Accounting
Issues
When
considering an executive compensation package, the Board should
also take the time to obtain the advice of its outside accounting
firm or other qualified accounting professional. This will assist
the Credit Union in evaluating the accounting effects of the compensation
package and to determine the appropriate means of booking the expenses
related to the executive compensation package as well as any investment
in a life insurance, mutual fund annuity or other vehicle that the
Credit Union may have undertaken related to the compensation package.
The key here is to work with the consultants and accountants to
avoid any accounting "surprises." Ideally, if compensation is due
to an executive or the executive's beneficiary(ies) under the terms
of a Plan (e.g. retirement, termination without cause, total disability
or death), the compensation will have already been expensed over
time such that the payment will not be a "big bath" expense for
the Credit Union in any one year.
Conclusion
Credit
unions can use different methods to compete for executive talent.
The use of non-traditional executive benefits is increasingly being
used to recruit, retain and reward credit union executives. The
combination and integration of qualified and nonqualified plans
and programs can be quite useful in developing a compensation program
that meets the goals and needs of both the credit union and its
executives. Credit unions have a wide selection of opportunities
to address their interests and concerns. As always, a main issue
will be the reasonableness of the executive's overall compensation
and, separately, the quality of the legal and regulatory compliance
of the compensation package. The use of a team of competent counsel,
consultants and accounting professionals should greatly assist a
board of directors in exercising its due diligence in providing
for a compensation package that works for the credit union and its
executives.
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