Credit Unions Board Governance and Leadership Workshop



Credit Union Boards and officers have numerous responsibilities: they oversee management, finances, and quality; set strategic direction; build community relationships; establish ethical standards, values, and compliance; and select a general manager and monitor his or her progress. To carry out these functions effectively, they must exhibit appropriate behavior and adhere to structure. Appropriate Board/Officer behavior can be defined as functioning in accord with the Board’s/officer’s roles and responsibilities. Thus, they should know the difference between governance and management, see service as a responsibility of citizenship, and find enjoyment in such service.

This workshop is designed to give participants an appreciation of their role in helping their credit unions to appreciate and strategically manage their credit unions.

It will highlight key issues in Board and Committee Membership, structure, and procedures to be considered in achieving best practices in Cooperative Credit Union Governance. Given the roles and responsibilities of Boards and Committees  and the governance issues specific to Credit Unions, certain practices and principles must be required. This workshop, therefore, is aimed at providing practical guidelines to Board and Committee members as well as those being considered for future Leadership positions within Credit Unions so as to guide their decision-making and governance capabilities and in so doing strengthen their leadership ability.

 When & Where?

Friday 17th & Saturday 18th, May, 2019 at Hyatt Regency, Port-Of-Spain


9:00 am to 4:00 pm

Who Should Attend?

Nominees for Board and Committees, New Board and Committees as well as current Board and Committee Members.

Workshop Outline

Topics to be covered over the two-day session include:


  1. Essentials of Good Cooperative Governance & Credit Union Management

The introduction of best practice in Governance, which is a process by which a Board of Directors, through Management, guides an institution in fulfilling its corporate mission and protects the institution’s assets.

Fundamental to good governance is the ability of individual directors to work in partnership to balance strategic and operational responsibilities. Effective Credit Union governance occurs when a Board provides proper guidance to Management regarding the strategic direction for the institution, and oversees management’s efforts to move in this direction. The interplay between board and management centers on this relationship between strategy and operation, both of which are essential for the successful evolution of the Credit Union.


  1. Critical Thinking

Critical Thinking (Problem Solving) means correct thinking in the pursuit of relevant and reliable knowledge about the world. Another way to describe it is reasonable, reflective, responsible,

and skillful thinking that is focused on deciding what to believe or do. A person who thinks critically can ask appropriate questions, gather relevant information, efficiently and creatively sort through this information, reason logically from this information, and come to reliable and trustworthy conclusions about the world that enable one to live and act successfully in it. Critical thinking is a learned ability that must be taught.


  1. Conflict Resolution

Conflict is a healthy part of any relationship. Indeed, conflict is one of the drivers of improved team performance, relationship building and trust within the business environment. Managed well, conflict can lead to better decisions, more creative ideas and higher quality output from the team. Managed badly, it can stop teamwork and hinder individuals from achieving their personal goals. This module will enable participants to understand the root causes of conflict, thereby providing insight as to how it can be effectively managed to foster growth and build relationships within Boards and Committees.


  1. Collective Leadership Through Board and Committees

The relationship between the Board and Committees requires clarity about the roles and responsibilities of each, and about the complementarity of these roles. Diligence in fulfilling these roles and responsibilities, however, does not in itself ensure effective governance. Other essential factors are the commitment of the Directors and Committee Members to the institutional mission; their skills and expertise; attributes of the chairperson; the overall structure and function of Committees; clearly defined Board policies and procedures; and a climate that allows for effective communication amongst all bodies.


  1. Leadership Styles & Philosophy

Consistent leadership action and behaviours require a clear leadership philosophy. Our leadership philosophy is the set of beliefs and principles that strongly influence how we

interpret reality and guide how we understand the way the world works. It’s our philosophy, our understanding and interpretation of leadership that affects how we react to people, events and situations around us.


  1. Emotional Intelligence for Effective Self-Management

The very nature of Leadership: people guiding people, can be stressful to all involved. The human aspect of the job requires awareness of self and others and the management of emotions when communicating. As such, it is prudent that we address our human actions and reactions so as to build a culture of Credit Union Leadership who are more understanding of behavioral patterns. In this session, participants will set, commit to and monitor personal goals and milestones for attitudinal and behavioral changes that would lead to demonstration of the required level of Leadership for effective Credit Union governance.


  1. Essentials of Sound Internal Controls

In its role as corporate fiduciary, the Board must be able to assess risks associated with the provision of financial services. The growth of Credit Unions, combined with significant increases in competition, and the pending legislation require greater ability on the part of Boards to assess risk. As such, specific rules should be in place to guard against excessive risk-taking by the Board. These include rules to enforce the fulfillment of Board roles and responsibilities, compliance with FIU requirements and legislation, controls on insider operations and loan risk, and the exercise of prudent discipline.


  1. Strategic Management & Policy Formulation

A major area of Board responsibility is strategic planning and policy making. If the Board does not add significant value to the institution’s strategic plan, it is not performing its duty. The Board should provide guidance and input in three distinct areas: charting the institution’s strategic course, setting broad operational policies for the institution, and resolving strategic issues as they arise. Further, a policy-centered approach allows a Board to effect the most change and to place all operational and administrative activities of the institution within the framework of defined policies. This approach also encourages the recruitment of individual directors with general strategic management skills who are more likely to keep the Board focused on its governing mandate.


  1. Succession Planning

Credit union officers need to gain the necessary skills to develop and implement an effective succession plan based on your organization’s current and future needs. Learn how to assist your organization in transitioning from a reactive replacement plan to a proactive strategic solution. Develop the understanding that monitoring, developing, and retaining critical talent has a positive impact on the bottom line.

Workshop Outcomes

It is expected that during this two-day session you will gain:

  • Critical knowledge to protect and empoweryou in your Credit Union Board/Committee role;
  • Up-to-date information to improve your capacity as a Board member or Committee member;
  • Best practices to stimulate change within your Credit Union, and
  • An expanded networkof fellow Officers.



Invited facilitators include Mr. Dorwin Manzano, Corporate Secretary/ Legal Counsel at a Special Purpose State Enterprise, Mr. Joel Edwards and Mr. Virgil Patrick of the CFF’s Advisory Committee.

Cost – 2 day Event

Non Residential: $3,500 per person (includes seminar materials, coffee breaks and lunches)

Residential: $5,500. 00 per person (includes one night accommodation, dinner, breakfast, lunches, breaks and seminar materials)

Early Bird registration $3,200 closes on the 30th April, 2019


To register, please contact 665-9734 or E-mail:

Registration closes on May 14th, 2019.