2021 NCUMA FALL CONFERENCE SESSIONS
Sunday, September 5
Yellowstone Networking Tour – Full Day Event
Monday, September 6
Session I: “Why Can’t You Get More Done?” By Mike Robins
Though bookshelves and online resources are stuffed with guides to time management and productivity, most businesspeople struggle with these challenges. This session will offer insight into those struggles and provide several practical, no-nonsense ways to optimize your schedule and increase your productivity immediately. It will focus on the myth of multitasking, the Rule of 3 and how identifying your “biological prime time” allows you to take control of your calendar (instead of the other way around!).
Session II: "What's Next? An Economic Outlook" by Marisa Di Natale
We can now look to a post-COVID economy as vaccine rollout and falling case counts have allowed businesses to reopen. Scars remain however—the labor market is not back to where it was and the long reach of the pandemic will alter some consumer preferences permanently. Government spending and an accommodative Federal Reserve have kicked the economy into high gear but what about the downside risks? In this session, we'll explore current trends along with risks and opportunities for credit unions as the economy evolves.
Session III: "Household Finances, Risks & Credit Unions" by Marisa Di Natale
In this session we'll take a deep dive into the current state of consumer credit and household finances including spending, saving and borrowing decisions. We'll identify and consider the outlook for households and small businesses at each end of the K-shaped recovery. Next, we'll highlight the regulatory issues facing credit unions including stress testing and financial reporting (CECL). Finally, we'll take a look at the current state of the credit union industry as credit unions adapt to the changing preferences of households and businesses.
Tuesday, September 7
Session I: “Strategic Considerations for Member Focused Credit Unions” by Peter Duffy
This session is tabbed by many Credit Union Executives to be part of their strategic planning conferences as it delves, with specific research, into the factors effecting growth, earnings, capital and member value sustainability. Takes a fresh perspective in identifying the competitive, regulatory and consumer behavior impact on an FI’s ability to grow while maintaining a semblance of profitability. Also discusses the myth that it’s “ok” to be not for profit by linking the ability to generate profit directly to membership value and membership growth. Session uses “rarely before seen” research that helps enhance the key conclusions and leads to various strategic considerations that every c-suite and board should have the chance to hear, discuss and debate. In addition, what should CUs be thinking as they consider whether merger should be part of their strategic plan. Why should merger be considered in the strategic plan and in what manner? And, what factors should c-suites and boards look at to determine why and in what manner. Am I a buyer, seller or should I look at an MOE (merger of equal)? Is my CU better off to “stay the course” and can you defend that choice? “Economy of scale” is playing an outsized role in determining success- what does that look like and where is it headed?
Session II: "CEO: Strategic & Future-Focused or Tactical & Acceptable" by Deedee Myers
Which is your CEO? Which do you (really) want?
The CEO’s role has dramatically changed in the last decade; that progression has to continue and, whether they realize it or not, the board plays a critical role in shaping that trajectory. During this session, DDJ Myers will speak to the current and future requirements of the CEO position as organizations become increasingly complex and the consequences of decisions are amplified. This session includes case studies of boards that played instrumental parts in shaping the CEO’s future role, enhancing the strategic position of the organization. This session will also include examples of boards that missed significant opportunities to address CEO succession-development needs, and the corrective and reactive actions they later expensed.
Participants in this session will walk away with the following:
tools to address CEO role progression, including decision-making authority
understanding of how and when to address CEO role progression
how to identify the future pitfalls and opportunities that have a lasting impact on the CEO/board relationship
Session III: "CEO Compensation -Approach & Impact" by Deedee Myers
CEO transitions over the last year directly impacted outdated compensation philosophies, the rails that inform the rewards package. These transitions highlight historical practices that create confusion and uncertainty as to how best to recruit, retain, and reward CEOs. The lack of alignment amongst performance metrics, short-term incentives, long-term incentives, and retirement package create tension between the board and CEO. Even with seasoned boards and tenured CEOs, the in-place compensation practices need a fresh look on alignment with strategy and performance metrics. Organizations with an updated and relevant/approach to compensation benefit from producing clarity of what is most important, short- and long-term, not just with the CEO but within the management ranks as well.
The best outcome is a strategically oriented compensation philosophy and game plan to align performance expectations and compensation components to the needs of the organization in an effective and expeditious manner.
Participants take away:
Best practices in understanding and using a multitude of compensation surveys.
Pros and cons on using compensation surveys.
A perspective on tenure and percentile rank in deciding compensation range.
Considerations in setting a range of incentives from threshold, target, and superlative levels.
The pitfalls and best practices in selecting a supplemental executive retirement plan.
A best practices framework for CEO Compensation framework.
Wednesday, September 8
Session I: "Lessons From the Pandemic” by Sam Taft
This session will focus on the strategic challenges credit unions are grappling with as the impact of COVID-19 continues to unfold across the country. Key issues credit unions are finding themselves forced to address include: the increased relevance of financial well-being and credit union mission, accelerating digital transformation, new partnership opportunities, and momentum around Diversity, Equity, and Inclusion (DEI). We will deconstruct these challenges and lean on lessons learned to inform our understanding of these challenges and potential paths forward.
Session II: "Responding to a Changing Marketplace” by Sam Taft
Using the Jobs to Be Done Framework and disruption pioneered by Clayton Christensen, we will explore how credit unions can best prepare for and respond to the wide-ranging changes impacting their business models. COVID-19 has accelerated the trend of more workers entering the gig economy across the U.S. Credit unions are increasingly confronted with new challenges to serve a shifting membership base with different product needs, disparate financial conditions, and other factors all of which have ramifications for credit union income streams. As cooperatives navigate this new frontier, the insights of disruption and disruptive innovation can provide opportunities to move forward. Paramount to all of these challenges is harnessing and communicating the power of purpose as the ultimate differentiator.