Organizational governance is under intense scrutiny today. Credit union boards are reviewing and revising their roles in light of the increasing completxity of their organizations. They want to operate at the "strategic or policy" level but frequently drift into the operational discussions. This can lead to tendencies to micro-manage the organization. IT can also blur the lines of authority between the Board and CEO.
The ProCon Governance Model is successfully strengthening the Board/CEO relationships in credit unions throughout the country.
Greg Smith, CEO of PSECU in Harrisburg Pennsylvania says, "Our Board has adopted the ProCon Governance Model -- Customized for our credit union. As a result, our meetings are more focused with Board members well engaged. The process of developing the model provided an opportunity for valuable education and consensus building benefiting both the Board and the staff of PSECU.
Using the model, the Board also defines its responsibilities as a team. It is clear what Board members should expect for one another. The Board, not the staff becomes responsible for excellence in Governance.
Brian Hall, CEO of Foothill Federal Credit Union in Pasadena, California states, "Since establishing our board Governance process, our Board members are asking better questions and staying more focused on our strategic objectives. As a CEO, it's now much easier to link executive team communications to strategic goals, especially the goals established by the Board of Directors in our Strategic Scorecard. The governance process was well worth the time and energy invested."