Understanding Alternative Delivery Models including LATCos, Mutualisation and Intrapreneurship

Thursday 26th February, 2015Venue: DWF LLP Office, 20 Fenchurch Street London EC3M 3AG (Walkie Talkie Building)

“Excellent very informative, great to have opportunity to ask questions due to small group size”
“Very responsive to live issues voiced by participants”

Due to the number of requests to hold another local event in London and the South East, we are offering another workshop. It is clear that local government in the area is seeking innovative solutions to local delivery improvement and cost savings. This reinforces the Cabinet Office Delivering Differently for Local Government and the Communities Department Transformation Challenge programme. With the 2015 settlement providing even more financial pressures and the impact of the Care Act being felt, there has never been so much interest in Alternative Delivery Models.
The Government is supporting and promoting the development of public service mutuals in the civil service, health and local government sectors. With the Civil Service Reform Plan and reviews encouraging all organisations, particularly Agencies and NDPBs to look at alternative delivery options with a preference for those with a strong mutual element, there is a need to brief policy makers and interested staff on the context, practice and opportunities for alternative delivery models with a preference for mutualisation. Budgetary constraints across all parts of the public sector are leading to mutualisation assessments in order to maintain and improve levels of service delivery.

Many diverse organisations have attended this workshop in order to inform their strategy. This popular workshop is helping key delegates to understand and take action on the issues placed before them and we are seeing former delegates implement the formation of mutuals.
Some of the key issues to be considered are;

  • Does your organisation have an understanding of the options regarding Alternative Delivery Models such as Community Interest Companies, LATCos, mutualisation and forming trusts and cooperatives?
  • Which governance structures are appropriate for Public Sector Mutuals?
  • Is there a process in place in which to encourage, develop, initiate and consider emerging areas for mutualisation?
  • Scoping a mutual?
  • What will be the residual effects?
  • What can and can’t be mutualised?
  • How will you initiate interest by staff?
  • How can you further develop a culture of Intrapreneurship?
  • What do staff need to know and do to take the first steps?

Barony in partnership with DWF LLP who are part of Public Sector Mutuals with The Co-operative are offering a one day public workshop to assist you understand and deal with these challenges in order to help you consider alternative delivery models. We have designed the workshop which will help policy makers, Directors and prospective mutual leaders to understand the options to help empower public sector workers to become their own boss with the objective of delivering better services.


The term Intrapreneur refers to those who use entrepreneurial skills within the context of a larger organisation. The challenge for these “intrapreneurs” is that they will have to meet the organisation’s outcomes yet develop further commercial skills.


The workshop, is for interested Board members, Directors, policy officers, HR , Finance and interested groups. The first part provides a general introduction to Alternative Delivery Models including Mutualisation and what organisations will have to consider in understanding and developing an ADM or mutual. The second part informs staff Intrapreneurs of the issues to be considered before engaging in discussions around mutualisation or other organisational arrangements as a step towards mutualisation.


With the Cabinet Office highlighting over 100 successful and emerging projects, the content includes a considerable number of references to successful public sector transitions in delivery models. We are informed that there are over 120 mutuals in the pipeline.


If this has been sent to a named individual, it has been sent as the representative of your organisation and should be forwarded to the senior responsible officer. To unsubscribe, please email Ken.tait@baronyconsulting.com with unsubscribe in the title.

Workshop Programme – Understanding Alternative Delivery Models including Mutualisation and Intrapreneurship

Objectives – To provide a foundation and understanding of LATCos, mutualisation, cooperatives and trusts in order to complete your review of alternative delivery models.  In addition, to anticipate and outline the key issues for your organisation in preparing to mutualise elements.



9.30 Morning Coffee
10.00 Introductions
Objectives, about us and about you


Public Sector Reform
Alternative Delivery Models
Impact of the Care Act
What are they?
LATCos vs Mutuals?
Other vehicles i.e. CICs, trusts and charities
Market Features

10.30 Role of the Commissioner
Commissioning Strategy
Cabinet Office perspective
Impact of Social Value Act
How new EU Public Procurement Directive will help Employee Led Mutuals
11.00 Mutualisation and Reform
What can be mutualised?
Functions and Services
Entertaining enquiries and facilitating change

11.30 Relationships and Business Structure
Organisational Structures and their relationship to the business GOCs, Trusts, Charities, CIC, Cooperatives and Mutuals Legal and Governance.


Moving to a Commissioned Market
Interpretation of and proposed changes to Public Procurement Directives

  • Prospective boost for mutualisation

Relevance for organisations
Current EU Procurement exemptions and exclusions

12.30 Lunch


Delivering better services

Why does mutualisation deliver improvements?
Success Stories
Is it right for your staff?
Staff survey

14.30 Afternoon Workshops


These are designed for commissioners and intrapreneurs to give insights into next steps.
Workshops will be run in parallel from 2.30pm onwards and delegates should register for one.


Workshop A – Commissioner Perspective - Preparing Commissioners to Mutualise

To facilitate a group discussion on the key issues for Commissioners in encouraging mutualisation?
(or what to do if a mutualisation proposal lands on your desk?)

Preparing Commissioners to Mutualise
Commissioning Strategy
Commercial Capability
Developing a culture of Intrapreneurship
Preparing to enhance Bidding skills
Charging and Delivery
Taking the first step
Additional support



Workshop B – Provider Perspective - Developing Intrapreneurship - Preparing your delivery group to Mutualise

The objective of this part is to inform staff Intrapreneurs of the issues to be considered before engaging in discussions around mutualisation or other alternative delivery arrangements such as LATCos and Mutuals.

What should you need to do to form a LATCo or mutual?

  • Does the commissioner have an appetite for this?
  • Scope the service;
  • Organisation and Strategic support;
  • Preparing a Business Case;
  • Is there a customer benefit?
  • Is it viable- funding and return?
  • Is there clear leadership?
  • Are the staff onside?
  • TUPE and Pensions;
  • Stakeholders;
  • Assets;
  • Marketing;
  • IT and Systems;
  • Organisational arrangements;
  • Cost of Change; and
  • Outline Business Plan
16.00 Plenary
16.15 Close


This will be undertaken as a facilitated session with the above issues and the presenters will act as critical friends.

It will be delivered by suitable experts covering legal, management, leadership and finance. The governance advice will be delivered in partnership with DWF and speaker outlines are shown below.

It is important to establish the scope of the Mutual, if there is staff confidence and buy-in and to assess what needs to be done in order to move the project forward. Most officers are expert in what they do yet this represents a new set of challenges where leadership and commercial skills are important. It also requires creativity in market development, financing and intrapreneurship.

It is anticipated that the 2015 Public Contracts Regulations will take effect by March 31st. This will provide a boost for mutualisation by allowing some contracts to be reserved for a limited period and thus reducing the risks involved in spinning out and mutualising by allowing a period to bed in operations. These opportunities will be detailed in the workshop. However other areas will have to compete for their service in open competition. Barony’s record in supporting inhouse teams to win bids is second to none. 

For a discussion on delivering this workshop inhouse, how your organisation can meet the policy agenda, please contact Doug Forbes on 020 8886 2462 or email doug.forbes@baronyconsulting.com.


Doug Forbes

Doug Forbes BSc hons, DMS, MIHM, Director
Barony Consulting Group

Formerly a local government officer and then forming a management consultancy, Doug understands the challenges and rewards in running a successful business which trades primarily within the government sector. He has been instrumental in forming member owned, not for profit organisations and forming strategies to develop them. This expertise has been distilled into a workshop which is designed to prepare and inform delegates for Mutualisation and the need for improved commercialism. Barony holds an extensive range of commercial performance indicators which will inform any subsequent business case and business plan particularly regarding commercial viability. It also has a record second to none in assisting successful inhouse bids.

Doug has spoken at a number of successful conferences on innovative approaches for the public sector in UK, for Professional Associations, local and central UK government, in Europe and the UN. He brings a broad approach and specific sector knowledge which will provide a number of insights for delegates. He is also former Chair of the Institute of Healthcare Managers Commissioning Division – Institute of Commissioning Professionals and a member of CIPFA’s CJC Panel.

spacerRoss Griffiths

Ross Griffiths LLB, Director, DWF

Ross is an experienced lawyer and manager formerly in the public sector and the privatised sector.  As a public sector manager, he has managed statutory and voluntary changes to the structure of organisations and eventually participated in their privatisation.  Currently he advises mainly public sector bodies on strategic procurement options, change management, externalisation, joint ventures and PPP.

His clients include local authorities, NHS trusts and other parts of the public sector and he advises from consideration of policy options, on the conduct of projects through to implementation and mobilisation. Examples of Ross’s recent experience include; disposal of public transport undertakings; creation of separate companies for local authority direct services departments; social enterprises in Transforming Community Services;  and joint ventures between local authorities and private sector partners for the transfer of professional services and works departments.

In addition, Ross was also seconded for a number of years to the Strategic Partnering Taskforce of the Office of the Deputy Prime Minister dealing with Local Authority – NHS – private sector integration projects.

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