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Meet the Board of Directors
Chair
Regina
Board Member since: 2013
Stephanie grew up in a small town in South West Saskatchewan, where early in life she became familiar with the benefits of the cooperative way. She has been a member of TCU Financial Group since 1996. She has a Bachelor of Commerce degree from the University of Saskatchewan and is a Chartered Professional in Human Resources. In December 2020, she retired from the Regina Police Service after 25 years of service – first as a 9-1-1 Operator/Police Dispatcher and finishing as a Human Resource Consultant. In her retirement, she worked part time as the HR/Business Manager at the Veterinary Mobility Center until becoming fully retired in April of 2024. She lives in Regina with her husband, Tom, and their two cats. She is the proud mother of three sons and grandmother to two grandsons.
Vice Chair & Chair - Governance & Human Resources Committee
Regina
Board Member since: 2020
Board Member since: 2024
Chair - Audit & Conduct Review Committee
Saskatoon
Board Member since: 2019
Saskatoon
Board Member since: 2022
Regina
Board Member since: 2021
Stacy's professional calling has been in the Information Technology sector. Earning Bachelor degrees in Education and in Computational Science, he joined ESTI Consulting Services in 1993 and became a Partner in 1998. Stacy has worked as an IT professional and Project Manager providing services to many Education and Finance sector entities across Canada. In 2022, Stacy became the Director of Finance for ESTI Consulting Services.
Stacy and his wife Janice make their home in Lumsden.
Board Duties
TCU Financial Group’s board of directors is responsible for overseeing and stewarding the credit union’s operations on behalf of members.
The credit union’s Bylaws allow for members to elect 10 directors. Directors are elected for three-year terms and may be re-elected, with no limit on the number of terms a director may serve. Each year, the directors elect a chair and vice-chair from among themselves.
To assist it with its work, the board has established a number of standing committees, including:
- Audit & Conduct Review
- CEO Compensation & Performance Review
- Executive
- Governance & Human Resources
- Risk
Being a TCU Financial Group director is a big responsibility. While management oversees the day-to-day operation of the credit union, the board of directors provides guidance on long-range objectives, determines policy and monitors the credit union’s overall progress. It’s a job that demands a significant investment of time, energy and expertise.
Specific responsibilities include:
- Fulfilling a number of statutory duties specified in the Credit Union Act and Credit Union Regulations
- Acquiring and continually upgrading knowledge about the financial services industry, all aspects of TCU Financial Group’s business, regulatory issues and the business environment in general
- Attending all meetings, unless there are significant extenuating circumstances
- Preparing thoroughly for board and committee meetings and making a positive contribution to those meetings
- Keeping informed about activities occurring within the areas served by TCU Financial Group
- Serving on committees of the board
- Undertaking all required director training and keeping current on evolving corporate governance standards and practices
- Acting as an ambassador of TCU Financial Group
Directors are required to serve on committees of the board that carry out legislated and delegated duties. These committees include:
Audit & Conduct Review
The purpose of this committee, from an audit perspective, is to provide independent oversight of the credit union's operations and to ensure the accuracy, integrity, security, prudence and legality of its financial transactions and records. From a conduct review perspective, this committee is to ensure the integrity and objectivity of its Directors, Officers and Employees. This committee monitors and reviews related party transactions with the credit union to ensure they are fair and that best judgement is exercised in all matters or related party relationships as a result of real or perceived conflict of interest.
CEO Compensation & Performance Evaluation
The purpose of the CEO Compensation & Performance Evaluation Committee is to ensure that a fair, equitable and competitive compensation program is provided for the Chief Executive Officer (CEO). Additionally, this committee conducts the CEO performance evaluation and sets the performance plan for the following year.
Executive
The purpose of the Executive Committee is to act in the capacity of, and on behalf of, the Board of Directors between regular or special Board meetings on all Board matters except those which the Board may not, in compliance with legislative requirements, delegate. Additionally, this committee sets the Board of Director’s regular meeting and planning meeting agendas.
Governance & Human Resources
The purpose of the Governance & Human Resources committee is to ensure an appropriate governance structure is in place, to oversee the election process of the Board of Directors, the Board evaluation and development process, along with human resources. This includes the compensation philosophy and culture of the organization. Additionally, this committee works closely with the executive management to formulate policies and practices to meet the needs of our members, staff and the corporate entity.
Risk
The purpose of the Risk Committee is to ensure a strong enterprise risk management framework exists. This framework provides reasonable assurance that strategic, operational, financial and regulatory objectives are achieved. The committee oversees the identification, measurement and development of strategies to manage those risks. The committee also oversees the compliance with legal and regulatory requirements.
TCU Financial Group board’s focus on effectiveness, renewal and diversity ensures the board successfully upholds and fulfills its leadership and oversight responsibilities to members. It also ensures the board remains abreast of changes in the financial services industry, government relations and the credit union’s evolving strategic direction and that its members as a whole possess the qualities, attributes, experience and skills required to effectively steward the organization.
This process begins by identifying the key characteristics desired of directors. It continues with the board regularly monitoring its effectiveness and the effectiveness of individual directors through formal and informal evaluations. Where opportunities are identified to improve effectiveness, directors are supported through ongoing education and development.
The board also focuses on continually renewing itself, replacing directors who retire or unexpectedly resign or changing the board’s makeup to help it achieve long-term success and better cope with changes to the internal and external business environment.
Finally, the board recognizes that diversity is an essential element in attracting high-caliber directors, maintaining a high-functioning board and building a competitive advantage. The board considers diversity in determining the optimum composition of the board and its committees and takes steps to ensure its membership is balanced appropriately.
Like all governing bodies, the TCU Financial Group board of directors is guided by a number of important rules. TCU Financial Group has a set of formal rules which are document in Board-approved policies.
TCU Financial Group’s directors are required to attend a number of scheduled meetings each year. These meetings include quarterly board meetings, a budget meeting, planning sessions and a few of other planned and unplanned special meetings. In addition, each director is required to serve on at least one board committee, which meet at least quarterly.
The organization expects directors to attend as many meetings as possible. Simple attendance, however, does not constitute effective directorship. Rather, the credit union believes it is more important for directors to be thoroughly prepared, to be engaged in meetings and to make a sustained, positive contribution to the credit union’s success.
Directors are expected to devote considerable time and energy to fulfilling their obligation to oversee the credit union on behalf of members. Each year, directors are required to attend quarterly board meetings, planning sessions and a number of other planned and unplanned special meetings. In addition, each director is required to serve on at least one board committee.
Compensation is set at a rate comparable with like-sized credit unions.