oldham’s co-operative story an approach for our times councillor jim mcmahon, leader of the...
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Oldham’s co-operative story
An approach for our times
Councillor Jim McMahon, Leader of the Council
![Page 2: Oldham’s co-operative story An approach for our times Councillor Jim McMahon, Leader of the Council](https://reader035.vdocuments.site/reader035/viewer/2022062620/551ac58e5503466b6a8b4f08/html5/thumbnails/2.jpg)
First things first…
No one size fits all model. Local issues need local solutions
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But…
Common values and behaviours which underpin our approach
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For us in Oldham…
“A town where everyone does their bit and everyone benefits”
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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
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A wide approach
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Demand management
Commissioning
Social value
Community engagement
Co-production
Social enterprise
MutualisationLocal
democracy
Community capacity-building
Corporate social responsibility
Community finance
Social investment
Prevention
Cross-sector collaboration
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Why this approach?
Our starting point
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Oldham
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Political control
LABLAB LDLD LABLAB LDLD NOCNOC LABLAB
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Where we were as a council
‘Weak Leadership’
‘Community Cohesion troubles’
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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
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• 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
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• 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!
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Some coverage
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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
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Implementing the visionElected Members
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- Community Leaders
- More power, budgets, support (17/staff)
- Responsibilities Accountable Training Behaviours Stepping up
Elected Members
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In Practice- Devolution – Town Hall- Local Leaders Programme- Individual/Ward budgets- Annual Reports- Open Council – web streaming, twitter, Facebook
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Implementing the visionWider Public
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- ‘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’
Wider Public
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- Council – open – transparent
- Value driven/Ethical
- Community in wider scene including businesses – all have a role
Wider Public
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Implementing the visionProfessionals
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- Business Case
- Pride in Employer
- Part of something bigger
- Rewarding (volunteering, discounts)
- Investment, training, think ‘BIG’
Professionals
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Implementing the visionThe Business Case
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From2003
to2012
Police/Community
Safety
A post-it = a contact or intervention
Health Social Care HousingCommunityOutreach
CAFCo-ordination
AttendanceService
HousingBenefit
BarnadosFamily
InterventionProject
Public Sector Reform
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- 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
Learning
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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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