In the report ResPublica calls for radical overhaul of the UK health service towards a more integrated system of care that would deliver savings of GBP 4.5bn.  A surge in complex chronic illnesses such as obesity, cancer and dementia, coupled with an ageing population and tightening health budgets, mean that the National Health Service (NHS)  faces a potential funding gap of GBP 19bn per annum within ten years. These are the disturbing findings of the think tank ResPublica’s latest report, Power to the People – The mutual future of our National Health Service.

ResPublica argues that the potential solution to the NHS lies in moving away from the current system that fragments healthcare and towards an integrated system co-ordinated by health mutuals that provides a form of care that caters for the needs of the patient in the round. This would undoubtedly improve health outcomes, drastically reduce admissions to Accident & Emergency departments at hospitals and save the NHS at least GBP 4.5bn. This would ensure the NHS remains free at the point of use without the need for additional taxation or charging.

The report recommends that health mutuals, such as ICMIF member Benenden Health, represent a balanced solution between public and private models and should play a much needed integrator role to help deliver ‘whole-person care’ and make the necessary efficiencies. The GBP 4.5bn savings would be made from treating more patients in the community, at home and in more specialist settings.

Today, 25 per cent of all patients in England have a long-term condition, accounting for 70 per cent of total NHS spend, 50 per cent of all doctor (GP) appointments and 64 per cent of all hospital outpatient appointments. Established to combat acute diseases like tuberculosis and polio, the NHS is simply not designed to treat those with modern complex conditions.

Phillip Blond, Director, ResPublica said: “Moving away from fragmented and failing public service provision, and towards a system of whole person-care, is the only way to deliver the holistic healthcare patients so desperately need.

“In order to remain free of charge at the point of use, the NHS must begin an integration revolution. To achieve this, and avoid the bureaucracy of state provision and profit seeking of the private sector, the Government should recognize the decisive role that mutualism can play in modernizing the NHS. A mutual NHS is far closer to the original vision of Beveridge, it’s time the NHS came home, it’s time the NHS went mutual.”

Marc Bell, Chief Executive, Benenden Health, said: “This report confirms what we, as a mutual healthcare provider, see every day: the NHS is being crippled by the current epidemic of lifestyle diseases and non-essential procedures. The public pays for and deserves a free national health service, but the harsh reality is that this is only now viable if a complementary healthcare provision is put in place that supports the NHS.

“As ResPublica recognises, mutual healthcare providers such as Benenden Health offer this ideal complementary provision, which would help keep the NHS free at the point of entry. The benefits of the report recommendations are significant – they give the Government the Holy Grail: a truly sustainable national health service that does not cost the Government more or involve taxing the public further.”

The report also calls on the Government to re-cast Monitor (the current regulator for healthcare in England) as the inspector for NHS integration in order to police NHS budgets through Ofsted-like inspections. The think tank also argues the case for the Department of Health (DoH) to scrap its flagship privatisation scheme, Any Qualified Provider, because it undermines NHS integration and hinders the fight against long-term conditions.

Shaun Tarbuck, Chief Executive, ICMIF, attended the launch and said: “This is a great initiative taken by Benenden Health and shows how an organization can influence government policy at the highest level for the benefit of the mutual sector generally as well as their own business. Congratulations to Marc Bell and his team.”

Earlier this week Canadian ICMIF member The Co-operators bade farewell to Richard Lemoing who had been Chairperson of the Board of  Directors of The Co-operators Group Limited since 2007. John Harvie was introduced as the new Chairperson of the Board. Mr Harvie had been elected at the first board meeting following the organization’s Annual General Meeting in Montreal, where the organization welcomed four new Directors to the Board.

Richard Lemoing had previously served as a Director since 2000 and then as Chairperson since 2007.

“The Co-operators has benefited greatly from Richard’s vision, wisdom and leadership throughout a period of significant growth and success,” said Kathy Bardswick, President and CEO of The Co-operators. “The organization is in a position of strength, and looking ahead with great confidence and enthusiasm as we welcome John as our new Chairperson.”

Mr Harvie was previously the CEO of Co-op Atlantic from 2002 until his retirement in the spring of 2011. He represented Co-op Atlantic as a Delegate to The Co-operators prior to joining the Board in April 2011. Most recently, he served as Chair of The Co-operators Audit Committee, and has served on a variety of industry and associated boards, including that of the Nova Scotia Co-operative Council, where he represents The Co-operators.

As a cooperative, The Co-operators is democratically controlled by its member-owners. Members are represented by their delegates, who comprise seven regions. The regions nominate the 22 members of the Board of Directors, who elect a Chairperson.

The four Directors selected to serve three-year terms are:

• Geri Kamenz representing the Ontario Region
• Michael Mac Isaac representing the Atlantic Region
• Collette Robertson representing the Saskatchewan Region
• Jocelyn VanKoughnet representing the Manitoba Region

Pictured above right is Kathy Bardswick, President and CEO of The Co-operators with Richard Lemoing, the outgoing Chairperson.

Pictured below is John Harvie, incoming Chairperson for The Co-operators Group Limited.

Under the new arrangement, all children in primary schools who are recipients of the MOE’s Financial Assistance Scheme will automatically be covered under IFMIS.  The support from schools, which complements an existing arrangement with the Ministry of Social and Family Development (MSF), will broaden IFMIS’s reach to more than 30,000 families.

IFMIS is a free insurance policy that pays out SGD 5,000 in the event the main caregiver of low-income families with young children passes away or becomes totally and permanently disabled. It was launched in April 2010 to cover some 13,000 families already registered under the ComCare GROW schemes administered by the five Community Development Councils. These schemes later came under the remit of the MSF.

The collaboration with the MOE was cemented with the signing of a Memorandum of Understanding between NTUC Income and the MOE.

“NTUC Income launched IFMIS to provide financial help to low-income families in times of crises. The payout, albeit modest, brings crucial relief to these families with young children,” said Mr Theodore Teo, Head of Corporate Social Responsibility, NTUC Income.

“Over the years, we have been working to create more awareness of this policy so that IFMIS is more accessible and can benefit more families. We believe that our collaboration with the MOE is a significant step in our endeavor to reach the families who qualify for this aid.”

Added Mr Wong Kang Jet, Director of Finance and Development, MOE, “We are pleased to support IFMIS as we believe that the scheme will assist students and families at a time when they need it the most.”

Mdm G Vasugi, 46, whose husband was hit with total and permanent disability in 2011, is one of the beneficiaries of IFMIS.

She said, “The SGD 5,000 payout from IFMIS was unexpected. We did not know that there was such a scheme. It helped us to cover our basic expenses when my husband was unable to work because of his condition. We have four young children and we are grateful to NTUC Income for proactively extending the help we needed.

“I have since become the family’s breadwinner and I am glad that with the expansion of IFMIS to those receiving financial assistance in MOE-registered primary schools, my family is protected if something were to happen to me.”

VivoCare 100 builds on an earlier product, VivoCare, which was launched in 2010 to take care of early and intermediate stages of critical illnesses. The objective was to relieve a person’s financial burden at a time when he or she is diagnosed with a critical illness. In addition, VivoCare 100 covers 10 juvenile benefits for those under the age of 18.

One of the key differentiated features of VivoCare 100 is that even after a claim has been paid at an early stage of a critical illness, the sum assured can be reinstated to 100 per cent for claims at later stages. VivoCare 100 also has the option to add on premium waivers.

“Critical illnesses can strike anyone, anytime,” said Esmond Chan, Vice President, Life Insurance, NTUC Income. “Early treatment significantly improves the chances of survival and recovery. VivoCare 100 provides policyholders financial support that allows them to seek treatment at the onset of the illness.”

“Policyholders also have the added peace of mind knowing that if they were to make claims at an early stage, they do not have to worry about getting less if they need to make another claim at the advanced stages. The sum assured can be reinstated in full to pay for critical illness at the later stage. This helps to address the concern that policyholders might have about the impact that early stage claims typically have on later stage payouts.”

Mr Chan added, “The expanded coverage of VivoCare 100 will benefit more customers who will receive a payment when they need it the most. NTUC Income expects to pay more claims.”

A study published in the Singapore Medical Journal revealed that female and male cancer patients have a 53 and 41 per cent chance of survival, respectively, if the condition is diagnosed early. Cancer makes up about three-quarter of critical illness claims at NTUC Income. This is followed by heart attack, stroke, coronary artery by-pass and kidney failure.  Cancer is also the top condition, after accidents, for hospitalization.

“By concentrating its product enhancements around major illnesses, NTUC Income hopes to make a difference to as many people as possible”, said Peter Siong, Senior Vice President and Head, Sales Division, NTUC Income.

He added, “The comprehensive coverage of VivoCare 100 enables a person to mitigate the financial impact when he or she is diagnosed with an early stage critical illness and provides the best chance of winning the fight against it.”

In some cases, VivoCare 100 pays up to three times the sum assured in the event of death, or when the policyholder is hit with terminal illnesses. It also offers a choice of payment terms.

“What makes VivoCare 100 stand out is its comprehensive coverage,” said Appelles Poh, Senior Financial Services Director, Professional Investment Advisory Services and author of the national bestseller, Live Well, Love Much, Laugh Often. “This policy covers most known medical conditions and takes away the financial worry that comes with a diagnosis of a critical illness. The option to add premium waivers provides greater peace of mind.  At a time when medical cost is rising, it is an essential policy to have.”

The partnership is the first of its kind for the Canadian insurance industry and for Habitat for Humanity Canada. When clients suffer damage to their homes, Co-operators claims staff work with contractors to have repairs completed as quickly as possible. During the repair process, items such as furniture, flooring and appliances are replaced as required. However, there is often material that could be re-used elsewhere; under the ReClaim program, such items will be donated to the local ReStore.

“The ReClaim program is a great example of how we can contribute to the economic, social and environmental sustainability of our communities by adapting the way our day-to-day work is carried out,” said Kathy Bardswick, president and CEO of The Co-operators. “Our clients will also appreciate that items from their homes will be going to support the great work Habitat for Humanity does in their local communities.”

“Habitat homeownership helps families break from the cycle of poverty and improve their lives in critical areas like health and happiness,” said Kevin Marshman, president & CEO of Habitat for Humanity Canada. “Stronger families mean stronger communities and this innovative partnership with The Co-operators will enable us to do more in those communities where there are Habitat for Humanity ReStores.”

Habitat for Humanity (Canada) is a national non-profit organization that helps provide affordable housing options for families and raises awareness about the issue of affordable housing in communities throughout the country. It selects and prepares partner families for home ownership, manages construction of Habitat homes, and holds partner family mortgages. Habitat for Humanity International is also supported by another ICMIF member organization Thrivent Financial for Lutherans (see earlier ICMIF news story).

These findings come from a significant part of the insurance sector (mutuals and cooperatives had a 26.7% share of the global insurance market in 2012) and are arguably related to the intrinsically egalitarian nature of the cooperative and mutual models. Evidence also suggests that an increasing number of women from these values-based insurance organizations are reporting that the ‘glass ceiling’ issue is beginning to diminish.

At the end of last year, ICMIF published a report on Women in Leadership Positions which surveyed what women CEOs, Chairs and Presidents in cooperative and mutual insurers had to say about their role within their organization. Unlike many other such reports, the participants in this study were overwhelmingly candid, sharing in detail their experiences and advice in a hope that they will help other organizations make positive decisions when they consider the vital issue of talent and leadership.

Hilde Vernaillen, CEO P&V Group, Belgium, ICMIF Board Member and President of the Association of Mutual Insurers and Insurance Cooperatives in Europe (AMICE) said:  “The very fact that 29 ICMIF organizations have chosen to appoint females into CEO, Chair and President roles tells me that our mutual and cooperative models appear to be more enlightened than the stock company alternatives.”

Key facts

Women CEOs and top-level leaders are particularly well represented in cooperative and mutual insurers in the Americas. In North America, 7 out of 18 companies are led by a woman (39%). In Latin America and the Caribbean, 7 out of 47 ICMIF members have a woman CEO or Board leader (15%).

In Europe, 29.1% of ICMIF members have on average three or more women on their boards. Eleven EU member states including Belgium, France, the Netherlands, Spain, Portugal, Denmark and Finland have already introduced different types of rules to advance gender equality on company boards.

The European Commission is currently in the final stages of adopting a directive setting a minimum objective of having 40% of women in non-executive board-member positions in listed companies in Europe by 2020.

The view from the wider cooperative movement

Dame Pauline Green is the first woman President of the International Co-operative Alliance (ICA)  in its 116 year history: She commented: “‘Inspiring Change’, the theme of this year’s International Women’s Day, is par for the course for the cooperative movement, where gender equality has been a fundamental right since the first half of the 19^th century.

“Cooperatives work for the sustainable development of their communities and equality between men and women is crucial to this. In a business model that strives to meet the needs of its members, teamwork is valued and rewarded, rather than competitiveness. The strong lead taken in terms of environmental and social business objectives, including adopting formal policies on sustainability and socially responsible investment, makes it more likely that cooperatives and mutuals would be at the forefront in HR practices, in particular in ensuring that all their staff, women and men alike, are given the opportunities to realize their potential and advance their careers.”

The International Co-operative Alliance (the Alliance) itself has an active Gender Equality Committee which spans both regions and business sectors. It has been particularly active in shaping Alliance priorities and proposing a strategy for promoting gender equality (2000) and for fighting HIV/AIDs (2004). The committee’s members are based far and wide in countries as diverse as Colombia, Japan, Italy and Bulgaria; and the sectors represented range from consumer co-operatives to health and insurance. This is made possible by the unique reach that cooperatives have, both vertically (in terms of the range of industries represented within the movement) and horizontally (in terms of the global permeation of the cooperative model into every continent).

The building comprises 12 floors, twin towers, and has been constructed over the last two years at a total cost of KES 800 million with modern facilities for conferencing, training and communication.

The insurer is pursuing an ambitious five-year plan that will see it grow its gross written premiums to KES 45 billion by December 2018 from KES 9 billion as at 31 December 2012.

The Group Chief Executive Officer, Nelson Kuria, said this is part of its plan to reposition CIC Insurance Group to better tap into opportunities available in the cooperative movement and micro-insurance sector in Kenya and other countries where CIC has a presence.

“This will be critical in increasing insurance penetration in the countries where we will have a presence. We look at this from a commercial point of view as a source of growth in the future. But we also view it as a social responsibility of improving access to insurance to those at the bottom of the pyramid and empowering ordinary citizens with effective and relevant insurance solutions,” said Kuria.

The underwriter hopes to benefit from the devolved structure of government to reach out to millions of Kenyans who currently do not have any form of insurance.

The firm has embarked on a regional expansion strategy that will see it extend to South Sudan, Uganda and Malawi. The South Sudan operation will commence by May while that of Uganda and Malawi is expected to begin in July and August, respectively.

“We are going out to the rest of Africa in partnership with cooperatives in line with the international cooperatives principle of cooperation,” said Kuria.

Habitat for Humanity International announced last week that US ICMIF member Thrivent Financial for Lutherans will commit USD 12 million in 2014 to Habitat through the Thrivent Builds with Habitat for Humanity partnership. The funding will be utilized by three programs within the Thrivent Builds partnership: Thrivent Builds Homes, Thrivent Builds Worldwide and Thrivent Builds Repairs. From the partnership’s inception in 2005, Thrivent Financial and its members have now committed more than USD 200 million and more than four million volunteer hours.

Three programs that help make a difference

Thrivent Builds Homes, the largest of the three programs, will benefit from USD 7.8 million in 2014 to help build 126 Habitat for Humanity houses. The program focuses on improving communities by helping Habitat build homes in partnership with low-income families all across the U.S. By the end of 2014, the partnership will have built more than 2,000 Thrivent Builds Homes across the country.

Thrivent Builds Worldwide allows Thrivent members and others to give financially and volunteer their time as they travel to international or domestic locations for a week or more at a time to build Habitat homes and experience other cultures. In 2014, the Thrivent Builds Worldwide program will send up to 115 teams funded by USD 1.4 million. Including trips planned for 2014, nearly 1,500 homes will have been built in 33 countries through this program.

Thrivent Builds Repairs is the newest of the Thrivent Builds programs. Through this program, Thrivent members and others demonstrate generosity as they help repair existing homes in partnership with families who don’t have the resources or ability to make the repairs themselves. Partner families may include senior citizens, veterans, single mothers or others needing assistance. The Thrivent Builds Repairs program will complete up to 500 repairs with funding of up to USD 1.25 million in 2014. Since its launch in 2012 through the end of 2014, up to 800 homes will have been repaired through this program.

“Our partnership with Habitat for Humanity is a great way for our members to express their generosity,” said Brad Hewitt, president and CEO of Thrivent Financial for Lutherans. “It’s one more reflection of our commitment to strengthening communities here at home and around the world.”

“We are so grateful for Thrivent Financial’s long-term and generous support,” said Jonathan Reckford, CEO of Habitat for Humanity International. “The Thrivent Builds partnership continues to make a difference in the lives of thousands of families around the world who now have hope for a brighter future.”

Thrivent Financial remains the largest non-governmental supporter of Habitat for Humanity International.

For more information about Thrivent Builds programs or to volunteer, visit Thriventbuilds.com.

Over the last century the cooperative movement has grown from a small gathering of organizations to a massive, global economic movement. The annual World Co-operative Monitor publication last year surveyed more than 2,000 of the largest cooperatives worldwide and reported their total combined turnover as about USD 2.5tn. In broad terms, cooperatives have a 32% market share in agriculture and farming, a 25% share in insurance, and an 18% share of wholesale and retail trade.

Experts from the sector predict the cooperative and mutual movement to be on the rise. New research by the UK Social Economy Alliance has also found a clear preference among British consumers for community-owned businesses which reinvest profits. And in last year’s Autumn Statement the UK government encouraged investment into cooperatives and social enterprise through the creation of a new tax relief.

In a new weekly series of articles for The Guardian, writer Andrew Bibby recently posed a brutal question to cooperative (and mutual) business professionals: can cooperatives truly compete with mainstream business?

If you would like to join the debate on whether cooperative and mutual businesses can keep up with the mainstream then join the online discussion on Thursday 27 February at 12.00 to 13.30 GMT.

The live Q&A will consider:

• Whether the cooperative and mutual models are applicable to all business areas
• If cooperatives and mutuals can rival or replace mainstream businesses
• What are the downsides of cooperatively/mutually run businesses?
• What do you think are the differences between societal perceptions of cooperatives/mutuals and mainstream business?

To join the debate people will need to create a login in order to comment on the Guardian website. If readers already have an account, they can click here to – Sign in – to their Guardian profile.

To create a new login, click here – create your Guardian account – and fill out the details. The system will then send a confirmation email. By following the instructions in the email, it will ask readers for a username and password.

On the day of the debate please click on this link: and scroll down to the comments section just below the adverts. Participants may need to sign in (using registration details previously set up) or participants may be automatically signed in, but once logged in, a text box should appear. Participants can type comments or questions for the panel in the box and click post. Comments and questions will then appear in the thread. Please keep refreshing the page to ensure the latest comments are visible.

UCSCU is the national apex organization for Savings and Credit Cooperative Societies (SACCOs) in Uganda. UCSCU was established in 1972 and was formed, and is financed, owned and controlled by SACCOs.

The overall purpose of UCSCU is to foster the organization and development of Savings and Credit Cooperatives in Uganda and to assist in improvement of their internal operations. The union has a number of programs ranging from the central fund, savings fund, and risk management insurance that comprise life savings fund, loan protection fund (LPF) and the members’ savings guarantee fund.

The cooperative movement in Uganda dates back to the early 1900’s when the first farmers’ association was founded by African farmers to address imbalances in agricultural production and marketing systems. Cooperatives gave the people of Uganda a common voice, purpose and strong bargaining power and remain to this day one of the key pillars of national development in the country. Though the cooperative movement has suffered adverse economic and political circumstances that affected the country in the 70s and 80s, the movement has been resilient in its growth and diversification.

Uganda has a substantial natural resource base, including fertile soils, regular rainfall,   deposits    of   copper, oil   and   other    minerals,    including   gold. Agriculture is the most important sector of the economy, employing over 75% of the work force.  The overall agricultural sector is largely uninsured, despite the fact that it contributes over 86% of GDP. The agricultural sector is dominated by cooperatives, one of the better organized social structures in Uganda.

Existing insurance companies in Uganda have not developed products that adequately address the needs of the microinsurance and agricultural sectors. There is an urgent need for products that are relevant and capable of addressing local needs.

In contributing to this new insurance cooperative venture, CIC Insurance Group will share its experience and influence in regional and global cooperative affairs. This will, in turn, help the further development of the cooperative movement in Uganda. The CIC/UCSCU venture therefore has the potential to deploy relevant insurance products   for the micro and agribusiness markets and unleash an unassailable distribution network in the country. Gains realized by the proposed venture may be deployed to further develop and strengthen the cooperative movement in Uganda.

It is envisaged that the new insurance company in Uganda will be operational by July of 2014.

This story was shared with ICMIF by Michael Mugo, Country Manager, CIC Africa South Sudan (CIC Insurance Group, Kenya)

Pictured above right is a group photo taken when the CIC Insurance Group team visited Uganda recently.

In the photo is Nelson Kuria – Group CEO, CIC Insurance Group (pictured on the front row, third from the right), Michael Mugo (pictured on the back row, first on the left) and Nnume Yasin Abubaker, Chairman, UCSCU (pictured on the front row, fourth from the left).