CANVAS - Family & Alternative Owned Business - Spring 2017 - page 8

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CANVAS
With an ageing population and an NHS that
is showing serious signs of strain, there is a
very real issue facing the UK – where will the
provision of social care come from.
former pensions minister under David
Cameron has said that “Britain is in danger of
‘sleepwalking into a social care crisis’”.
In a recent survey by
, it
found that 10 % of social enterprises listed
social care as their primary function. The idea
that many of these organisations are employee
owned, not for profit and having more closely
tied to local communities, is generating greater
engagement from staff and those being
cared for. With greater demand across the
UK, it would seem that this drive from social
enterprises may just provide a
(guardian.com,
October 24).
In support of this approach, is a
launched by the Co-operative party (Co-
operative news, November 15) the ongoing
devolution agenda must go beyond metro
mayors and combined city authorities, giving
more power at a local level. Following a co-
operative enterprise model, the report calls
for communities to play a leading role in
driving local economic priorities, such as social
care, including through the development of
employee and customer-owned co-operative
businesses.
NEWS ROUND-UP
WE PROVIDE A BRIEF INSIGHT INTO KEY NEWS ITEMS THAT ARE CAUSING A STIR LOCALLY AND GLOBALLY.
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NEWS ROUND-UP
Saxton Bampfylde was delighted to
attend the
in Birmingham on 21 November,
the association’s largest ever with
an impressive 630 delegates.
Despite coming at the end of what
has been a hugely tumultuous
year politically and economically,
people remained upbeat. Members
were energised by the belief that
the employee ownership model
offered a strong solution to new and
ongoing challenges around work
force engagement, ethical business,
innovation and long term success.
Trustee Andy King
joined a panel exploring the roles
and responsibility of the trustee and
elected representative. He shared
thoughts on Saxton Bampfylde’s
experience of setting up our own
governance structure and learning
from the development of the
trustee’s role over the last 2 years.
The group was keen to exchange
ideas on partner engagement and
communication, defining the roles of
the executive and trustee board and
the successful transition to a new
EOB structure.
Social care dilemma – are alternatively
owned businesses the answer?
Employee Ownership Association
annual conference – an update
1,2,3,4,5,6,7 9,10,11,12
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