AtlasON

PLATFORM FEATURES

One connected view of governance

cuBoardAtlas connects meeting materials with the broader work of governance: financial oversight, strategic direction, risk, CEO alignment, and committee responsibilities.

THE GOVERNANCE LENS

See the credit union through a governance lens

Start with “How is the credit union doing?” Explore financial condition, strategic progress, CEO priorities, and risk, with the supporting information behind each discussion.

01 — Financial Oversight

See the financial condition in context.

Review key financial indicators alongside supporting sources and related goals and risks. See where a measure changed and prepare informed questions about what it means for the credit union.

Management provides the underlying information and explains the business conditions behind it.

Financial indicator
Net Worth Ratio
11.42%
Above policy floor
Liquidity Ratio
14.8%
Near internal target
Source traceNCUA 5300 Call Report · Q2 2026 · Schedule A, Line 26
Confirmed by management

Thresholds may be regulatory minimums, internal policy targets, or board risk-appetite limits. Each is labeled by type.

Illustrative example. Figures and relationships are sample data.

02 — Strategy

The strategy stays visible after the strategic planning meeting ends.

Keep strategic goals, measures, owners, target dates, and progress in view throughout the year. See where priorities are advancing, where progress has slowed, and what deserves discussion.

Management advances the strategy. The board monitors progress against the direction it approved.

Strategic goal
Goal 3 — Expand member digital adoption
Owner: Chief Experience Officer · Target Q4 2026
Progress against measure62%
MeasureActive digital members
StatusBehind pace
Last board updateAugust 2026
Related: CEO priority — Digital channel rollout · Risk — Vendor dependency

Illustrative example. Figures and relationships are sample data.

03 — CEO and Board Alignment

Keep CEO expectations clear throughout the year.

Keep agreed board expectations, CEO priorities, and related organizational goals together. The Board Chair and CEO can return to the same reference point as priorities evolve, creating a clearer foundation for ongoing conversations and the annual evaluation.

The platform supports the discussion. The board remains responsible for evaluating the CEO.

CEO priority
Board expectation · set January 2026
“Improve member digital engagement while holding operating expense growth below 4%.”
CEO priority
Digital channel rollout — phase two
Linked board goalGoal 3
Changed since JanuaryScope revised, May
Last discussedChair check-in, Aug

Illustrative example. Figures and relationships are sample data.

04 — Risk and Governance

Know which risks and responsibilities need attention.

Keep enterprise risks, audit and examination follow-up, policy reviews, and open governance responsibilities visible. See who is responsible, when an update is due, and which supporting materials are available so the board can follow the issue through its next discussion.

Open responsibility
Examination follow-up — Third-party vendor oversight
Committee: Supervisory · Owner: Chief Risk Officer
Came before the boardJune 2026
Committee reviewComplete, July
Update dueOctober board meeting
Supporting informationExam letter · Response plan
Related: Enterprise risk — Vendor dependency · Policy review — Third-party risk, due Q4

Illustrative example. Figures and relationships are sample data.

Board and committees

A current view of your board and committees

Keep director profiles, terms, election cycles, officer roles, and committee assignments in one governance record. Board leaders and executive administrators can see who serves where, which responsibilities are assigned, and the meetings, documents, and open work connected to each committee.

Board Leadership & Officer Roles

See Chair, Vice Chair, Secretary, and Treasurer assignments alongside director terms and election cycles.

Committee Membership & Responsibilities

Connect committee members, charters, assignments, meetings, and supporting documents.

Governance History & Continuity

Keep prior decisions, policy changes, and orientation materials available as board membership changes.

Visual caption: Illustrative board and committee record.

Source traceability

From the board view to the source

See the context, then explore the information behind it. cuBoardAtlas connects board views with supporting regulatory filings, management reports, strategic plans, policies, and meeting records. Directors can distinguish the source information from summaries and explanations.

Management remains responsible for the underlying information and for explaining business conditions.

The insight layer

AI-assisted explanations help users explore the information provided. Review the supporting sources and use independent judgment in board discussion and decisions.

Level 03Source information

Open the supporting report, filing, or meeting record.

Level 02Supporting context

Explore related goals, committee discussions, policies, and management explanations.

Level 01Board summary

Review key measures, trends, and matters that deserve attention.

From summary to context to source

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