Page 102 - Sicredi

Nos anos 90, os ideais que a Cocecrer-RS tinha propagado ao longo das décadas de 70 e 80 haviam conquistado novas gerações de seguidores, no rastro da expansão do cooperativismo de crédito. O modelo preconizado por Mário Kruel Guimarães, com cooperati- vas singulares, centrais e um Banco Cooperativo, foi encampado por Roberto Rodrigues, que empregou a influência política da OCB na defesa da proposta. O apoio de uma entidade representativa do coo- perativismo em nível nacional respaldou o projeto que a Central Si- credi RS vinha estruturando sob a liderança de Ademar Schardong, fortalecendo a ideia do Banco Cooperativo.
Em 1992, com o patrocínio da Organização das Nações Unidas para a Agricultura e a Alimentação (FAO), a OCB formou uma comis- são de técnicos, encarregados de elaborar um projeto para a constitui- ção de um banco das cooperativas. “A FAO concedeu à OCB consultores
europeus que nos ajudassem a montar o Banco Cooperativo brasileiro. Sempre no lastro do modelo do Kruel: cooperativas centrais, em cada Estado, que fossem donas desse Banco Cooperativo”, revela Rodrigues.
70’s and 80’s gained the support of new generations of followers along the road to credit union expansion. The model extolled by Mário Kruel Guimarães, with individual credit unions, Regional Centers and a Cooperative Bank, was adopted by Roberto Rodrigues, who used OCB’s political influence to advance the plan. This support by a cooperativist entity at the national level, backing the proposal formulated by the Sicredi RS Regional Center under Ademar Schardong’s leadership, increased support for a Cooperative Bank.
In 1992, under the sponsorship
of the Food and Agriculture Organization of the United Nations (FAO), OCB established a committee
of experts to prepare a plan for
the formation of a credit union bank. “The FAO provided OCB with European consultants that helped us form a Brazilian Cooperative Bank. Always on the ballast of Kruel’s model – credit union Regional Centers, in every state, to be the owners of this Cooperative Bank,” states Rodrigues.
As soon as they began their work, the Committee’s experts realized that the credit unions did in fact need their own bank to remain in the financial market. “The first need was to access check clearing and clearing of other documents. The second was to manage funds, the credit unions’ liquidity cushion, on
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