Oldham s co-operative story An approach for our times

Oldham’s co-operative story An approach for our times Councillor Jim Mc. Mahon, 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… “A town where everyone does their bit and everyone benefits”

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

A wide approach 6

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

Why this approach? Our starting point

Oldham 9

50 Political control 45 40 35 30 LAB LD 25 CON Other 20 15 10 LAB LD NOC LAB 5 10 0 1998 1999 2000 2002 2003 2004 2006 2007 2008 2010 2011 2012

Where we were as a council ship’ ader e eak L ‘W ‘Community Cohesion troubles’ 11

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

• Some early wins • • • Ethical framework underpins constitution Staff living wage and 3 days volunteering Co-operative Enterprise Trust established with £ 1. 2 m donations Co-operative Dividend Fund established with £ 900 k 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 £ 16 m turnover and 100 jobs projected in 5 years ‘Industrial Provident Society’ awarded £ 8 m leisure contract with planned £ 12 m capital investment 13

• Taking it to the streets… • Fair Fares - address high cost of public transport – Working in partnership with First. Bus 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! 14

Some coverage 15

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

Implementing the vision Elected Members

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

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

Implementing the vision Wider Public

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’

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

Implementing the vision Professionals

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

Implementing the vision The Business Case

26

Public Sector Reform From 2003 to 2012 A post-it = a contact or intervention Police/ Community Safety Health Barnados Social Care Attendance Service Housing Benefit Community Outreach Family Intervention Project CAF Co-ordination 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 -operative’ means and will hold you to account ‘Co

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

30