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Research & Reports Research The State of Credit Union Governance, 2023 This report identifies four governing elements central to measuring good governance and what correlations exist between them. The State of Credit Union Governance, 2023 Download Report Research The State of Credit Union Governance, 2020 This report offers findings from 115 credit unions on Board structure, governance, leadership, strategy and decision-making. The State of Credit Union Governance, 2020 Download Report Research Should Credit Unions Pay Their Directors? This Report explores the state of director compensation and offers considerations when exploring paying board directors. Should Credit Unions Pay Their Directors? Download Report Research The State of Credit Union Governance, 2021 This report examines the impact of COVID-19 and increasing calls for DEI on the credit union community. COVID-19 and DEI: Revolution & Evolution in the Credit Union Community Download Report Research The State of Credit Union Governance, 2018 This report analyzes governance practices at 70 credit unions focusing on Board structure, leadership, fiduciary oversight and strategy. The State of Credit Union Governance, 2018 Download Report White Paper A New Model Based on Classic Principles This white paper presents discussion on a new approach to the credit union cooperative model. A New Model Based on Classic Principles Download Report

Committees Resources 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 Supervisory Committees Function Well, But... Just like CUs and their boards, supervisory committees must change with the times. Read More

How Can We Help You? General Inquiries A member of our team will reach out within 48 hours. Name Email Phone Message We'll respond to your inquiry within 48 hours. Submit Mailing Address 1001 Connecticut Ave, NW 10th Floor Washington, D.C. 20036 Operating Hours Monday-Friday 9:00 am - 5:00 pm ET For Media & Partnership Inquiries Gisele Manole, Chief Marketing Officer gisele@quantumgovernance.net Call Us 800.446.7453

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

Strategic Planning Services Quantum Governance believes in a collaborative and iterative cyclical process between the CEO/Executive Management and the Board in developing a strategic plan for the fulfillment of your organization’s vision and mission. In addition to facilitating the strategic planning process, we can assist you in the following ways: Assessing and Reimagining the Planning Cycle Defining (or redefining) Your Vision, Mission & Values Identifying Strategic Goals & Objectives Contact us to learn more about how we can help you plan for the future of your organization. "An effective strategy drives your organization's mission by identifying what is possible, what is feasible and what is bold." Paul Dionne, Chief Strategy Officer

Resources Governance Learn More Strategy Learn More Research & Reports Learn More The Four Elements of Good Governance Learn More Board Succession, Composition & Renewal Learn More Supervisory/Audit Committees Learn More Leadership Learn More Committees Learn More

Cris Wineinger President, Wineinger & Associates Cristina Wineinger, President of Wineinger & Associates is an adjunct Senior Consultant at Quantum Governance. Cristina has over 27 years of experience in all aspects of nonprofit management and consulting both in the United States and Bermuda (where she was born and raised). Her diverse client base includes churches, private schools, environmental agencies, cultural organizations, social service providers and hospitals. Her consulting services encompass capital campaign management, business assessments, governance, strategic planning and nonprofit mergers. In the last 27 years, Cristina has provided guidance to fundraising campaigns totaling over $175 million. One of her more recent clients is the Bermuda Hospitals Charitable Trust where she helped raise $35 million in a country of only 65,000 people. This fundraising campaign is the largest in Bermuda’s history. Additionally, Cristina has helped many nonprofits to chart their path forward through comprehensive strategic assessments and planning. In 2005, Cristina moved to the US with her family and launched Wineinger & Associates, Ltd., a full-service consulting firm for nonprofits. Wineinger & Associates serves a variety of nonprofit organizations both in Bermuda and across the US. In addition to her business, Cristina is a popular speaker both in Bermuda and the US and an Executive Partner at the College of William & Mary’s Mason School of Business. Learn More Back

Services We are a team of experts in the fields of governance and strategy designed to help nonprofits, credit unions, associations and foundations realize the full potential of their missions. Our team provides assessment, consulting, planning, facilitation and implementation services to cooperative and nonprofit organizations of all sizes. Quantum Governance is an L3C, a low-profit, limited-liability service organization dedicated to the public good. Founded over a decade ago, our mission is to partner with mission-driven leaders to enhance governance and strategy effectiveness for exceptional outcomes. What We Offer Governance Governance Assessment Leadership Culture Assessment CEO Evaluation Peer-to-Peer Evaluations Director Skills Inventory Board Succession Planning and more! Learn More Small Credit Unions The Governance Check-Up Governance Skill Building Governance Evolution Learn More Strategic Planning Strategic Planning Facilitation Defining Your Vision & Mission Identifying Strategic Goals and more! Learn More Additional Services Bylaw & Policy Development Keynote Presentations and more! Learn More Why Choose Quantum Governance? We have an exceptional reputation among credit unions, nonprofits, associations, foundations and leagues. We've developed proprietary, best-in-class assessment tools , robust and insightful data and unparalleled deliverables from our contemporary Policy Library to our research and reports. We have experience working with hundreds of credit unions, nonprofits, associations, foundations and leagues from the very small to those with more than $33 billion in assets domestically and internationally. We are constructive partners and collaborators enthusiastically learning about your organization to efficiently deliver both short-term results and long-term evolution. We are lifelong learners and curious researchers dedicated to sharing our knowledge and expertise to strengthen the credit union industry as a whole through The State of Credit Union Governance report series. Let's talk about your organization's needs. Contact Us

Leadership Resources Finding Balance in Board Meetings Efficiency vs. Engagement 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 No Higher Calling The challenge of effective CEO evaluation 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

< Back A Matter of Leadership Michael Daigneault Apr 1, 2015 CUs need to pave a new road to ensure a strong, high-performing board over time. Perhaps one of the most vexing and controversial challenges facing the credit union community today concerns the fundamental question: How can a credit union ensure ongoing, effective governance and leadership? One of the historical building blocks of a CU is that it is a cooperative. It has long been thought that financial cooperatives will be best led by members who have an actual financial stake—or share—in the CU itself. Since their own money is invested in the CU, it is widely assumed they will be aware of—and appropriately engaged in—the proper oversight of the credit union’s financial affairs. CU members accomplish this by electing a board to take on a set of responsibilities designed to help ensure the safety and soundness of the members’ resources, as well as the effective governance of the CU. The current state of credit union governance is, however, being severely challenged by a rapidly changing environment and a sometimes stagnant board. (Read a bonus article, “ The Nine Leadership Challenges , ”.) One of my senior consultants came to Quantum Governance from the general nonprofit sector. She was stunned when assigned to her first credit union client. What she found was a group of directors, the majority of whom had been in their positions for well over 20 years. Because of the long-time tenure of these board members, the institution was facing the wholesale turnover of both its board and its CEO in the next few years. By holding on so long, the board members actually ended up endangering leadership continuity—exacerbating the very problem they professed to be solving by their continued service. The time has come for boards to reframe and “rebalance their responsibilities,” as Ram Charan has noted in his new book, Boards That Lead: When to Take Charge, When to Partner and When to Stay Out of the Way . Yes, board monitoring and oversight are still important, but they are no longer sufficient. The reality is that for many CU boards, more effective leadership is needed. What Leadership Leads To At Quantum Governance, we talk with a lot of credit union board members and, unfortunately, what we’re hearing from them about their ability to effectively lead and govern isn’t altogether positive. The following data is from our 2014 credit union compendium: More than 25 percent of all board members we’ve surveyed think their board is “less than effective” at building a leadership culture of trust. Thirty-seven percent think they are “less than effective” at holding each other accountable. Only one in five board members thinks their board is “very effective” at asking the hard questions that need to be asked. Twenty percent of board members say they are “ineffective” or only “adequate” at acting decisively when necessary. Sadly, about one in three directors says their board leadership and governance culture are “less than adequate” overall. Importantly, credit union boards are struggling to find the right people to serve—with only 18 percent saying they are “very effective” in doing so. How to Get More Effective Leadership So what’s a credit union to do? Renewing the strength of your board and its leadership can be accomplished using various techniques. If you answer “no” to even a few of the questions in the following section, you’ve got some work to do. And you need to get moving, or you’re likely to get left behind. Way, way behind. Board assessment. Is your board working on strengthening its governance practices? Are you reflecting on what’s going well and where you’re struggling? How are your committees functioning—especially your supervisory committee? Have you and your colleagues committed to a regular process of board evaluation? Training for needed competencies and strengths. Are you undertaking a robust training initiative that responds to your assessment results by strengthening your directors’ intellectual capacities and stretching the boundaries of current discussions? Do your fellow directors return from the latest CUES or other conference full of ideas and enthusiasm? (Read “ Starting Point ,” about developing plans for director learning, in this issue.) Associate board member program. Have you considered an associate director program that will afford up-and-coming volunteers the ability to learn about your credit union’s business “from the ground up?” Are your committee rosters creatively drawing from non-board members–those in the community who could foster a wider sense of support for the credit union and support your associate director program? Do your recruiting “tentacles” go beyond the supervisory committee? (Also read “ Working in the Governance Wings : Strategies for readying volunteers to give a good performance once on the board”) Term limits. This practice is rooted in one of the central principles of maintaining board effectiveness over time and the idea of creating (and sustaining) a careful balance between historical continuity and rejuvenation. A big potential benefit of limiting the length of service of credit union directors is fostering an influx of new talents, skills and energy to the board as a whole, as well as among board officers. Of course, there are a number of traditional challenges raised concerning term limits. Some credit unions fear losing valuable board leadership and institutional knowledge. (Get ideas for minimizing this risk ) It takes time to really understand the issues at play within an organization—and credit unions are complex financial organizations. Some believe it imprudent and inefficient to spend valuable time and energy getting board leadership “up to speed,” only to then urge them to move on at the close of their tenure. Another frequently raised concern is an actual or perceived shortage of suitable or willing candidates. Such a shortage of qualified candidates can be an authentic challenge—or simply the net result of very low turnover. Of course, if a board officer or member has proved effective, there are some who would suggest it is entirely appropriate to maintain the status quo because “if it ain’t broke, don’t fix it!” Certainly, I’m not saying that term limits are the answer. They are, clearly, only one tool. But they can be a helpful tool for your board’s leaders. Rotation of officers. Additionally, it is helpful to periodically rotate directors through board officer positions so a sustained concentration of power in a limited number of individuals (either actual or perceived) does not occur. Rotating board officers also helps an organization from getting stuck with just one leadership style. Board officer rotation is also thought to strengthen the pool of candidates willing to serve. This is due to the common occurrence that some will naturally aspire to board leadership roles—but only if it is perceived there is an authentic opportunity to attain a leadership role after a reasonable period of time and service. Finally, a lasting concentration of authority in a select, few individuals is, I believe, contrary to cooperative governance principles. Know the true role of the board chair. While there are courageous conversations that need to happen at the chair’s level when a board member is failing to live up to his or her fiduciary responsibilities, strengthening the leadership of the board is not just your chair’s responsibility. As a board member, it’s your responsibility to truly be engaged. Don’t simply attend the meetings and go through the motions; be an active player. A board member recently told me that he estimated about 70 percent of his colleagues barely even spoke at his CU’s board meetings. Is that leadership? Your members are depending on you. More Than Incremental Improvement The challenge I would place before you is this: Are you entirely sure your current situation isn’t broken? Fundamental or truly transformational changes—not just incremental—are what your credit union must undertake to craft the exceptional board of the future. A board that can truly help to overcome the types of challenges facing credit unions. It will take exceptional board leaders, working in constructive partnership with management, to be successful. It is likely that some of the leaders you need to move forward are already on your board; it is equally likely that some leaders you need to meet such challenges are not. I couldn’t agree more with author Michael Hudson, Ph.D. in his Credit Union Management Article, "When Directors Step Down:" Directors, when it’s your time, have the courage to step up and step down. Board chairs, you have an important role to play, too, in board rejuvenation. Have the hard conversations. If someone isn’t participating or truly adding value, it’s your job to find out why, and—if need be—help find someone who will. In the end, no single tool, technique or individual strategy is a substitute for what is needed most at this pivotal time in the credit union community and that is, of course, courageous leadership on the part of every member of the board. Previous Next

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

< Back Did You Dust Off Your Old Pandemic Plan? Michael Daigneault and Jennie Boden Mar 24, 2020 Key ideas about response oversight and future strategy If you’re like most in this world today, you likely feel like you’ve lived a lifetime in just the last week. I know that we have. As we write to you safely from our home offices, we send well wishes to you and everyone in your circles that you are safe, well and doing what you can to “flatten the curve.” But we also know that you all have immense responsibilities. Personal responsibilities to your families and your loved ones. And professional responsibilities to your employees who are looking to your credit union for stability and, yes, a paycheck. Responsibilities, too, to your members who are counting on you to keep your doors open—or at least your drive throughs and your ATMs—so that when they need access to their funds, you are there. And eventually, they may need even more from you. In 2005, the White House, through the Homeland Security Council, issued the National Strategy for Pandemic Influenza —which addresses the threat and potential impact of a pandemic. At the time the experts issued that document, they were focused on a pandemic resulting either from a flu strain that existed then in birds or another influenza virus. The National Strategy is still very relevant, and it outlines how the government prepares, detects and responds to pandemics of all kinds. It is still in use today. “It also outlines the important roles to be played not only by the federal government, but also by state and local governments, private industry, our international partners and most importantly individual citizens…” It states that the “private sector should play an integral role in preparedness before a pandemic begins and should be part of the national response.” A few short months after the federal plan was released, the National Credit Union Administration issued a guidance letter in March 2016 stating that “credit unions and their service providers supply essential financial services and, as such, should consider their preparedness and response strategy for a potential pandemic.” It went on to say, “The National Strategy addresses the full spectrum of events. The main components of the National Strategy address: Preparedness and Communication; Surveillance and Detection; Response and Containment.” In 2007, the Federal Financial Institutions Examination Council issued its own guidance through the Interagency Statement on Pandemic Planning , which was just updated earlier this month due to the current COVID-19 Pandemic. If you’re like most credit unions, in response to all of this guidance and these recommendations, someone at your credit union prepared a pandemic response plan back then, and put it on the shelf, thinking that you’d never in a million years need it. Well, a million years has come to pass. We spoke just a few days ago with the CEO of a $500 million credit union who remembered that her staff had developed a pandemic response policy some time ago, and they “dusted it off” (her exact words) and put the policy into motion. To her relief, so far it has been working well for her credit union. Some of the specific elements of that credit union’s implementation plan include: Any employee who has remote work capabilities is required to work from home until further notice. (This includes at least one employee from every department, as well as multiple call center employees). All branch lobbies are closed until further notice, with only drive-thru options open. Additional deep cleaning services have been contracted for all facilities. Additional technology has been purchased to support increased remote capability. New member products and services have been created including a new short-term loan product, a low interest rate, no down payments, no documents required, reduced restrictions on skip-a-pay loan program, etc. A communications program has been implemented to reach members via email, social media, website and on-hold messages. The credit union has contracted with CUES Supplier member CO-OP Financial Services , Rancho Cucamonga, California, to provide overflow call center support, if needed. An emergency sick leave policy has been created and enacted. If you don’t have a pandemic response policy, you are likely developing the components of your policy as you respond each and every day to the mounting issues that confront you. Ensure that someone is memorializing the good actions that you take as you move through this crisis so that you can thoughtfully, when we all come out of the pandemic on the other side, translate your actions into a comprehensive, cohesive policy. And very, very importantly, ensure that the overarching framework and strategy of your plan is developed in constructive conversation with your board of directors. Does this mean that the very detailed elements of your plan, i.e., what does deep cleaning mean or which individual employees should be designated to work from home, should be approved by your board? No. But it does mean that the overall, strategic approach of your plan should be developed in discussion with your board and that your board should ultimately approve the key principles underlying your pandemic response plan. If it’s been a while since you “dusted off” your pandemic response plan, consider this template that we’ve crafted and take a look at the National Strategy, both of which we hope will provide some support and direction to you and your credit union’s leadership (board and management alike). Stay well and stay safe. P.S. Be sure that you and your Board are staying up to speed on all of the regulatory updates regarding COVID-19, including those impacting annual meetings and board elections! Previous Next