Public service mutuals- those organizations that have ‘left the public sector (also known as ‘spinning out’), but continue to deliver public services…[and] in which employee control plays a significant role in their operation’ (Cabinet Office, 2011) – are a wider part of the process of change in the diversity of UK public service delivery. The Coalition government has further promoted this shift, initially championed by New Labour, with increased experimentation in mutual forms of organization and service delivery in, for example, health, leisure, social welfare, and fire and rescue services. As a consequence of an associated push for broader definitions of what a public service mutual is, a range of ownership, governance and management models can be seen. At local and community levels some councils have adopted a similarly open approach in terms of re-interpreting accepted ideas connected to mutuality and testing a variety of approaches to co-operative and mutual service delivery. What this points to is an emerging array of organizations, which identify as ‘mutual’ but are working beyond traditional boundaries of definitions. On one hand, this can be seen as diluting the traditional sectors while on the other it can be viewed as broadening the reach of mutual values and principles to otherwise ‘non-mutual’ organizations. Drawing on examples from the UK, this paper explores the different models of ‘new’ public ownership and the development of public service mutuals. In particular we consider the relationship between government and new mutuals and the implications for employee ownership and participation.
|Publication status||Published - Jun 2014|
|Event||ICA-CCR International research conference, Co-operatives in Local and Regional Development - Pula, Croatia|
Duration: 1 Jun 2014 → …
|Conference||ICA-CCR International research conference, Co-operatives in Local and Regional Development|
|Period||1/06/14 → …|