Table 6 Policy and practice levers by...

Table 6

Policy and practice levers by perspective

	Perspective
	P1: Principled but inequitable	P2: Instrumentalized service Provider (bipolar)	P3: Outward-focused strategic enterprise	P4: Benevolent but Undemocratic
Core pattern	Values-forward, equity gaps, relatively inward stance	State-aligned delivery with thin democracy; contested by members	Collaborative and capability-oriented; governance lags the strategy	Supportive work culture and environmental ethos; low participation
High-level policy levers (ecosystem level)	Signal equity and participation as priority outcomes in support schemes. • Provide flexible support to strengthen internal governance capacity Encourage broader external connectivity	Balance accountability with organizational autonomy Pair performance expectations with attention to member development Create room to diversify partnerships	Enable selective partnerships and innovation while safeguarding democratic practice Recognize organizations that combine capability with participation	Value well-being outcomes while nudging toward democratic practice Support light-touch steps that broaden voice and leadership
High-level practice levers (cooperative level)	Translate stated values into day-to-day procedures Clarify roles and expectations to reduce perceived unfairness Increase transparency and regular feedback	Strengthen participation norms and internal communication Build member capabilities alongside service delivery Reduce dependence on any single external template	Embed participatory checks in growth and partnership decisions Regularize transparency and learning routines Keep mission clarity front and center during expansion	Gradually expand shared decision-making Pair care practices with clear expectations for member participation Make inclusion visible in everyday operations

	Perspective
	P1: Principled but inequitable	P2: Instrumentalized service Provider (bipolar)	P3: Outward-focused strategic enterprise	P4: Benevolent but Undemocratic
Core pattern	Values-forward, equity gaps, relatively inward stance	State-aligned delivery with thin democracy; contested by members	Collaborative and capability-oriented; governance lags the strategy	Supportive work culture and environmental ethos; low participation
High-level policy levers (ecosystem level)	Signal equity and participation as priority outcomes in support schemes. • Provide flexible support to strengthen internal governance capacity Encourage broader external connectivity	Balance accountability with organizational autonomy Pair performance expectations with attention to member development Create room to diversify partnerships	Enable selective partnerships and innovation while safeguarding democratic practice Recognize organizations that combine capability with participation	Value well-being outcomes while nudging toward democratic practice Support light-touch steps that broaden voice and leadership
High-level practice levers (cooperative level)	Translate stated values into day-to-day procedures Clarify roles and expectations to reduce perceived unfairness Increase transparency and regular feedback	Strengthen participation norms and internal communication Build member capabilities alongside service delivery Reduce dependence on any single external template	Embed participatory checks in growth and partnership decisions Regularize transparency and learning routines Keep mission clarity front and center during expansion	Gradually expand shared decision-making Pair care practices with clear expectations for member participation Make inclusion visible in everyday operations

Note(s): These levers are intentionally general to fit diverse contexts; they guide adaptation rather than prescribe specific instruments, and they target governance gaps, autonomy-accountability tensions, and the alignment of stated values with operational routines

Source(s): Authors' own work

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