Locality. Caveat emptor. Community Asset Transfer Seize the day! (Buyer. (Carpe diem) 31/05/2014. Locality Membership

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1 Stephen Rolph Development Manager Locality Direct: Helpline: Locality Locality is the leading nationwide network of settlements, development trusts, social action centres and community enterprises. Locality Membership Locality was formed through the merger of bassac and the Development Trusts Association, two leading networks of community owned and led organisations. 423 trusts in England (over 700 across UK) Members have a combined income of 325m Of which 172m is earned income 660 million community owned assets 5,500 staff 20,000 volunteers Community Asset Transfer Seize the day! (Carpe diem) Caveat emptor (Buyer beware!) 1

2 But, people develop strong links to their buildings A well documented history small.pdf Locality Members Community led by the people, for the people. Social change to make communities fairer and more inclusive. Community enterprise earning income for community benefit, not for private profit and aiming for long-term sustainability. Developing assets maximising community assets: people, land and buildings Independent working in partnership but accountable to the local community and free to determine their own objectives. The Challenge Grant funding Assets Enterprise Generating wealth and circulating it locally The asset effect % of unrestricted earned income for Locality members with and without a significant asset 100% 90% 80% 70% 60% 50% Orgs with Asset Orgs without asset 40% 30% 20% 10% 0%

3 Fresh Horizons a multi-purpose asset base Medical treatments Enterprise centre Information and advice Types of assets Managed workspace, industrial buildings, visitor centres, marina, sports facilities, training facilities, shops, cafes, cinemas, housing, green spaces, car parks, community centres, live/work spaces, health centres, nurseries, transport, wind farms, arts centres and even an abattoir! Library Childcare Our experience Advancing Assets/Community Assets Programme/The Asset Transfer Unit 85% councils aware, 1,500 transfers underway each year, 40% increase during , 850 initiatives supported, worked with 2/3 councils, 100m+ investment. Right to Bid 4,000+ enquiries since April 2012, guidance and process framework widely distributed, feasibility grants programme launched, provisions commenced, 1,100 listings, 50+ purchases. Multiple Asset Transfer 20+ councils, 300+ transfer initiatives, place/service/class transfers. Right to Reclaim Land. Compulsory Purchase for Communities 1 exemplar. Mutual Spin-outs & ALMOs unpicking assets and enterprise. Key policies Local Government Act 1972 (Power to sell freehold or leasehold interests). General Disposal Consent 2003 (Power to sell at undervalue, in service of general wellbeing ). Localism Act: Right to Bid; Right to Build; Right to Challenge; Neighbourhood Planning. The Quirk Review, 2007 All communities are different - recipies for success, not blueprints. No new legislation required all the necessary powers are available. The starting point is the recognition that optimising the use of public assets is not the primary objective: the overriding goal is community empowerment. 3

4 Community asset acquisition a spectrum of options What should LAs do to justify CAT? Management arrangements. Meanwhile. Short term lease. Long term lease. Freehold. Increasing: Autonomy Risk Impact Opportunity Capacity Requirement to follow normal and prudent commercial practices, ie: obtain a valuers opinion. Have regard to the Community Strategy to understand what community benefits will be realised. No requirement to undertake a tendering process. No requirement to monetise social value. The greater the stake, the greater the financial and legal responsibility the organisation takes on, but also the greater the freedom to exploit the asset s potential Quirk review, (2007), DCLG LA good practice Guidance as to contents of proposal sought in outline and full business case, rather than exact science. Crucially, list out the EXPECTATIONS of both parties and apply helpful TIMESCALES/PROCESS INFORMATION to help manage expectations. Strategy example: Officers Guide (LGA): /journal_content/56/10180/ /publication From pull to push Local Authority asset rationalisation Treasury calling for 20% reduction in public asset ownership by Revenue savings for LAs. Service synergy/collocation. Flexible and mobile working. Open Data: who owns your neighborhood Mapping community Assets The risk of doing nothing Often, surplus assets exist in areas of market failure and voids can have a significant negative impact on communities. 4

5 Revised guidance and Top Tips Local Authorities Considerations for local authorities Taking stock of heritage assets Formulating transfer strategies Community Organisations Considerations for community organisations Assessing options for use Developing support for the project Managing the risks Agreeing terms Building an effective organisation Raising finance Maintaining long-term viability Vision, Support, Capacity and Time Case Studies Bramley Baths, Leeds Heart School, Headingly Shadwell Library, Leeds Ludden Foot Civic Centre, Halifax Pelican Centre, Tyldesley Turners Lodge, Bollington Lister Drive Library, Liverpool Grosvenor Ballroom, Birkenhead Norden Old Library, Rochdale Westgate Hall, Canterbury Hastings Pier, Hastings Wells Maltings, Wells Charterhouse, Coventry Community Centres in Northampton Caistor Arts Centre, Caistor Stanhope Hall, Horncastle The Embankment Club, Nottingham Strutts Community Centre, Belper Stanley Halls, Croydon Dunwich Priory Fiddlers Hill Burnham Norton Priory Lye & Wollescote Cemetery Chapels Ledbury Civic Trust Abbeyfield House, Pittsmoor Wentworth Castle Manor Lodge, Sheffield National Picture Theatre, Hull Stank Hall Barn First White Cloth Hall WE D LIKE TO BUY THAT ME TOO web: locality.org.uk info@locality.org.uk tel: