NU 2026 Conference Test: Strengthening Committee-Board-Management Collaboration

Friday, June 19, 2026

Strengthening Committee-Board-Management Collaboration
Barry Pelagatti, CPA, RKL

This session will explore how credit union boards, supervisory committees, and executive management can work together more effectively to strengthen governance, improve risk oversight, and support strategic execution. Attendees will gain practical ideas for clarifying roles, enhancing communication, integrating enterprise risk management, and building a more aligned governance framework in an increasingly complex regulatory, economic, and technology environment.

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The Board’s role typically includes strategy, policy, CEO oversight, and capital planning.

it is recommended that the Board, Supervisory Committee, and management each use separate performance dashboards so that each group can evaluate success independently.

An integrated ERM framework should link strategic initiatives to risk appetite, identify top enterprise risks, include forward-looking stress testing, and provide early-warning indicators.

The Supervisory Committee should focus only on financial statement audits and does not need to ensure coverage of IT, cybersecurity, or third-party vendor risks.

 In the 12-month governance improvement roadmap, one focus area is linking strategy to performance metrics, including review of net worth ratio projections, CECL assumptions, and liquidity contingency funding.

The sample governance dashboard suggests that member complaint trends, IT security incidents, and vendor risk ratings should be excluded from Board and Supervisory Committee reporting because they are operational rather than governance matters.