Mutuals and employee ownership

Mutuals and social enterprises

Many public services are exploring the option of establishing mutuals or social enterprises to deliver some or all of their services. OPM is at the forefront of latest practice and, being 100 per cent employee owned ourselves, we are working with public services in local government and health to support their transition. We are one of a small number of organisations offering expert mentoring support to the Cabinet Office’s 'mutual pathfinders'. (See Swindon example).

Whether you are on the commissioning side exploring how to engage with new shared ownership models, or a manager interested in shared ownership for your service, we can help you to navigate through the transition process and support the practical work that needs to be done to set up a mutual.

What we offer

We are able to support you through all the stages of the mutuals journey, from initial options appraisal to building a sustainable long-term future. This support includes:

Building a vision of your co-owned organisation

• taking stock of the strategic context and exploring opportunities and potential obstacles, such as legal constraints, TUPE or pensions concerns
• analysing the market
• building a robust business case
• appraising the options – such as employee or user ownership, co-operatives, community interest companies, social enterprises. Which solution will meet your goals best?

Throughout these processes, we can facilitate engagement with staff and service users to raise awareness and generate commitment.

Shaping the business model for a mutual

• building the leadership capacity necessary for a transition that can be both challenging and transformational, including developing entrepreneurial leadership skills and competencies
• supporting the process of shaping the detailed business model for the new mutual, including considering service re-design
• preparing for commissioning and procurement processes
• developing an ownership model that reflects the interests of different stakeholders and is fit for purpose for the long term, drawing on our extensive experience in good governance practice.

Going for it – the transition to being mutually owned

• helping with the practical planning up to and beyond the point of transition itself
• supporting leaders to manage the change while delivering current services, and sustaining meaningful employee and service-user engagement during this time
• developing a new culture of ownership, measuring social return on investment, and bedding-in new systems and processes.

Read more about the key elements of transition to a mutual.

Why choose OPM?

OPM draws on deep knowledge and practical experience. We are working with a number of local authorities, health trusts and other regional and national bodies on the transition to mutual models. We are currently supporting the Young Muslim Advisory Group (YMAG) to become a social enterprise to provide a platform for young people to access, engage with and influence local and national decision makers.

In our work with new mutuals we draw on our broader expertise in public policy, commissioning, staff and service-user engagement, business development, leadership and management development, and whole-systems change.

As part of our public interest programme, we have published a robust review of evidence in New Models of Public Service Ownership and a series of in-depth case studies in Shared Ownership in Practice to identify the factors that make established mutuals successful.

Find out more

If you would like to talk to someone about the support we can offer on establishing a mutual, please email Hilary Thompson, Phil Copestake or Deborah Rozansky (health).