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

2. Knowsley Youth Mutual
: A Co-operative ADM

3. 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

4. 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

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

6. 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

7. 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

8. 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

9. 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

11. 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

12. 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

13. Learning from Co-operative Networks

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

15. Oldham’s co-operative spectrum

16. 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

17. 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

18. 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)

19. Questions and Discussion