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Oldham’s co-operative story An approach for our times

Oldham’s co-operative story An approach for our times. Councillor Jim McMahon, Leader of the Council. First things first…. No one size fits all model. Local issues need local solutions. But…. Common values and behaviours which underpin our approach. For us in Oldham….

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Oldham’s co-operative story An approach for our times

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  1. Oldham’s co-operative storyAn approach for our times Councillor Jim McMahon, Leader of the Council

  2. First things first… No one size fits all model. Local issues need local solutions

  3. But… Common values and behaviours which underpin our approach

  4. For us in Oldham… “A town where everyone does their bit and everyone benefits”

  5. 1. Responsibility and self-help: People who live and work in Oldham are making positive choices to help themselves. 2. Co-production and engagement: Residents are empowered to shape services and decisions in their area. 3. Community leadership: The council and its elected members are playing a strong community and civic leadership role which enables residents and partners to do their bit. 4. Adding social value: The council and its partners are working together to get the best social value out of their business practices. The co-operative response

  6. A wide approach

  7. Co-production Corporate social responsibility Demand management Local democracy Mutualisation Cross-sector collaboration Community finance Commissioning Social value Social enterprise Prevention Community capacity-building Social investment Community engagement

  8. Why this approach?Our starting point

  9. Oldham

  10. Political control LAB LD LAB LD NOC LAB

  11. Where we were as a council ‘Weak Leadership’ ‘Community Cohesion troubles’

  12. In the context of… Savings already delivered… • £21m in 2009/10 • £15m in 2010/11 • £40m in 2011/12 • £24m in 2012/13 What we’ve got to deliver… • £40m in 2013/14 and 2014/15 • With every expectation of more to come

  13. Some early wins • Ethical framework underpins constitution • Staff living wage and 3 days volunteering • Co-operative Enterprise Trust established with £1.2m donations • Co-operative Dividend Fund established with £900k dormant funds • Co-operative Educational Trust established • Social Value Procurement policy introduced • Youth Council given constitutional powers • Devolution and local leaders established • Adult Social Care not for profit established £16m turnover and 100 jobs projected in 5 years • ‘Industrial Provident Society’ awarded £8m leisure contract with planned £12m capital investment

  14. Taking it to the streets… • Fair Fares - address high cost of public transport • Working in partnership with FirstBus to reduce ticket prices • Success with 28% reduction and creation of ‘Oldham Ticket’ • Employment ‘express way’ routes planned • Credit Union members receive further discounts • Fair Energy - address high cost of energy • Collective buying scheme: over 8,7000 households signing up • Average saving £171 – biggest over £800 • Now rolled out across Greater Manchester and beyond • Fair Credit - address high cost of credit for low income families • Take on Brighthouse, Perfect Home etc. • Expanded roll of Credit Union • Watch this space!

  15. Some coverage

  16. We’ve come a long way… • Fastest account closure • Children's services “performing excellently” • 2nd highest recycling rate regionally • Delivering major regeneration programmes freeing up £100m of public funding to attract further £200m investment in town centre • Public satisfaction tripled • Recognised nationally for innovation • Won Most Improved Council award and four award winning campaigning councillors

  17. Implementing the visionElected Members

  18. Elected Members Community Leaders More power, budgets, support (17/staff) Responsibilities Accountable Training Behaviours Stepping up

  19. In Practice Devolution – Town Hall Local Leaders Programme Individual/Ward budgets Annual Reports Open Council – web streaming, twitter, Facebook

  20. Implementing the visionWider Public

  21. Wider Public ‘Co-operative Place’ belongs to its people – not the Council Can’t defer responsibility Get out what you put in ‘Basic’ offer v’s ‘Dividend’

  22. Wider Public Council – open – transparent Value driven/Ethical Community in wider scene including businesses – all have a role

  23. Implementing the visionProfessionals

  24. Professionals Business Case Pride in Employer Part of something bigger Rewarding (volunteering, discounts) Investment, training, think ‘BIG’

  25. Implementing the visionThe Business Case

  26. Public Sector Reform From 2003 to 2012 A post-it = a contact or intervention Police/ Community Safety Health Social Care Housing Community Outreach CAF Co-ordination Barnados Attendance Service Housing Benefit Family Intervention Project

  27. Learning Network in place – a lot of the pain has been gone through in other places – share learning Legal, Policy, Political Learning Hard work Theory Practice Get house in order – people have an idea what ‘Co-operative’ means and will hold you to account

  28. Learning Invest in messaging Staff and Member Development Engage early – third sector, trade unions etc. Reinforce everything you do (not a standalone project) Self police and hold to account Manage expectations 5 – 10 years Be realistic – not designing from scratch

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