Responding to COVID-19: insight, support and guidance
The report also highlights a number of benefits associated with employee-owned enterprises including: higher productivity, lower rates of turnover and absenteeism and concern for service quality.
The Mutuals Taskforce briefing paper Our Mutual Friends: Making the Case for Public Service takes a similar view. However, the paper also recognises that while mutuals can provide real benefits, it does not make them the preferred option in all cases. In some cases employee control or ownership may not be appropriate. In other cases, where a service is effectively a failing enterprise, then a mutual model may not necessarily be the best approach for quickly turning around the financial viability of an organisation.
The additional benefits provided by mutuals are often to do with the opportunities available to build social capital both within the organisation and with those who interact with it. Stronger engagement with and by employees, for example, can support increased sharing of knowledge and experience, which can result in long-term improvements in service delivery.
But positive member participation is not a given just because an organisation adopts a mutual legal form. Management has to recognise what mutualism offers and proactively encourage employee and other stakeholder involvement to develop and contribute to improving performance.
Furthermore, transitioning to a mutual model and developing an engaged membership takes time. This perhaps suggests that it is most appropriate where there is the potential for a long-term stable membership. It is probably less appropriate where annual member turnover is likely to be high.
The new mutuals have adopted a variety of legal forms, and approaches to organisational purpose, governance, ownership rights and profit distribution. One interesting feature of the mutuals established under the ‘right to provide’, available to NHS and social care staff, is the extent to which they can be described as ‘bottom up’ rather than ‘top down’ organisations. With ‘right to provide’, staff can produce an expression of interest, setting out their proposal. This staff led approach is very different to some of the earlier public service mutuals.
Initial studies indicate that there is no one model, but rather a variety of multi-stakeholder organisations, which identify as ‘mutual’ but which are working beyond traditional definitions and sector boundaries. Some will view this as diluting mutual or public service ideals, while others welcome the application of mutual and public service values and principles to new ways of providing services. In both instances, like them or not, public service mutuals offer a very different take on the idea of ‘public’ ownership, and one that potentially opens up new ways of thinking about and delivering public services.
Alternative delivery models (due to be published September 2016)
Social enterprise and public service delivery (2014)