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Using assets to support communities – the Doncaster experience

Using assets to support communities – the Doncaster experience. Steve Szostak Chief Executive of Doncaster NDC and Company Secretary Doncaster Central Development Trust (CIC) - a resident-led board: Community Interest Company. Overview. A ‘Rapid Reviewed’ NDC

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Using assets to support communities – the Doncaster experience

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  1. Using assets to support communities – the Doncaster experience Steve Szostak Chief Executive of Doncaster NDC and Company Secretary Doncaster Central Development Trust (CIC) - a resident-led board: Community Interest Company

  2. Overview • A ‘Rapid Reviewed’ NDC • Wealth of experimentation….BUT… • A 2006/07 Delivery Plan showing massive under-commitment on capital funding • No asset strategy • Developing governance plans - with 5 very different community expectations

  3. Nether Hall Title DoncasterNDC area Hyde Park • Subtitle / or bullet point • Input information • …… Hexthorpe Balby Bridge Woodfield

  4. Task #1 Create a plan and establish the team: • Capital investment schedule 2007-2011 • Master plan to frame strategy and engage partners • Key resident neighbourhood partners • DTA business planning expertise • Retained property expertise • Maintain trust with Government Office - But maintain senior management and board involvement

  5. Task #2 Establish the legal entity to own assets and generate income • DCDT (CIC) established 30 January 2008 • Board members transferred across • Resident led with resident task groups • Now established to ‘receive’ NDC funds - maintain clear accountabilities (company secretary)

  6. Task #3 Grow community capacity • DTA contract of support • Key neighbourhood based resident partners • Commission the community to deliver • Locate neighbourhood venues - maintain sensitivity to local circumstances

  7. Task #4 Pro-active on asset transfers from local authority • Derelict sites/buildings • Venue ideas for neighbourhood management • Social housing CPOs -Set realistic ‘partnership’ timescales, be tough

  8. Task #5 Establish a flagship project: • Major legacy acquisition • Establish several achievable alternatives • Secure political buy-in • Tie in partners - but never assume anything – relentless pressure

  9. Task #6 Healthy number of ‘private sector’ investment options • Neighbourhood venues • Social Housing • Town centre accommodation • Derelict sites / properties - providing the flexibility and contingency

  10. Lessons • Communicate well • Build an experienced team • Maximise scare tactics …underspend • Keep Government Office engaged • Be bold, relentless but totally focused on sustainable investments • Make sure contingency plans are realistic - overall if the pressure is on, pick winners

  11. Further information: 01302 735760 www.doncasterndc.co.uk

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