Management

Purpose

To implement the strategic direction set by the Committee (Board), manage day-to-day operations, and ensure the co-op fulfills its mission across production, investment, finance, and member services—while remaining compliant with Jamaican law and co-operative principles.

Roles

Chief Executive Officer (CEO)
Overall leadership, strategic execution, stakeholder engagement, reporting to the Committee.
Chief Financial Officer (CFO)
Financial planning, Anchor Fund oversight, payroll financing, budgeting, compliance with audit and reserve requirements.
Chief Investment Officer (CIO)
Manages vertical investments, due diligence, portfolio performance, and integration decisions.
Director of Member Services
Oversees member onboarding, equity-for-discount programme, training, and member communications.

These roles may be full-time or part-time depending on scale. In early stages, roles may be combined or filled by contracted professionals.

Reporting & Accountability

To the Committee (Board): - Monthly operational reports (Dashboard?) - Quarterly financials and investment updates - Annual strategic review and performance dashboard To Members: - Annual General Meeting (AGM) presentation - Member impact report (jobs, training, equity issued, dividends)

Delegated Authority & Limits

  • CEO: Authorized to execute contracts, hire staff, and approve expenditures within budget limits set by the Board.
  • CFO: Authorized to manage bank accounts, payroll, and Anchor Fund drawdowns .
  • CIO: May approve investments up to a threshold (e.g., JMD $5M); larger deals require Board or General Membership approval.
  • Reserved Matters: Major decisions (e.g., acquisitions, share issuance, Rule amendments) require Committee or General Membership vote per the Act.

Compliance & Legal Duties

  • Maintain all statutory registers (members, shares, assets, charges).
  • Ensure filings with the Registrar of Co-operative Societies.
  • Prepare for audits and inspections under the Act.
  • Ensure AML/CFT compliance for payroll financing and investment activities.
  • Monitor securities law boundaries (e.g., exempt distributions under FSC rules if raising capital from non-members).

Performance & Evaluation

  • Annual performance review of executive team by the Committee.
  • KPIs include:
    • Member satisfaction
    • Financial health (reserves, surplus)
    • Anchor Fund returns
    • Investment portfolio performance
    • Production throughput and quality
    • Compliance and audit outcomes

Training & Development

  • Executive team must complete DCFS-approved co-op management training.
  • Ongoing professional development in:
    • Co-operative governance
    • Financial management
    • ESG investing
    • Film production operations
    • Legal and regulatory compliance

Succession & Continuity Planning

  • Maintain a Business Continuity Plan (BCP) for executive transitions.
  • Identify internal talent pipelines and external recruitment strategies.
  • Ensure key-person insurance for critical roles.

Integration with Governance

  • Executive team attends Board meetings in an advisory role.
  • Supports Board sub-committees.
  • Provides secretariat support for AGM and member communications.
  • Each executive position shall have a Director tasked with direct oversight for reporting purposes.

Contract Period

  • To be determined by the Governance Committee