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Governance and asset transfer. David Tyler, CEO Community Matters. Governance and asset transfer. 1200 members, mostly community organisations Reach 3,700+ community organisations 96\% manage a community building 56\% of buildings owned by LA 25\% under £10K turnover Average of £80K turnover.

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Governance and asset transfer

David Tyler, CEO Community Matters

governance and asset transfer
Governance and asset transfer
  • 1200 members, mostly community organisations
  • Reach 3,700+ community organisations
  • 96% manage a community building
  • 56% of buildings owned by LA
  • 25% under £10K turnover
  • Average of £80K turnover

Community Matters members

governance and asset transfer3
Governance and asset transfer
  • Mostly multi-purpose – education, recreation, welfare
  • Neighbourhood based
  • Advocacy and community voice
  • Independent and neutral
  • Providing and hosting services
  • Community development
  • Strong social value

Community Matters members

governance and asset transfer4
Governance and asset transfer
  • Governance
      • Keep the governance local
      • Keep the asset relevant
      • Use it for empowerment (ala NI4)
      • Use it to address wider community empowerment

“…optimising the use of public assets is not the primary objective: the over-riding goal is community empowerment”

“There are risks but they can be minimised

and managed”

governance and asset transfer5
Governance and asset transfer
  • Identifying risks
  • Organisation does not have the capacity/ability to manage the asset
  • Organisation doesn’t have cash to buy/refurbish the asset
  • Organisation can’t afford to maintain the asset
  • State aid rules prevent public support of a project
  • Asset is captured by minority interest group
  • Fragmented ownership of assets precludes a strategic approach
  • Confusion about liability of organisation
  • Conflict between competing organisations for an asset
  • Asset provides little enterprise opportunity
  • Low utilisation of the asset
  • Poor reach into wider community
  • Constantly changing corporate priorities
governance and asset transfer6
Governance and asset transfer
  • Managing risk
      • Small groups can manage assets
      • Retain a partnership approach
      • Work with group to assess viability of asset
      • Assess the capability of the group to manage it
      • Assess the social value delivered
      • Recognise the achievement of both through resourcing
      • Resource through appropriate mechanisms
        • Administration grants
        • Commissioning
        • Shared maintenance
        • Low rents
        • Discretionary rates relief
      • Ongoing capacity-building of the managing group
governance and asset transfer7
Governance and asset transfer
  • Transfer of community centres
      • Most transfers identified to date are community centres
      • Trend toward Councils selling-off their centres?
      • Communities need community buildings
      • Need to monitor, to research and to explore solutions
governance and asset transfer8
Governance and asset transfer
  • Management of community buildings
  • Legal and technical support
  • Telephone helpline & advice service
  • consultancy service for members
  • Major consultancy service for LAs
  • Training programmes
  • Publications
  • VISIBLE standards

Community Matters services

governance and asset transfer9
Governance and asset transfer
  • Community Matters

David Tyler

[email protected]

020 7837 7887

12-20 Baron Street

London N1 9LL

www.communitymatters.org.uk

www.visiblecommunities.org.uk

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