As we move through 2025, the risks facing credit unions are more complex than ever. Cyberattacks are more sophisticated, natural disasters are more frequent and third-party dependencies continue to grow. In this environment, business continuity and operational resiliency are no longer just IT concerns, they’re board level responsibilities.
Too often, continuity planning is treated as a compliance checkbox or left entirely to operations or IT. But when disruption hits, whether it’s a cyberattack, power outage or service interruption, it’s not just internal teams that are affected. Member access, asset protection and trust are all on the line. That’s why board oversight matters.
Regulators Expect It, and So Do Members
Federal regulators like the NCUA and FFIEC have made it clear: business continuity and resiliency are now core components of risk management. The board is expected to understand, support and review these programs, not just sign off on them. A binder gathering dust in a drawer won’t satisfy today’s examiners. Regulators want to see up-to-date plans, real-world testing and active board engagement.
Your members expect even more. If online banking goes down or phones stop ringing, members aren’t concerned with the technical cause – they just know their credit union wasn’t there when they needed it. Business continuity ensures your ability to meet members’ expectations, especially during high-stress situations.
Planning Is About Governance, Not Just Recovery
Business continuity isn’t just about restoring systems – it’s about guiding the credit union through uncertainty. A strong plan defines who makes decisions, how the organization communicates and how essential services continue when normal operations break down. These are not just IT details, they’re governance concerns.
As a board member, your role isn’t to run the continuity program, but to ensure it exists, it’s tested and it works. When disruptions occur, leadership must act swiftly and strategically – and that leadership begins with clear board oversight.
Resiliency Is a Strategic Advantage
Forward-thinking credit unions are shifting how they view continuity. It’s not just a cost, it’s a competitive advantage. Resilient institutions retain member trust, protect their brand and recover faster. More importantly, continuity planning often uncovers hidden risks – like vendor gaps or outdated processes – before they cause harm. Helping management identify and mitigate these risks is exactly the type of governance the board is responsible for.
Board Actions to Take Now
You don’t need to lead the BCP, but you must oversee it. Start with these steps:
- Request the board receives a Business Continuity Plan (BCP) summary update at least twice a year during board meetings.
- Ask management to identify the top three continuity risks facing the credit union.
- Confirm that the plan is tested annually and updated based on real lessons learned.
- Ensure recovery time and service expectations align with what members need.
Final Thoughts
Disruption is no longer a question of if, it’s when. Strong business continuity and resiliency planning ensure the credit union can serve members under any condition.
Resilient credit unions don’t just bounce back, they stay prepared, protect trust and perform under pressure. That kind of readiness starts with strong board oversight.
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