two female board leaders share their experiences and advice for promoting good governance—especially, but not only, as representatives of a minority demographic. Read More How Using a Recruiter Can Boost Board Succession Planning Efforts Approaching director searches like executive searches can produce great results. Read More More Listening, Less Mansplaining In the boardroom and everywhere, it's important to hear all voices. Read More The Playground Bully Grows Up Who are the workplace bullies, and what can we do about them? Read More A Continuously Bigger and Better Box Like a nautilus, Hudson Valley Credit Union’s board evolves beautifully into its next stage of governance. Read More Hudson Valley Credit Union’s Call for Board Candidates Refresh As part of its board recruitment renewal project, Hudson Valley CU developed a call for candidates that outlined specific attributes that matched its changing governance needs and values. Read More Key Outcomes And Lessons Learned From A Board Renewal Effort An analysis of Hudson Valley CU’s work to revise key governance processes. Read More Why Directors Are Chess Pieces, Not Checkers Every director should be ‘chair material’—even if they wouldn’t make a good chair. Read More Mentoring … Because If We Don’t, Who Will? Supporting other women as they advance is important. Read More Are Women Better Leaders? They are when they act with humility, self-awareness, self-control, moral sensitivity and kindness. Read More Serving Members’ Best Interests Benefits From A Constructive Partnership When directors, supervisory committee members and executives collaborate effectively, members benefit. Read More Parity In The Boardroom Takes Patience, Planning And Process But putting in the effort can definitely make a difference. Read More Building Your Associate Board Member Program, From The Philosophy Up The groundwork for success includes commitment from the start. Read More Women In Football, Politics And Credit Union Boardrooms It’s important to prioritize and value diversity. Read More Transitions of Power A perfect time to re-evaluate your organization and its direction is when a key leadership shift is on the horizon. Read More Reimagining Your Board Meetings To make your gatherings more effective and engaging, first look at the real reasons boards meet. Read More RIP RBG: The Thin, Strong String That Ties Women Together Our foremothers paved the way for us; now we pave the way for the women now coming of age. Read More Taking Action On Credit Unions’ No. 1 Director Recruitment Priority: Diversity. The credit union and women’s movements are clearly doing something right. But we still have a long way to go. Read More Some New Remote 'Norms' Are Here To Stay Five tips for a successful pivot to virtual board meetings Read More Weaving a Single Garment of Destiny The key threads include equity, diversity and inclusion. All three are needed for the best leadership and governance for your credit union. Read More Embracing our New (Virtual) Reality The new virtual reality is changing the way we do business. Read More Governance Committee – If You Don’t Have One, Get One! Governance Committees can help ensure boards are running smoothly. Read More Into the COVID-19 Fire to Make Things Better for Members and Staff A strong alignment of the CEO, senior leaders and the board enabled early, effective action. Read More The State Of Credit Union Governance 2020: A Summary Read More Did You Dust Off Your Old Pandemic Plan? Key ideas about response oversight and future strategy Read More The Importance Of A Truly Independent Supervisory Committee If you’re shifting to an ‘audit’ committee instead, be careful not to sacrifice independent oversight at the altar of efficiency. Read More The Concept of ‘Constructive Partnership’ Collaboration, more than control, fuels today’s high-performing boards. Read More Coming Together for the Common Good Consider multiple perspectives and build consensus— not unanimity—to ensure your CU is making good decisions. Read More An Antidote For Shifting Sands Your strategic planning process is as important as the plan and should be ongoing. Read More Being Chair Is More Challenging Than You Think In addition to playing an important role in managing the CEO, the chairman also plays a key role in managing the board itself. Read More Board Liaisons Direct Directors and Staff Toward Good Governance Generally keeping things organized and on track is no small feat—and it’s an important one. Read More The Board And The CEO Should Play Doubles Tennis The constructive partnership between directors and the chief executive is a lot like teammates on one side of the court. Read More Balancing Impartiality With Voting A best practice for chairs is to help the board look at the big picture while still having a specific opinion. Read More Advice from My Hero Six key responsibilities of every board, gleaned from my conversation with world-renowned expert Ram Charan. Read More What to Do When Communication Styles Clash: Embrace It Building a culture of inclusivity helps ensure each voice on your board is heard. Read More Effective Communications in the Board Room Key Findings for Communication Read More Many Board Problems Boil Down to Communications Challenges Directors need to ask good, hard questions—to ‘trust but verify’ in a respectful and professional manner—all toward the good of the credit union. Read More Two Of The Five Top Questions Board Chairs Have 1. Should chairs vote? 2. What’s the best way to ask a director to move on? Read More A New Credit Union Model with Classic Principles Focuses on Social Purpose Reclaim the ‘why’ of credit unions by deeply embedding social purpose in all your activities. Read More Get Your House in Order—Now, If Need Be There is no ‘wrong’ time to deal with fundamental governance issues. Read More Closing the Board/Management Trust Gap 5 ways to unite staff and volunteers for good governance Read More Millennials Are Many Things, Including Your Future Board Leaders Getting to know them can aid your recruiting. Read More Tell Me Something I Don’t Know: What You Need to Know About Assessments Solid financials aren’t necessarily a sign of a high-performance board. Read More Who's on Your Board Today? Tomorrow? The State of Credit Union Governance, 2018 report finds credit unions are more certain of their current mix of directors than they are about the future composition of their boards. Here’s what this means for board renewal. Read More 5 Data-Driven Recommendations for Governance Success Core Recommendations from a New Report Read More The State of Credit Union Governance, 2018: Six Key Findings Use them to increase your board’s focus and effectiveness. Read More Understanding the Importance of Ethics Principled leadership is a vital part of any cooperative’s DNA. Read More A Case for Reaching Higher Musings on the Federal Reserve’s proposed guidance on supervisory expectation for boards Read More Assessing Staff's Strategic Planning Path The challenge is helping front-line credit union folks see the big picture. Read More Great Things from the Great North Three overarching Canadian principles that can be applied universally Read More Help Your New Chair Move Up Here's what a top board leader needs to know to be successful—and what you need to know to help. Read More ERM Is Everyone's Responsibility 10 steps to take to ensure your leadership is doing all it can to identify and manage risk Read More The Ever-Elusive Millennial Director Tailor your message and medium in recruiting younger board members. Read More Resolutions for a New Year Taking the Opportunity to Make Changes Read More The Benefits of Board Committees Get the most out of them by applying these bright ideas. Read More Moving Beyond The Strategic 'Moment' Incorporate strategic planning and thinking into your routine discourse. Read More A Quality CEO-Board Relationship Fostering A Healthy Balance Read More Un-Cage Your Thinking Good Credit Union Performance Doesn't Equal Good Governance Read More Charting a New Direction The roles of leadership in today’s credit unions are changing; specifically, there’s an important new way to think about key board leaders. Read More The Origin Of Civility Be sure to disagree in an agreeable way. Read More Supporting Healthy Board Rejuvenation A healthy amount of board rejuvenation is important—but not too much and not too fast. Read More Director Onboarding Post-Election 9 steps to take to help new directors serve well Read More Start Onboarding Pre-Election Eight steps supporting new board members' success Read More To Pay or Not To Pay Deciding whether to compensate credit union and CUSO directors is a hard question. Read More Board Size There's no one-size-fits-all answer to how many directors you need. Read More Assess for Success 8 surefire times you need to evaluate your board’s performance Read More A Deep Definition of Governance How does your board use its formal and informal authority for the good of the credit union? Read More Supervisory Committees Function Well, But... Just like CUs and their boards, supervisory committees must change with the times. Read More A Matter of Leadership CUs need to pave a new road to ensure a strong, high-performing board over time. Read More Nine Leadership Challenges The board of the future will need the strength to overcome these. Read More When It Comes to Board Meetings... We can do better. Read More No Higher Calling The challenge of effective CEO evaluation Read More The Learning Board Three key building blocks Read More Creating a 'Wow' Credit Union Board Meeting How to Take Your Meetings to the Next Level Read More 'Quantum' Board Engagement Six questions to help you more fully get your board engaged Read More Board Engagement Needs A Boost Strategies to use in your monthly meetings Read More A Matter of Culture What drives yours? Here are 10 elements to shoot for in your board room. Read More Surfacing Assumptions Knowing what you're assuming can boost board strategic thinking. Read More Fiduciary AND Strategic Thought Needed Finding the right balance between operational oversight and visionary dialogue in your boardroom is worth the struggle. Read More

The Michael G. Daigneault Excellence in Governance Grant The Michael G. Daigneault Excellence in Governance Grant honors our Co-Founder Michael G. Daigneault and his continued commitment to developing exceptional leadership in mission-driven organizations through governance excellence. This grant initiative aims to strengthen the governance effectiveness of nonprofits and credit unions, providing them with the tools and advice they need to drive positive, lasting change throughout their organizations and enhance their impact on the communities they serve. The grant provides one credit union ($250M in assets or less) and one charitable nonprofit (operating budget of less than $5 million annually) with a pro bono Governance Assessment inclusive of the following: a proprietary online governance survey a report comprised of survey data and expert recommendations based on survey results a facilitated workshop for the board and executive leadership resources such as policies, job descriptions, charters and more How to Apply Guidelines Before you apply, take a look at the eligibility requirements and timeline. Funding Guidelines & Timeline Application The application window for the Michael G. Daigneault Excellence in Governance Grant is May 4, 2026 through June 30, 2026. You can start your application, save it and return to complete it at your own pace. Click Here to Apply Today Questions? If you have any questions, please use the form below or email gisele@quantumgovernance.net Contact Us About Michael G. Daigneault Michael brings more than 45 years of governance, strategy and ethics expertise to boards and C-suite executive leadership of nonprofits, credit unions, governmental entities and other organizations of all shapes and sizes. He is credited for developing a proven methodology for assessing governance and strategy, including a proprietary survey tool for a variety of organizational types. Prior to founding Quantum Governance, Michael was a Senior Governance Consultant for BoardSource studying and advising nonprofit board leadership and Director of Advisory Services at DeLeon & Stang, a preeminent business management and accounting firm. Michael was the Founder and President of Ethics, Inc. – a private consulting and training firm specializing in business ethics for the private, nonprofit and public sectors. He also served as President of the Ethics Resource Center (ERC) in Washington D.C. Michael is a three-time graduate of Georgetown University, holding a B.A. in Philosophy from the College and a J.D. and a Master of Law from the Law Center. He was the first person to graduate from the Law Center with a Master of Law with a concentration in Legal Ethics and Professional Responsibility. A lifelong learner, Michael went on to complete the Corporate Governance Training Program at the Columbia Business School in 2021. Statement of Confidentiality: We will keep all information learned in this application process confidential. No information will be disclosed to any third party unless compelled to do so by law or regulation. Notwithstanding the foregoing, we may disclose information to our authorized contractors with an obligation to maintain confidentiality (e.g., Alchemer and data entry personnel) and personnel with a “need to access'' such information in order to review the grant applications.

The Michael G. Daigneault Excellence in Governance Grant We offer specific opportunities for nonprofits and credit unions which require different applications. Prior to completing an application we recommend reviewing the eligibility guidelines below. I am applying for a credit union. I am applying for a nonprofit. Excellence in Governance Grant Guidelines & Timeline (PDF) Statement of Confidentiality: We will keep all information learned in this application process confidential. No information will be disclosed to any third party unless compelled to do so by law or regulation. Notwithstanding the foregoing, we may disclose information to our authorized contractors with an obligation to maintain confidentiality (e.g., Alchemer and data entry personnel) and personnel with a “need to access'' such information in order to review the grant applications.

< Back The Need for Evolution: One of Today’s Central Governance Challenges Jennie Boden Jun 7, 2024 If your credit union has grown have you re-considered the balance of authority between your board and CEO? I spent the morning interviewing another credit union board chair. It’s one of my favorite parts of the job. I always learn something new, and I leave every encounter feeling a little in awe that they candidly share what’s on their minds … and most importantly, how they think their credit union’s governance could be improved. Sometimes our interviewees don’t actually know much about formal governance best practices. At other times, given the long tenure of most credit union directors, I’ll note a resistance to change. But this morning’s interview was different. Yes, the chair was a long-tenured board member—even serving on the credit union’s supervisory committee as a precursor to board service. In fact, their service had started when the credit union’s assets were just about $125 million, and today, they are cresting $2 billion. It’s safe to say that this chair had seen a lot of change during their tenure. When I posed one of our standard questions, “What would success look like for you?” they were clear: “I think that we all need to get on board...What are our jobs as board members now? And what will they be as we continue to grow? Sometimes, we get bogged down in the little things. That might have been okay when we were checking the repo lot, but not anymore. Now, there are just bigger fish to fry.” “I’m sorry,” I interrupted in disbelief. “Were you actually on the board when they were checking the repo lot?” “Yes,” was the short answer. (Well, the supervisory committee to be precise.) And when they checked the teller’s drawer monthly and reported to the board the number of envelopes that they stuffed the previous month. “ We were a lot smaller then,” the chair explained. A lot smaller to be sure. But here they were, still vitally contributing to the life and governance of the credit union and identifying one of the most prevalent governance challenges that we see today: the need for governance evolution. In our State of Credit Union Governance, 2023 , we reported that mid-size (with assets between $500 million-$900 million) credit unions identify their governance as above average, with a score of 3.2. Critically, that same study found that as credit unions’ assets grow, their board members’ sense of governance effectiveness diminishes. Credit unions with assets between $1 billion-$2.99 billion reported only an average score of 2.8 when asked about their governance effectiveness, and the score dropped even more (2.7) for those credit unions with assets of $3 billion or more. So, what’s at play here? As we reported, those mid-sized credit unions are “seemingly sitting in their governance ‘sweet spot,’” with “few prepared for the governance changes that occur at the next level of growth—where the board’s focus shifts in earnest from not only the fiduciary to encompass strategic issues, but also generative questions to ensure continued relevance and efficacy.” But it goes beyond merely the board members’ focus; if your credit union has grown like my interviewee’s, have you re-considered the balance of authority between your board and CEO? Are you still overseeing the compensation and benefits of the senior management team? Have you considered potential, needed changes in your board-level committee structure? While still addressing your fiduciary responsibilities, have you turned the corner to spend more time on where the credit union should go, rather than how things are being done? The good news is that if you haven’t been asking yourselves these questions, it’s not too late, and you are definitely not alone. Take note, however. This is one of today’s most central governance challenges. As you grow, whether from $125 million to $250 million or $750 million to $1.5 billion, ask yourselves this central question: How does the board need to evolve to most effectively govern at this new level? And what are we doing to get there? Previous Next