3. We have adapted to the changing dynamics in the Credit Union Sector
Our services include:
Introduction to le chéile Group
• Investments
• Insurances
• Governance
• Debit Cards
4. The importance of Credit Unions today over Banks
Credit Unions are trusted and wanted by the Public, State and Troika
Current challenges:
• Keeping on top of loan books
• Tackling increasing costs
• Finding new revenue streams
• Meeting the demands of increasing regulation emanating from the 2012 Act.
The Credit Union Sector
le chéile Group can help you meet these challenges!
5. Introduction to Alan
Founder Empeira Corporate Governance Advisors
Fellow & Former Chairman of the Marketing Institute of Ireland
UCD Post-Grad Diploma in Corporate Governance
Member Institute of Directors in Ireland
AACB Certified Corporate Governance Assessor
Founder of The Corporate Governance Association of Ireland
Former Board Member of Dundrum Credit Union
Former Chair of DCU’s Governance, Risk & Compliance Committee
Alan McDonnell
T. 01 296 1008
M. 086 831 8213
E. alan.mcdonnell@empeira.com
6. Introduction to Empeira
What makes us different?
We’re highly qualified in governance, risk & compliance!
We’re small & focused!
Who you meet does the work!
We’re free from professional conflicts!
We’re known to the Central Bank!
We’ve extensive careers in financial services!
Sean O’Dwyer
Principal
Michael Kelly
Principal
Paul White
Principal
Donal Keane
Principal
Alan McDonnell
Principal
Maurice Harte
Chairman
9. “The board of a credit union shall perform its duties in an entirely
non-executive manner, and shall not be involved in the
performance of executive functions”.
Commission Final Report
March 2012
Boards New Governance Role
12. Empeira Governance Review
Review Process
1. Conduct a meeting to scope the survey to credit union’s specification
2. Design of agreed questionnaire within ‘Survey Monkey’
3. Provide response access to board members for agreed period
4. Close survey on agreed date and collate responses
5. Analyse results by each of the 23 Sections of Part IV of the Act
6. Prioritise each provision based on its fully-compliant rating
7. Illustrate Primary & Secondary priorities relative to each section’s mean
8. Provide soft-copy 45 page report with compliance ratings for all Sections
9. Make a board presentation summarising the results and recommending
actions to address the Primary priorities
10.Discuss next steps
19. The chair’s functions shall include conducting a performance
evaluation of each member of the board of directors on an annual
basis
to ensure that each director is complying with their obligations under
financial services legislation and the board’s objectives as set out in
the credit union’s strategic plan.
Section 55A(3)
Annual Director Performance Evaluation
20. The board of directors of a credit union shall carry out a
comprehensive review of its overall performance, relative to its
objectives, at a minimum on an annual basis and implement any
necessary changes or improvements.
The review shall be documented in writing.
Section 55(4)(5)
Annual Board Performance Evaluation
22. The manager shall be the chief executive officer of the credit union
having responsibility for the day-today management of the credit union’s
operations, compliance and performance and shall be responsible to the
board of directors for the performance of his or her functions.
Section 63A
Credit Union Act 2012
Board- Management Dynamics
27. Risk
Manager
Compliance
Manager
The functions of the board of directors shall include identifying... other
officer positions within the credit union... which, together with the manager,
risk management officer, compliance officer, credit officer and credit
control officer... are referred to in this Act as the ‘management team’
Section 55 (1)i
Reporting Lines
Internal Audit
Function
28. Role Structures
5.2.3 The Commission recommends that it be mandatory that credit
union appoint a risk management and compliance officer.
Interim Report
Final Report
Empeira can find no grounds to claim there is a conflict or loss
of independence in combining the role?
30. Accountability Policymaking
Supervision Strategy Making
Ensuring external
accountabilities are met
e.g. to members,
regulators and
stakeholders
Setting & safeguarding
the credit union’s
mission and values
Describing long-term
vision
Ensuring appropriate
policies & internal
controls are in place
Approving strategic
plan & objectives
of the credit union
Defining & agreeing
measurable KPIs
Reviewing major resources
Appointing senior
management
Overseeing
management
performance
Ensuring compliance with
legal & regulatory obligations
Overseeing risk & controls
Monitoring financial
controls
Board
Structures
Director Selection, Induction,
Training & Development
Committee Structure & Charters
Board Performance Evaluations
Internal Control Functions
Board Governance Manual
Records Repository
Board Processes
Board Processes
Long TermShort Term Long Term
Setting remuneration terms
Promoting
Transparency
Succession
Planning
Identifying risks to objectives
Financial
Reporting &
Accountability
Setting the
tone-at-the-top
Board Structures & Processes
32. Insist on ISO 31000 Standard!
Risk Management Framework
Risk is defined as
“the effect of uncertainty on objectives”
This definition of risk can most easily be applied when the
objectives of the organisation are comprehensively and fully
stated in the form of a strategic plan.
33. Risk Appetite
“Amount and type of risk that an organisation is willing to pursue or
retain”
Authority delegated to management
Risk Tolerance
“Organisation's readiness to bear the risk after risk treatment in order to
achieve its objectives”
Authority reserved to the board
Risk Appetite & Tolerance
Risk Management - Vocabulary
34. Consequence Scores
(B)
1 = Insignificant
2 = Minor
3 = Moderate
4 = Major
5 = Catastrophic
Risk Identification
Risk Appetite
Up to 10
Risk Tolerance
Up to 15
Likelihood Scores
(A)
1 = Remote
2 = Unlikely
3 = Possible
4 = Likely
5 = Definite
X
Risk Management Framework
Residual Risk Scores
(AxB)
2-4 = Appropriate
5-10 = Acceptable
11-15 = Tolerable
16+ = Intolerable
Multi-level
Risk Governance
Board
Risk Committee
RCO & IA
Category Manager
Risk Owner
Controls/
Treatments
Inherent Risk Score
(AxB)