Mike Neary and I were invited to write about our work on co-operative higher education for the journal, FORUM. It’s part of a special issue: ‘For a New Public Education in a New Public School’. Here’s our abstract:
Calls to establish public education avoid the fact that public education is provided by the capitalist state whose real purpose is the market-based model of private gain. Public against private education is a false dichotomy; rather, public and private are complementary forms of capitalist regulation. Radical alternatives require a more foundational critique of the structures of capitalist education, grounded in an understanding of the contradictory relationship between capital and labour on which the institutions of capitalist civilisation are based. This article suggests a counter project: not public education but social knowing as the basis for a solidaristic form of social life. Our model for social knowing starts with the idea of a co-operative university.
This chapter narrates the recent efforts of a growing number of people, including ourselves, to create a co-operative university in England. In doing so, we situate these efforts within the broader political and economic climate of UK higher education and in light of both historical and recent developments in the co-operative movement. Recognizing that the idea of creating a co-operative university in the UK is one that has been written about for over a century, we found ourselves asking, ‘why now?’
This reports on recent research into co-operative leadership which aims to support co-operative higher education; where co-operative education is understood as the connection between the co-operative movement and co-operative learning (Breeze 2011). The research was carried out in three co-operatives: a co-operative school, a co-operative university, a workers’ co-operative, and an employee owned retail business. The research is framed within a set of catalytic principles established in previous research (Neary and Winn 2016): knowledge, democracy, bureaucracy, livelihood and solidarity. The results have been developed as a diagnostic tool for academics, other staff and students in higher education institutions to assess the extent to which they are already operating in co-operative manner and how these co-operative practices might be further developed. The ultimate aim of these activities is to establish a cooperative university. The research is funded by the Leadership Foundation for Higher Education.
In May 2018, I gave a presentation at the Co-operative Education and Research conference, which was a precursor to a book chapter that Mike Neary and I have written. The book chapter reflects on the last decade of developments in the UK towards establishing a co-operative university. We wrote the chapter as a personal narrative, but also connected recent developments to a history of the idea that extends back to the 1870s. Here’s the abstract for the chapter and the slides can be downloaded below. The chapter is part of a book to mark the centenary of the Co-operative College and will be published in 2019.
“This chapter narrates the recent efforts of a growing number of people, including ourselves, to create a co-operative university in England. In doing so, we situate these efforts within the broader political and economic climate of UK higher education and in light of recent developments in the co-operative movement, in particular the emergence of multi-stakeholder models of governance. In the process of writing this account, we have found it necessary and helpful to look at earlier attempts to create a co-operative university and the aspirations of those people involved. Recognising that the idea of creating a co-operative university in the UK is one that has been written about for over a century, we found ourselves asking, ‘why now?’ and furthermore, ‘why only now?’”
The Social Science Centre, Lincoln (SSC), is a co-operative organising free higher education in the city of Lincoln, England. It was formed in 2011 by a group of academics and students in response to the massive rise in student fees, from £3000 to £9000, along with other government policies that saw the increasing neo-liberalisation of English universities. In this essay we chart the history of the SSC and what it has been like to be a member of this co-operative; but we also want to express another aspect of the centre which we have not written about: the existence of the SSC as an intellectual idea and how the idea has spread and been developed through written publications by members of the centre and by research on the centre by other non-members: students, academics and journalists. At the end of the essay we will show the most up to date manifestation of the idea, the plans to create a co-operative university with degree awarding powers where those involved, students and academics, can make a living as part of an independent enterprise ran and owned by its members for their benefit and the benefit of their community and society.
Universities in the UK are increasingly adopting corporate governance structures, a consumerist model of teaching and learning, and have the most expensive tuition fees in the world (McGettigan, 2013; OECD, 2015). This paper discusses collaborative research that aimed to develop and define a conceptual framework of knowledge production grounded in co-operative values and principles. The main findings are outlined relating to the key themes of our research: knowledge, democracy, bureaucracy, livelihood, and solidarity. We consider how these five ‘catalytic principles’ relate to three identified routes to co-operative higher education (conversion, dissolution, or creation) and argue that such work must be grounded in an adequate critique of labour and property i.e. the capital relation. We identify both the possible opportunities that the latest higher education reform in the UK affords the co-operative movement as well as the issues that arise from a more marketised and financialised approach to the production of knowledge (HEFCE, 2015). Finally, we suggest ways that the co-operative movement might respond with democratic alternatives that go beyond the distinction of public and private education.
This paper reports on recent research into co-operative leadership which aims to support co-operative higher education; where co-operative education is understood as the connection between the co-operative movement and co-operative learning (Breeze 2011). The research was carried out in three co-operatives: a co-operative school, a co-operative university, a workers’ co-operative, and an employee owned retail business. The research is framed within a set of catalytic principles established in previous research (Neary and Winn 2016): knowledge, democracy, bureaucracy, livelihood and solidarity. The results have been developed as a diagnostic tool for academics, other staff and students in higher education institutions to assess the extent to which they are already operating in co-operative manner and how these co-operative practices might be further developed. The ultimate aim of these activities is to establish a cooperative university. The research is funded by the Leadership Foundation for Higher Education.
This report provides an interim account of a participatory action research project undertaken during 2015–16. The research brought together scholars, students and expert members of the co-operative movement to design a theoretically informed and practically grounded framework for co-operative higher education that activists, educators and the co-operative movement could take forward into implementation. Our dual roles in the research were as founding members of the Social Science Centre, Lincoln, an autonomous co-operative for higher education constituted in 2011 (Social Science Centre 2013), and as professional researchers working at the University of Lincoln. The immediate context for the research was, and remains, the ‘assault’ on universities in the U.K. (Bailey and Freedman 2011), the ‘gamble’ being taken with the future of higher education (McGettigan 2013), and the ‘pedagogy of debt’ (Williams 2006) that has been imposed through the removal of public funding of teaching and the concurrent tripling of tuition fees (Sutton Trust 2016).
This paper develops a critical analysis of ‘intellectual leadership’ in the University, and identifies on-going efforts from around the world to create alternative models for organising HE and the production of knowledge. It offers the potential for developing an alternative conception of the role and purpose of HE that is rooted in the idea of ‘mass intellectuality’. This takes experiences and views from inside and beyond the structures of mainstream HE, in order to reflect critically on efforts to create really existing alternatives.
In the process the authors ask if it is possible to re-imagine the University democratically and co-operatively? If so, what are the implications for leadership not just within the University but also in terms of higher education’s relationship to society? The authors argue that an alternative role and purpose is required, based upon the real possibility of democracy in learning and the production of knowledge. Thus, the paper concludes with a critical-practical response grounded in the form of ‘co-operative higher education’. This rests on the assertion that ‘social co-operatives’ offer an organizational form that values democratic participation and decision-making and would constitute the university as a social form of mass intellectuality re-appropriated by the producers of knowledge.
As Tom Woodin points out in his Introduction to the book, Co–operation, Learning and Co–operative Values, the Rochdale Pioneers of the nineteenth century Co-operative movement aspired to ‘re-arrange the powers of production, distribution, education and government’. The original seven ‘Rochdale Principles’, internationally endorsed in 1937, included the ‘Promotion of Education’ alongside other principles such as ‘Democratic Control’, ‘Political and Religious Neutrality’ and ‘Open Membership’. Those original Principles were revised in 1966, and included the ‘Education of members and public in co-operative principles’. In 1995, following international consultation within the co-operative movement, the current Principles were revised, and Principle Five was restated as ‘Education, training and information’. I have begun this brief review by emphasising the historical centrality of education to the co-operative movement, which today has over one billion members, because it is important to recognise how the principle of education has been formally retained over the course of one and a half centuries to both support and promote the whole body of values and principles of co-operatives and their members.
Today, in most countries, a ‘co-operative’ is likely to be recognised as a legal entity and have to demonstrate that it is constituted according to the values and principles of the 1995 ‘Co-operative Identity’ statement (ICA 2016. That is to say, a ‘co-operative’, being ‘co-operative’ and extending ‘co-operation’ to others has a carefully defined meaning that should not simply be mistaken for a type of ‘collaboration’ or even ‘co-operation’ in the sense that Marx understood it as constituting ‘the fundamental form of the capitalist mode of production’. (Marx 1976). In effect, the co-operative movement has developed and retains a highly sophisticated understanding of co-operation as a set of practical and ethical values that are put into practice through seven principles that still aim to ‘re-arrange the powers of production, distribution, education and government’.
Tom Woodin, an expert on the history of co-operative education, has produced an excellent edited collection of contributed chapters that span the theory, history, practice and policy implications of co-operative education. Over 13 chapters, the authors cover a great deal of ground and for readers who are looking for a broad, informed and critical introduction to co-operative education, there is currently no better place to start.