We’re really excited to publish new research into the realities of transferring ownership of public services to employees and communities. It confirms that new models of ownership have many benefits, but shows that local flexibility is essential.

Providing answers to specific questions

At a time when the Government is actively looking to reform public services through increasing the role of co-operatives and mutuals and modernising commissioning, the report is a vital source of concrete examples of successes achieved and challenges overcome.

The research draws on the experiences of seven relatively less well-known examples of employee and community ownership, including leisure services in Oldham, children’s services in Lambeth, and health services in Stockport.

It puts flesh on the bones of many of the specific, practical questions that are often raised, for example regarding how to transfer assets, engage with staff, and develop new ways of working.

Local flexibility is key

The research found that, above all else, each successful transition requires an approach that’s tailored to particular circumstances and allows for local negotiation.

This doesn’t mean that the process needs to be drawn-out or expensive, but to achieve fast-paced roll-out there will need to be a balance between making things simple and standardised and allowing for creativity in the arrangements for different services.

This new research builds on OPM’s practical guide for public bodies considering a transition to shared ownership, published earlier this year. Both reports are available for free download on OPM’s website.

You can also read the short detailed reports of the shared ownership cases studies that we’ve posted previously on this blog: about Oldham and North Dorset. For further details contact Phil Copestake, head of the research team at OPM, on pcopestake@opm.co.uk.