Subscribe
Share
Share
Embed
This podcast provides you the ability to listen to new regulatory guidance issued by the National Credit Union Administration, and occasionally the F D I C, the O C C, the F F I E C, or the C F P B. We will focus on new and material agency guidance, and historically important and still active guidance from past years that NCUA cites in examinations or conversations. This podcast is educational only and is not legal advice. We are sponsored by Credit Union Exam Solutions Incorporated. We also have another podcast called With Flying Colors where we provide tips for achieving success with the N C U A examination process and discuss hot topics that impact your credit union.
Samantha: Hello, this is Samantha Shares.
This episode covers N C U A Strategic
Plan Calendar Years 2026 through 2030.
The following is an audio
version of that document.
This podcast is educational
and is not legal advice.
We are sponsored by Credit Union
Exam Solutions Incorporated, whose
team has over two hundred and
forty years of National Credit
Union Administration experience.
We assist our clients with N C
U A so they save time and money.
If you are worried about a recent,
upcoming, or in process N C U A
examination, reach out to learn how they
can assist at Mark Treichel dot com.
Also check out our other podcast called
With Flying Colors where we provide tips
on how to achieve success with N C U A.
And now the document.
Message from the Chairman.
In September 2025, the National Credit
Union Administration convened its
first-ever Strategic Planning Town Hall,
bringing together credit unions, trade
associations, leagues, and credit union
service organizations for a focused
discussion on the future of the N C
U A and the credit union movement.
Participants shared ideas on strengthening
the credit union system, highlighted
emerging risks and opportunities,
and provided feedback on the 2022
through 2026 Strategic Plan to
inform the future of the N C U A.
Their insights were instrumental in
shaping the direction of this plan.
With that in mind, I am pleased
to present N C U A's 2026
through 2030 Strategic Plan.
This plan serves as a clear
roadmap for the agency's priorities
over the next five years.
It emphasizes safeguarding the safety
and soundness of the credit union system,
protecting the National Credit Union
Share Insurance Fund from undue risk,
and ensuring credit unions have the
flexibility to innovate responsibly,
particularly as emerging technologies
such as artificial intelligence and
digital assets continue to evolve.
N C U A's mission is to enable access
to financial services by facilitating
safe, sound, and resilient credit unions.
To advance that mission, the agency is
undertaking a comprehensive review of
its regulatory framework to identify and
address regulations that are unnecessarily
burdensome, obsolete, or duplicative.
Going forward, N C U A will remain focused
on measurable, material risks, and a
disciplined supervisory approach that
supports strong oversight while allowing
credit unions to best serve their members.
The release of the Strategic
Plan coincides with a
milestone year for our nation.
In 2026, the United States celebrates
its 250th birthday, commemorating
the enduring principles of a
government of, by, and for the people.
Those principles closely align with
the foundation of the credit union
movement, particularly the ideals of
member ownership, self-governance,
and economic independence.
This Strategic Plan reinforces those
shared values and strengthens both N
C U A and the credit unions we oversee
in service to their member-owners.
Agency Overview.
Established by Congress in 1970, the N C
U A insures deposits at federally insured
credit unions, protects the members
who own credit unions, and charters
and regulates federal credit unions.
N C U A regulates and supervises
approximately four thousand three hundred
thirty-three federally insured credit
unions holding two point four trillion
dollars in assets and serving more than
one hundred forty-four million members
across all states and U S territories.
Reflecting the N C U A's statutory
responsibilities, the N C U A's mission
is to enable access to financial
services by facilitating safe,
sound, and resilient credit unions.
The agency's approach to meeting
its statutory responsibilities
reflects that credit unions are
not-for-profit organizations that
exist to serve their members.
Members of a credit union share
a common bond, also known as the
credit union's field of membership.
Credit unions are owned and
controlled by the people, or
members, who use their services.
The members elect a volunteer board of
directors to manage their credit union.
Credit unions provide a wide array
of safe and affordable financial
services, including accepting
deposits and making loans.
The agency carries out its statutory
responsibilities through a nationwide
organization of headquarters offices
and regional operations that support
examination, supervision, insurance,
and consumer protection activities.
To support the safety and soundness
of federally insured credit unions and
protect federally insured deposits, N C
U A administers several congressionally
authorized funds, including the National
Credit Union Share Insurance Fund,
which insures members' deposits in
federally insured credit unions; the
N C U A Operating Fund, which finances
agency operations; the Central Liquidity
Facility, a contingent source of
liquidity for credit unions; and the
Community Development Revolving Loan
Fund, which supports eligible credit
unions serving low-income communities.
The N C U A collaborates with the other
financial regulatory agencies through
several councils, such as the Financial
Stability Oversight Council, the Federal
Financial Institutions Examination
Council, and the Financial and Banking
Information Infrastructure Committee.
These councils and committees and
their associated task forces and
working groups contribute to the
success of the N C U A's mission.
Executive Summary.
The N C U A's mission, vision, and values
guide the agency's priorities and form
the foundation of this strategic plan.
The mission is to enable access to
financial services by facilitating safe,
sound, and resilient credit unions.
The vision is that every community
of common interest has the
choice of cooperative credit.
As to values, the employees of the
N C U A are dedicated to maintaining
confidence in our nation's system of
cooperative financial institutions.
They uphold these core values
in fulfilling the mission.
The first value is results.
N C U A delivers efficient, adaptive,
and effective solutions to protect the
Share Insurance Fund and ensure the
safety and soundness of our nation's
federally insured credit unions.
The second value is integrity.
N C U A upholds the highest ethical
and professional standards, acting
with honesty, transparency, and
fairness in service to credit
unions and their members.
The third value is teamwork.
N C U A collaborates internally and
externally to share knowledge, align
efforts, and achieve common goals that
advance the credit union movement.
The fourth value is accountability.
N C U A holds itself accountable to the
public and one another, making decisions
guided by expertise, sound judgment,
responsibility, and impartiality.
Over the next five years, the agency will
focus on three interrelated priorities.
First, the N C U A will continue to
safeguard federally insured credit
unions by strengthening risk-focused
examination and supervision programs,
prioritizing material risks, and
supporting the long-term stability
of the Share Insurance Fund.
This includes improving efficiency
and effectiveness through enhanced use
of data, analytics, and technology.
Second, the agency will foster an
environment that enables access
to cooperative financial services
and responsible innovation.
The N C U A will work with stakeholders
to identify emerging trends, support
the responsible adoption of new
technologies, and reduce unnecessary or
unduly burdensome barriers to chartering,
expansion, and service delivery, while
maintaining strong protections for
members and federally insured deposits.
Third, the N C U A will strengthen
its own capabilities and performance
to ensure effective oversight.
This includes optimizing enterprise
systems and technology, aligning
organizational structures with core
responsibilities, and strengthening
workforce capabilities to improve
accountability, execution, and results.
Together, these strategic priorities
position the N C U A to fulfill its
responsibilities, respond to emerging
risks and opportunities, and support
a safe, sound, and resilient credit
union system that serves members
and communities across the nation.
The objectives below support
and complement each of their
respective strategic goals.
In the agency's future Annual Performance
Plans, each strategic objective will
be aligned with performance goals with
measurable indicators and targets.
Goal 1 is to safeguard
federally insured credit unions.
The strategic objectives under
this goal are as follows.
Objective 1.1:
advance risk-focused examination
and supervision programs to improve
efficiency, prioritize material
risks, and reduce unnecessary
regulatory or administrative burden.
Objective 1.2:
ensure the long-term stability
of the Share Insurance Fund.
Objective 1.3:
expand and augment the use of
data, analytics, and artificial
intelligence tools to strengthen
credit union oversight.
Goal 2 is to enable access to
cooperative financial services
and responsible innovation.
The strategic objectives under
this goal are as follows.
Objective 2.1:
foster an environment where federally
insured credit unions can responsibly
adopt financial technology, digital
assets, and other innovations.
Objective 2.2:
increase collaboration with key
stakeholders to identify emerging trends
and safeguard the long-term success
of cooperative financial services.
Objective 2.3:
enable access to cooperative financial
services by reducing unnecessary or
unduly burdensome barriers, including
for chartering and expansion of services.
Goal 3 is to strengthen N C U
A's capabilities and performance.
The strategic objectives under
this goal are as follows.
Objective 3.1:
optimize enterprise systems and
technology to increase efficiency
and performance through enhanced data
management, analytics, and automation.
Objective 3.2:
implement and sustain an organizational
structure that supports clear
accountability, eliminates
duplication, and emphasizes the core
statutory functions that Congress
established the agency to perform.
Objective 3.3:
strengthen workforce capabilities through
merit-based hiring, talent management,
and enhanced performance management.
Strategic Goal 1: Safeguard
Federally Insured Credit Unions.
The Federal Credit Union Act
authorizes the N C U A Board to oversee
America's credit union system and
administer the Share Insurance Fund.
The N C U A also has statutory
responsibility to oversee and ensure
adherence to laws and regulations
that protect credit union members
and ensure the safety and soundness
of federally insured credit unions.
Achieving this goal requires effective
examination, supervision, and risk
management to safeguard federally
insured credit unions and the Share
Insurance Fund, while supporting
the stability and vitality of the
cooperative credit union movement.
To fulfill this responsibility, the N
C U A will pursue strategic objectives
that focus on risk-focused supervision,
long-term Share Insurance Fund stability,
and modern oversight capabilities.
Strategic Objective 1.1:
Advance risk-focused examination
and supervision programs to improve
efficiency, prioritize material
risks, and reduce unnecessary
regulatory or administrative burden.
The N C U A prioritizes its examination
and supervision activities on institutions
and issues that pose the greatest
risk to federally insured credit
unions and the Share Insurance Fund.
The agency also advances a
risk-focused approach to supervision
by continually refining how risks are
identified and mitigated, including
reviewing and updating regulatory
and administrative requirements to
better align with risk profiles.
Through the advancement of risk-focused
examination and supervision programs
and the achievement of this objective,
the N C U A will strengthen the
effectiveness and efficiency of the
agency's supervision programs, further
reduce unnecessary regulatory and
administrative burden, streamline
internal processes, and enable credit
unions to better serve their members.
The following N C U A programs
and initiatives support
this strategic objective.
Reviewing and updating regulations
to support the safety, soundness,
and resilience of federally insured
credit unions, including removing
or amending requirements that are
outdated or unnecessarily burdensome.
Streamlining administrative
requirements and processes to reduce
burden and improve the efficiency of
examination and supervision activities.
Adopting enhanced examination
techniques and supervisory tools
that strengthen and maintain high
quality risk-focused supervision.
Allocating examination and supervision
resources to institutions and
activities that pose the greatest risk.
And aligning examiner training
and guidance with changes to
examination and supervision
programs, emerging risks, and issues.
Strategic Objective 1.2:
Ensure the long-term stability
of the Share Insurance Fund.
The N C U A is responsible for
maintaining a financially sound Share
Insurance Fund that protects credit
union member-owners against unexpected
losses at failed federally insured
credit unions and maintains public
confidence in the credit union system.
The agency also manages and resolves
assets acquired from liquidated
credit unions to minimize failure
costs to the Share Insurance Fund.
Monitoring key financial indicators,
the N C U A ensures the Share
Insurance Fund remains able
to meet its statutory purpose.
Through the effective management
of the Share Insurance Fund and the
achievement of this objective, the
N C U A strengthens its ability to
absorb losses, respond to emerging
risks, and maintain public confidence
in federally insured credit unions.
The N C U A will accomplish this
objective by prudently investing
the Share Insurance Fund's proceeds
while monitoring and responding to
changes in the Fund's equity ratio.
The following N C U A programs
and initiatives support
this strategic objective.
Identifying and assessing credit union
system risks, threats, and vulnerabilities
to determine risk magnitude and
mitigate unacceptable levels of risk
through examination, supervision, and
enforcement activities and programs.
Communicating supervisory priorities
to promote vigilance and ensure
credit unions continue to strengthen
their ability to identify, monitor,
and respond to risks while complying
with applicable laws and regulations.
Resolving troubled institutions in a
timely manner and at the least long-term
cost to the Share Insurance Fund,
while seeking to maintain affected
members' access to financial services.
And monitoring and maintaining an
equity ratio sufficient to ensure the
health of the Share Insurance Fund.
Strategic Objective 1.3:
Expand and augment the use of
data, analytics, and artificial
intelligence tools to strengthen
credit union oversight.
N C U A leverages automated systems,
data analytics, and advanced technology
tools to support examination and
supervision programs and enhance
oversight and management of risks
to federally insured credit unions
and the Share Insurance Fund.
These capabilities support more
consistent, timely, and risk-focused
supervision while improving the
agency's ability to identify,
analyze, and respond to emerging
risks across the credit union system.
Achieving this objective strengthens
the effectiveness and efficiency of
examination and supervisory activities
by improving risk identification,
analysis, and decision making.
It also enhances consistency across
examination processes and enables the
agency to keep pace with innovative and
evolving financial and technological
services, products, and risk profiles.
The following N C U A programs
and initiatives support
this strategic objective.
Accelerating the adoption of
additional automated systems, data,
and advanced analytical and artificial
intelligence tools to improve the
efficiency and effectiveness of
risk identification, analysis,
and decision-making capabilities.
More closely integrating
advanced analytics and enhanced
decision-making support tools into
examination scoping, scheduling,
and C A M E L S rating processes.
And strengthening enterprise data
governance and management practices
to improve data quality, reliability,
and accessibility for examination
and supervisory activities.
External Factors Impacting
Strategic Goal 1.
Stability of the credit union movement is
driven in part by economic conditions and
consumer behavior, which are outside of
the purview of the N C U A's authorities.
Specific factors impacting Strategic Goal
1 include economic conditions that cause
credit unions to experience financial
stress; rapid technological changes and
increasing sophistication of cyberattacks;
increasing complexity of credit union
products and services; changing consumer
preferences for financial products and
services; increasing competitive pressures
from other types of financial service
providers; changes in standards and
practices adopted by other regulatory
agencies that could affect credit
unions; and changes in Federal and
State laws governing credit unions.
Strategic Goal 2: Enable Access
to Cooperative Financial Services
and Responsible Innovation.
This strategic goal focuses on ensuring
that federally insured credit unions
can continue to provide access to
cooperative financial services while
adapting responsibly to new products,
services, and delivery channels.
Credit unions operate in a rapidly
evolving financial environment shaped
by regulatory change, technological
change, emerging business models,
and shifting member expectations.
Achieving this goal requires fostering
responsible innovation, increasing
collaboration with stakeholders,
reducing unnecessary or unduly
burdensome barriers, and improving
the efficiency and effectiveness
of chartering, field of membership,
and service expansion activities.
To advance these outcomes,
the N C U A will pursue the
following strategic objectives.
Strategic Objective 2.1:
Foster an environment where federally
insured credit unions can responsibly
adopt financial technology, digital
assets, and other innovations.
Financial services are evolving
rapidly as advances in artificial
intelligence, blockchain,
cryptocurrencies, and other digital
assets continue to shape how consumers
access and use financial services.
As credit unions seek to adopt new
technology to increase efficiency, improve
service delivery, and remain competitive,
N C U A plays an important role in
fostering an environment that permits the
safe and prudent adoption of innovative
financial products and services.
Accomplishing this objective will
support the continued success of credit
unions by fostering an environment
that supports responsible innovation,
promotes effective risk management
practices, and ensures that examination,
supervision, and regulatory frameworks
keep pace with the evolving landscape.
The following N C U A programs
and initiatives support
this strategic objective.
Ensuring N C U A's regulations, policies,
and programs enable the responsible
adoption of financial technologies,
digital assets, and other innovative
financial products and services
credit unions are authorized to use.
Strengthening knowledge and continued
awareness of emerging technologies and
innovation trends to build capacity
and support risk identification,
supervision, and informed oversight.
And supporting the success of credit
unions, including small and new credit
unions, through training, Community
Development Revolving Loan Fund grants,
technical assistance, and other programs.
Strategic Objective 2.2:
Increase collaboration with key
stakeholders to identify emerging trends
and safeguard the long-term success
of cooperative financial services.
The N C U A collaborates with federal
and state regulators and other
stakeholders to identify emerging
trends and provide a regulatory
environment that enables responsible
evolution of financial products and
services in the credit union sector.
Ongoing coordination and information
sharing promotes oversight,
reduces unnecessary friction, and
supports credit unions as financial
markets, technologies, and consumer
expectations continue to evolve.
By accomplishing this objective, N C U
A strengthens its ability to identify
emerging risks and opportunities,
promote regulatory clarity, and
support the long-term success of
cooperative financial services through
coordinated, informed engagement.
The following N C U A programs
and initiatives support
this strategic objective.
Coordinating with federal and
state regulators to identify
and address emerging risks to
the maximum extent possible.
Expanding opportunities to communicate
with, and receive input from, credit
unions and other stakeholders, including
financial technology organizations
and other entities providing products
and services to credit unions.
Engaging with stakeholders to inform
policy and regulatory development and
guidance, helping ensure oversight
approaches remain effective,
risk-focused, and responsive to change.
And collaborating with federal partners
to promote accountability and performance
in grant-funded programs, helping ensure
resources are aligned with national
priorities and deliver intended results.
Strategic Objective 2.3:
Enable access to cooperative financial
services by reducing unnecessary or
unduly burdensome barriers, including
for chartering and expansion of services.
Credit unions play a key role in
helping America's families build
generational wealth, assisting
entrepreneurs finance small businesses,
and investing in communities to create
jobs and strengthen local economies.
One of the ways N C U A supports
access to cooperative financial
services is by reviewing and approving
chartering and expansion requests.
N C U A also oversees policies
and processes that affect credit
unions' ability to serve current
and prospective members, including
in overlooked or underserved areas.
Accomplishing this objective improves
access to cooperative financial services
by reducing unnecessary or unduly
burdensome barriers, strengthening
chartering and field of membership
processes, and enabling credit unions
to responsibly expand products,
services, and membership consistent
with applicable laws and regulations.
The following N C U A programs
and initiatives support
this strategic objective.
Improving chartering and field of
membership policies and processes,
including for underserved areas,
to remove unnecessary barriers and
streamline and automate processes
to the maximum extent possible.
Reviewing and amending regulations
consistent with the Federal Credit Union
Act to facilitate credit unions' ability
to serve current and prospective members.
And supporting credit union efforts
to responsibly expand products and
services to meet evolving member needs.
External Factors Impacting
Strategic Goal 2.
Access to credit union services depends on
the ongoing engagement and participation
of members in their credit unions, which
falls outside of the N C U A's control.
Specific factors impacting the N C U
A's ability to achieve Strategic Goal
2 include rapid technological changes;
changes in consumer preferences for
financial products and services; changes
in the scope and complexity of credit
union products and services; changes
to credit union membership demographics
or fields of membership; challenges
attracting successors for credit union
managers and volunteer board members,
particularly in small credit unions;
credit union consolidation trends;
and changes in Federal and State laws,
and changes in standards and practices
adopted by other regulatory agencies
that could affect credit unions.
Strategic Goal 3: Strengthen N C U
A's Capabilities and Performance.
The N C U A must maintain
strong internal capabilities and
performance to effectively carry
out its statutory responsibilities.
To continue achieving organizational
excellence, N C U A must leverage
technology, streamline management
structures, and cultivate an
organization of high-performing employees
who are accountable for results.
Achieving this goal requires optimizing
technology and data capabilities, aligning
organizational structures with core
statutory functions, and strengthening
the workforce through merit-based hiring,
development, and performance management.
To support these outcomes, N C U A
will pursue strategic objectives that
focus on modern enterprise systems, a
high-performing workforce, and clear
accountability and streamlined operations.
Strategic Objective 3.1:
Optimize enterprise systems and
technology to increase efficiency
and performance through enhanced data
management, analytics, and automation.
The N C U A operates in an
increasingly complex financial
and technological environment that
requires strong enterprise systems,
robust data capabilities, and
secure, modern technology platforms
to support mission performance.
To remain effective and responsive, the
agency must continuously modernize its
systems and tools to reduce duplication,
improve data quality, and strengthen
decision-making across core functions.
Accomplishing this objective will enable N
C U A to streamline and automate internal
processes, consolidate and standardize
systems where appropriate, strengthen
data governance and analytics, and deploy
advanced technologies to improve speed,
security, accuracy, efficiency, and
consistency across agency operations.
These optimizations will position the N
C U A to leverage technology to deliver
faster, more secure services while
eliminating unnecessary bureaucracy and
improving operational efficiency in a
modern, resilient operating environment.
The following N C U A programs
and initiatives support
this strategic objective.
Advancing the adoption of emerging
technologies, including artificial
intelligence enabled tools to
improve operational efficiency,
data analysis, and decision-making.
Continuing the modernization of
enterprise information technology
systems by replacing, retiring,
consolidating, or enhancing legacy
platforms and systems to improve
reliability, security, and performance.
Strengthening acquisition and
procurement capabilities by standardizing
processes, leveraging enterprise and
government-wide solutions, promoting
transparency, and ensuring awards
go to high-performing contractors.
And leveraging government-wide technology
platforms and shared services, where
appropriate, to meet operational needs,
reduce duplication, eliminate redundant
investments, and maximize taxpayer value.
Strategic Objective 3.2:
Implement and sustain an organizational
structure that supports clear
accountability, eliminates
duplication, and emphasizes the core
statutory functions that Congress
established the agency to perform.
N C U A's organizational structure
must support effective execution of
its statutory responsibilities while
remaining adaptable to an evolving
financial services industry and federal
mandates for improved service delivery.
Clear lines of accountability,
well-defined roles, and alignment
around core statutory mission
functions are essential to
delivering against N C U A's mission.
Accomplishing this objective will
strengthen organizational effectiveness
by streamlining operations, reducing
duplication, and aligning resources
to fulfill statutory responsibilities.
A more efficient and accountable
structure will enable N C U A to
operate with greater clarity and
consistency while maintaining strong
examination and supervision programs.
The following N C U A programs
and initiatives support
this strategic objective.
Refining the agency's organizational
structure by consolidating major
business units, grouping similar roles
and responsibilities, eliminating
non-statutory functions, and transitioning
appropriate stakeholder-facing
functions to regional offices.
Streamlining processes and procedures
to reduce unnecessary layers,
eliminate low-value activities,
accelerate decision-making, and
improve operational efficiency.
Strengthening accountability through
clearer, expanded supervisory
spans of control and simplified
management structures that reinforce
responsibility for results.
And aligning the agency's real estate
footprint with mission and workforce
needs by improving utilization, reducing
costs, eliminating underutilized
space, and maximizing shared
federal workspace where appropriate.
Strategic Objective 3.3:
Strengthen workforce capabilities through
merit-based hiring, talent management,
and enhanced performance management.
To maximize employee contributions
to the N C U A's mission, the agency
will focus on maintaining an engaged,
high-performing workforce with the
requisite knowledge and skill needed to
execute its mission and deliver results
efficiently and effectively, consistent
with applicable laws, regulations, and
equal employment opportunity requirements.
Accomplishing this objective will
strengthen N C U A's ability to
execute its core statutory functions by
reinforcing merit-based hiring, improving
workforce readiness, and aligning
performance management with mission
outcomes and accountability for results.
The following N C U A programs
and initiatives support
this strategic objective.
Strengthening recruiting, vetting, and
selection practices to ensure hiring
decisions are merit-based, skills-driven,
and aligned with statutorily
required, mission critical needs.
Reducing time-to-hire for positions
to ensure the agency can quickly
deploy talent where it is most needed.
And updating employee training and
performance management programs to
reinforce accountability, reward high
performance, and address skill gaps.
External Factors Impacting
Strategic Goal 3.
The N C U A is subject to labor market
fluctuations and technology obsolescence
schedules largely outside of its control.
Specific factors impacting Strategic
Goal 3 include rapid technological
change and the attendant obsolescence of
systems, software, and other information
technology tools disrupting the N C U
A's technology modernization strategies;
rising costs of technology, and its
ongoing operation and maintenance;
security challenges associated with
increased reliance on technology; changes
in economic conditions or in credit union
products and services that may require
rapid adjustment of staff skills and
agency resources; and changes in economic
conditions or workforce preferences that
affect the availability of qualified
candidates or the external employment
options of current agency staff.
Program Evaluation.
Program evaluations are an integral part
of the N C U A's effort to continuously
improve and enhance mission performance.
External and internal entities
evaluate the N C U A's performance
using a variety of tools.
Principal evaluations are described below.
The Government Accountability Office
periodically conducts assessments
of N C U A program effectiveness and
compliance with its statutory authorities.
Financial audits are conducted annually
by an outside audit firm contracted by the
agency's Office of the Inspector General.
The firm audits the N C U A Operating
Fund, National Credit Union Share
Insurance Fund, Central Liquidity
Facility, and the Community
Development Revolving Loan Fund.
United States Office of Government
Ethics inspections and program reviews
are conducted as determined by the
Office of Government Ethics to ensure
N C U A's ethics program complies with
established executive branch ethics
laws, regulations, and policies.
The Federal Information Security
Modernization Act of 2014 requires the
ongoing evaluation of the effectiveness
of N C U A's information security program.
This includes the evaluation of specific
I T controls that are also leveraged
within the agency's financial and
administrative management systems.
The Federal Managers Financial
Integrity Act of 1950 requires ongoing
evaluations and reporting of the
adequacy of the systems of internal
accounting and administrative control.
Office of Inspector General audits are
also conducted throughout the year.
These audits are performed in accordance
with Office of Inspector General
procedures and include reviews of N C U A
programs and program support operations.
The N C U A's Office of the Chief
Economist is responsible for enhancing
the N C U A's understanding of emerging
microeconomic and macroeconomic risks
by producing meaningful and robust
modeling and risk identification tools.
The N C U A's Enterprise Risk Management
program assesses risks to the N C
U A fulfilling its mission and the
agency's responses to those risks.
N C U A executives evaluate whether
the agency's programs operate within
Board-approved risk appetites.
The N C U A's Office of the Chief
Financial Officer is responsible for
coordinating review of the agency's
performance and focuses on tracking
and reporting outcomes that demonstrate
efficiency, effectiveness, and results.
The agency uses these results to
inform its annual report and future
strategies, goals, measures, and targets.
This concludes the document.
If your credit union could use assistance
with your exam, reach out to Mark Treichel
on LinkedIn or at Mark Treichel dot com.
This is Samantha Shares, and
we thank you for listening.