Page 111 - Sicredi

SICREDI COOPERATIVE BANK Objectives and Features
• Carry out the System’s financial plan, including managing cash levels and risks;
• Identify, develop, design and disseminate products and services
(market research, financial management) and marketing strategies (business
plans, launching of new products);
• Acess lines of credit for the System;
• Enable affiliates and other business partners to be integrated into the Brazilian
Payment System;
• Run Sicredi’s cash flow;
• Administer the System’s financial resources on a large scale.
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Paraná, a strong ally
In the mid-90’s, cooperative credit in Paraná was one of the best structured in the country, proving that the state’s ability to develop cooperative enterprises extended beyond the agricultural sector. The movement begun in the previous decade to make credit unions
more structured had resulted in a considerable network of branches located primarily in cities dependent on agriculture. The fast growth
of credit unions was evident from increased membership and the increase in funds managed by the affiliates of the Rural Credit Union Regional Center of Paraná (Cocecrer- PR). The state began the 1990’s with over 30,000 credit union members. In 1993, the financial resources managed by the Regional Center reached the R$ 20 million mark.12
These numbers convinced the Paraná leaders that their state could
align itself with the gaúchos, who had been successful in gaining financial independence with the creation of the first Cooperative Bank in the country. The Paraná credit unions, upon considering their own structure, realized that they also were capable of playing a leading role in this new phase in the history of cooperativism.
While the Sicredi RS Regional Center was structuring the Cooperative Bank in Rio Grande do Sul, in