Co-operative Approaches to Alternative Delivery Models Ian Bancroft, Flintshire County Council Ben Spinks, Capita Transformation

Knowsley Youth Mutual : A Co-operative ADM

What is KYM? Vision and values, social purpose Open access services for young people Governenance structure Focus on engagement: staff and young people A service as “products” Radical and innovative alternative delivery

Why did we consider alternative delivery? Issues and needs of young people National scene for Youth Services Local landscape Jobs and Services Unprecedented financial challenges

The Financial Challenge 1.4m “New” Products and Services 2013 2016 2018 Universal open access Youth Work 800 K

What made the journey to set up a success? Staff and youth engagement Partnership approach Local Conditions Extensive independent support Timing Service level agreements, ongoing support, the time to grow and develop Leaderships and passion

Draft Business Plan Legal and Governance Framework Autumn 2011 Social Sector (Gateway 1) Spring/Summer 2012 Feasibility Study (Gateway 2-3) October 2012 KMBC Cabinet approval to progress (Gateway 4) June 2013 Transitional Decision Corporate Management Team 15th April 2013 Legal and Governance Framework May 2013 Draft Business Plan January 2013 Cabinet Office funding secured July 2013 Final Decision Cabinet July-September 2013 Transition Plan September 2013-March 2014 Period of Transition January-April 2013 Consultancy and Business planning

How do we work as a co-operative, Why is it different? Values and beliefs Governance structure and membership base Ownership and responsibility Democracy and voice

It’s all about Ownership MEMBERS – Staff & Young People Staff Ourplace Forum SPARK Youth Club Committees Community Committees CICC Representative Body YOUTH PARLIAMENT Staff Partners & community stakeholders Young People Board of Directors

How are we different culturally and commercially? Culture and behaviours Change management, process and time The “back office” Focus, costs, contract readiness Understanding ourselves as a business Focus on efficiency, best practice and sustainability

What have we learnt? Ongoing learning process, technical complexities, legal, financial processes Fine tuning of what we do and its outcomes, developing new products and refining approaches Need to be on top of game A different way of thinking a being That anything is possible with the right conditions and approach Attributes and attitudes

Learning from Co-operative Networks

Oldham’s co-operative approach and the Co-operative Councils Innovation Network

Oldham’s co-operative spectrum

Some examples Action Oldham Fund £1 million fund Dormant trust funds VAO and others fund raise to top-up Co-operative Council Living wage Social value in procurement Employee volunteering Co-Operative campaigns Fares Fair Fair Energy Get Oldham Working

ADM emphasis on Social enterprise – our house Mutuals – explore York Owned by, and / or provides specific benefits for staff Co-operatives Owned jointly by interested parties and acts in the interests of those parties Social Enterprise Re-invests its traded profits in its social purpose Social enterprise – our house Mutuals – explore York Co-Ops

Active best practice exchange Currently 22 members Active best practice exchange Milton Keynes: CAT (March 2015) York mutual approach to services (Jan 2015) Edinburgh: towards a co-operative Capital (Jan 2015)

Questions and Discussion