The cooperative sector was in distress. Weak governance, poor financial management and declining member confidence, across the country rather than in isolated institutions.
I developed the national turnaround strategy for the cooperative sector, and the supporting regulations that followed it, working with the Ministry and the sector bodies that would have to deliver it.
A national strategy adopted, and a regulatory framework for cooperative governance that gave supervisors something to enforce.
None of it was clever. It was sequenced, written down, and reported on monthly.
Diagnosed the governance and financial management failures across the sector.
Drafted the national turnaround strategy on the back of that diagnosis.
Built the supporting regulations, so supervisors had something enforceable.
Took it through adoption with the Ministry and the sector bodies that would implement it.
Sector governance fails and succeeds for the same reasons institutional governance does. The same three or four controls decide it, at any scale.
The scorecard takes fifteen minutes and tells you where the gap sits before you spend anything.