Meet the newest members of the Co-operative Governance Expert Reference Panel

Co-operatives UK member groups exist so that our members can influence our work but also to act as an independent and authoritative voice for the co-operative sector.

The Co-operative Governance Expert Reference Panel oversees best practice for governance across the co‑operative sector. The Panel is made up of experts with proven experience in governance, leadership and/or innovation covering businesses of different sizes, complexity and risk profile.

Welcoming two new members 

Two new people recently joined the Co-operative Governance Expert Reference Panel. Introducing Dr Paul A Jones and Mya Badhan:

Introducing: Dr Paul A Jones

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Paul is co-founder and director of the Swoboda Research Centre, Dublin, funded by credit unions to undertake research into social, community and co-operative finance in Britain and Ireland. He is Reader in the Social Economy at Liverpool John Moores University, where he heads up the Research Unit for Financial Inclusion. Paul has had more than 25 years’ experience in academic, action and evaluative research in credit union organisational development, financial services for lower and moderate-income households, and money and debt advice services. He is also a director of Enterprise Credit Union, Merseyside and chairs the Audit and Risk Committee at Manchester Credit Union.

What interested you in joining the Governance Panel?

"I was asked by a former panel member to consider joining the panel, given the fact that I have had long experience in the co‑operative and social finance movement, particularly with credit unions. I am both a practitioner in this sector, being a board member of a credit union and the chair of the internal audit committee of another – and an academic researching credit union governance and management. Co‑operative governance is a key interest both as a practitioner and academic, thus it felt a good fit to apply to join the panel."

What do you think you can bring to the Panel? 

"Many years of experience, both as a researcher and practitioner, in credit union co‑operative governance. With two colleagues, I wrote the first manual on credit union governance published in the British credit union sector."

What is the number one governance issue you think our members need to know about/act on?

"Member engagement and participation in the democracy of co‑operatives. In the credit union sector, as credit unions are becoming larger, more sophisticated and digitalised, the reality and experience of membership seems to be on the decline. Some credit unions even consider that membership, as a lived experience, does not matter and is not relevant to the people who are now essentially customers. So, I think exploring the meaning of co‑operative membership in a contemporary context is important."

Why is governance so important in co‑ops?

"That’s a good question, as it’s true that some co‑ops can succeed economically despite poor governance, if they have a skilled management team. They can become management led businesses. But this is dangerous and not compliant with co‑operative culture and ethos. In certain parts of the world, some credit unions have tried to demutualise due to management capture. If they can survive with poor governance, they can do much better with good governance which provides the control and strategic direction in the interests of the members.

"In the financial co‑operative sector, good governance is seen as essential to success, to maintaining a co‑operative ethos and complying with the demands of legislation and the regulator. Without good governance, co‑ops can lose their culture, ethos and sense of direction as co‑operatives and become indistinguishable from for‑profit, commercial businesses. Poor governance has also often been identified as a key contributory factor to credit union failure."

Introducing Panel Observer Mya Badhan

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 Mya Badhan has joined the panel as an observer as part of her role as a member of Co-operatives UK's Youth Advisory Group:

"I am someone who is a passionate social justice advocate and deeply committed to creating meaningful change. I have experience leading changemaking initiatives at local, regional, and national levels, and I bring a diverse and well-rounded background in decolonial social change, fundraising, and strategic governance.

"Currently my work spans multiple sectors including: Urban conservation, inclusion in the arts and intersectional powershifting in philanthropy. I am in my second year as a Steering Group Member, governing the revolutionary Young Gamechangers Fund (funded by Co-op Group and the Co-op Foundation). I bring expertise in implementing inclusive youth activism to Co-operatives UK's Youth Advisory Group, with the aim of fostering collaborative youth leadership and enact sustainable social change. I am really excited to champion youth empowerment and continue my co-operative journey."

What interested you in joining the Governance Panel?

"I’ve always been passionate about equitable decision‑making and inclusive structures, and governance is where that plays out most powerfully. Having served as the Co‑op Foundation’s representative on the Co‑operatives UK Youth Advisory Group and as a Steering Group Member for the Young Gamechangers Fund – all deeply embedded in the Co‑op movement – I’ve seen how governance can drive transparency, accountability and equity. 

"This Panel’s commitment to shaping governance standards and encouraging innovation aligns closely with my values and experiences. I also saw the Panel as a space where I could both learn from experienced voices and contribute a fresh perspective rooted in lived experience and values‑driven leadership, to guide and sustain the movement."

As a Panel Observer, what do you hope to get from it? And what do you think you can bring to the Panel?

"As an Observer, I hope to gain a deeper understanding of how governance is evolving across the co‑operative sector and what best practice looks like in real‑world contexts. I’m especially interested in how strategic decisions are made and how governance structures can be made more participatory and resilient.

"Additionally, I’m excited to learn more about the wider co‑operative movement and how co‑operative values have manifested and embedded themselves across different sectors.

"In terms of contribution, I bring experience leading social justice and youth‑centred initiatives at grassroots, regional and national levels; a strong commitment to equity and inclusion, and a willingness to ask challenging questions constructively. I also bring a background in fundraising, participatory grant making and de‑colonial practice. 

"As a young woman of colour, I hope to bring a different lens when critically analysing governance issues, helping amplify voices that might not always be represented in traditional governance spaces and inform best practice."

What is the number one governance issue you think our members need to know about/act on?

"I believe two pressing governance issues require urgent attention: diversity of thought and accountability.

"First, co‑operatives must actively address the lack of diversity of thought within governance structures. While many co‑ops uphold the value of democratic participation, the reality is that decision‑making bodies often lack a wide range of perspectives – particularly from people who have lived experience of marginalisation. Genuine diversity goes beyond performative representation; it’s about fostering an environment where different ways of thinking, lived experiences and challenges to the status quo are welcomed. Without this, governance risks becoming stagnant and disconnected from the broader communities it serves.

"Second, there’s a critical need to strengthen accountability within co‑operative governance. Accountability should not be seen solely through a compliance lens, but as a commitment to transparency, responsiveness and shared responsibility. When co‑operatives are clear about how decisions are made, how power is distributed and how feedback loops work, they build deeper trust with members and create space for continuous improvement.

"Addressing both these issues – who is involved in governance and how they are held accountable – will help ensure co‑ops remain resilient, values‑driven and genuinely member‑led.

Why is governance so important in co‑ops?

"Governance is the mechanism through which co‑operatives drive their mission forward – it provides the structure and clarity needed to navigate challenges, set direction, and remain aligned with co‑operative values. It’s not just about oversight; it’s about enabling meaningful collaboration between members, boards, and communities. In a co‑operative context, where members are also owners, governance ensures that leadership is shared, not imposed, and that decision‑making is collective, not top down.

"Importantly, good governance also creates space for active learning and development. It encourages co‑ops to reflect, adapt, and evolve – to question whether current structures are still serving their purpose and whether new voices are being invited in. In that sense, governance isn’t static; it’s a living practice that requires curiosity, reflection and continuous improvement.

"Ultimately, governance is what turns co‑operative principles into reality. It ensures decisions are made with care, with accountability and with the input of those most affected – building trust, resilience, and long‑term impact."

Read about the work of the Co-operative Governance Expert Reference Panel and the Co-operatives UK Youth Advisory Group.