We are catching up with the highly publicized failure of the Apex Society- KUSCCO; a symbol of unity and trust for the Co-operative Movement and to its beneficial member- the Sacco and Co-op Members.

The allegations are devastating, the figures involved jaw dropping and the action swift. Investigations, probes and a change of guard- pacifying the sense of terror, loss and possible hopelessness of the various Saccos and Co-op Societies who are their Members. KUSCCO had failed its members and more specifically, one of the objects in its by-laws ‘…to arrange for a system to protect the Sacco Funds against contemplated loss….’

Enter remedial action- the appointment in April 2025 of a Committee of Experts to review the Act and further, the constitution of a Caretaker Board with specific objectives by the Cabinet Secretary. This seemed like the right thing to do, but was the right process-especially in such circumstances where governance is the focus, followed?

It is common in the country for Cabinet Secretaries to appoint ‘Caretaker Boards’ in times of crisis of national bodies (KFF, NHIF, Mumias, FKF, KMA) and hopefully the success rate of these Boards shall improve – the governance and legal odds are already stacked against them.

So what is a Caretaker Board? As there is no clear governance definition, our trusted AI response states: “A caretaker board (or caretaker committee) is a temporary body appointed to manage and oversee the operations of an organization, company, or institution after the dissolution, suspension, or removal of its official board or management. Its main responsibility is to carry out essential functions to ensure continuity until a new, permanent board is elected or appointed.

If your ‘fortunes’ land you such an appointment on a Caretaker Board, what should you aspire to make your tenure count for something?
1. Center your purpose-Yes you have specific TORs, but your over-arching mission should be to ensure that all your actions and decisions are in the best interest of the ultimate beneficiary-shareholder, member, athlete etc.
2. Have an interim recovery/ rebuilding strategy. Guided by your TORs, you should steer the ship back with a strategy that has SMART objectives as you are on borrowed time. Get your strategic compass in place and execute
3. Resist short-term thinking-have a long term view about your role. A balance between risk management to curb further destruction and calculated turnaround and growth strategies shall be required
4. Share your wins and milestones achieved-Its important to show your wins to gain trust and legitimise your position. Do not forget to communicate your challenges along the way
5. Be ready for overreach-you need to be resilient as in some instances the lines between your role as a Board Member and oversight of management activities may be blurry. In all instances, refer to your TORS.

Best of luck to all caretaker boards out there!