1. Directors’ Forum: Wrapping Up October 27, 2012 Alisdair Smith, MA -- National Facilitator

2. - 2 - Provocative Thinking Collaboration and Partnership We’re part of a very large sector, that is changing the world. What do we need to start to look like to build on our success? Technology and Dis-intermediation Themes: Be Certain Shift will Happen 3 Foci: Strategy, Risk, Talent What does your credit union look like 1.0? 2.0? 3.0?

3. Dots on a Map: Sarah Canepa Bang - 3 - 1.2 million members access at all 488 locations? Plus Tim Hortons?

4. Dots on a Map - 4 - 5.2 million members access at all 1748 locations? Plus Tim Horton’s?! Plus Apple?!

5. - 5 - Provocative Thinking for Ontario Credit Unions 12% market penetration 4% of assets in the market Vision – Alignment -- Execution Common brand? Access to capital What have WE done lately? Common vision? Common Value Proposition? Jack Smit

6. Luani Skinner’s Questions How is my credit union creating value for the members we want to attract? How is my credit union meeting consumers where they are at? How is my credit union cooperating (collaborating) to make us better? Is our credit union committed to growing our membership? - 6 -

7. - 7 - “Be the change you wish to see in the world” Ghandi “Somebody has to do something and it’s incredibly pathetic that it has to be us.” Garcia “In Your Corner” Guarantee

8. - 8 - “Eye to Eye with Management” Paul & Andy Good governance is based on good knowledge Commitment, not compliance Progressive Implementation Policy needs to be in place now This is an innovative approach Investment, not cost Competencies Technical & Behavioural Group Development Stock and Flow Mentors

9. - 9 - “Look in the Mirror” “Has this credit union outgrown me?” Am I adding tangible value? What are my strengths and how are they serving the board and credit union? What is the one thing I could change that would benefit the board and/or credit union in the next 12 – 18 months?

10. 10 Questions from Don Rolfe 1. What is our business? 2. Who is our customer? 3. What does our customer value? 4. What is our plan? 5. What are our results? 6. What has changed since we last met? 7. What is the impact of the changes? 8. What actions/measure should be taken? 9. What are the expected results of our actions? 10. What changes are emerging? - 10 - Don Rolfe

11. Operating in ‘Certain Times’– Shift Happens Why do we exist, what is our unique and common value proposition? Low interest rates will continue 24 months Next 3 – 5 years, BC & Ont about 100 credit unions to about 75 Risk mitigation is key – we’ll be painted with the same brush Greater regulator harmonization between the provinces 1 – 3 credit unions going interprovincial/national Payments Technology – Apple? Google? Paypal? - 11 -

12. The New Branch? - 12 -

13. - 13 - Have you got the right people? 3 Foci: Talent, Risk, Strategy “The Dog and The Frisbee” Underestimating the risks of the status quo!! What does our “Jukebox” look like? Realistically what value proposition can we expect In the future? “Lowering your price is the last refuge” OSFI, Dog and Frisbee, Towards Effective Governance What is our story? Now? In 10 Years? Will they be the right people in 5 years? “You need a board that works well together.”

14. - 14 - Credit Union 3.0 The One Thing > “Staff who have the mojo for the soul of your business” 3.0 = focused niche player with targeted, loyal segments, start to exclude 30 second value proposition – selected members – selected employees – your desired purpose, culture, training and incentives. GVCU = 3 rd Income Quartile

15. It is up to us! - 15 -

16. Action Plans What did you learn here? What difference will that make at your board? In 2020 what unique difference will your credit union and the Ontario system have made to the communities we serve? What is the first action step towards that difference you will take to your board/credit union? What will you be doing differently Monday morning? Email yourself so that the email comes on Monday morning - 16 -