Community Ownership & Management of Assets programme

Transcription

1 Partnership experiences of multiple asset transfers Two examples of local authority and community sector collaboration within the Community Ownership and Management of Assets programme Community Ownership & Management of Assets programme

2 Table Of Contents Introduction... 3 Who are the key partners... 4 Lambeth... 4 Luton... 4 Context... 5 The context for the Lambeth partnership... 5 The context for the Luton partnership... 7 What support was needed and provided?... 8 Relationship Management... 8 Lambeth... 8 Luton... 8 Consultancy/technical support... 9 Pre-feasibility grant What has been the impact? Lambeth Luton Key elements of success A clear vision Developing a good relationship with the local authority The important supporting role of strategic partners What have you learnt? Working with your Local Authority Getting asset transfer ready Other information P a g e

3 Introduction The Community Ownership and Management of Assets (COMA) programme is delivered by Locality and partners on behalf of the Department for Communities and Local Government (DCLG). The COMA programme supports partnerships between local public bodies (such as local authorities) and community partners (including parish councils) to develop multiple asset transfer or single, ground breaking asset projects. With growing pressure on public finances, and a growth in public assets which no longer have a current use, the COMA programme is bringing local authorities and communities together to consider how assets might be developed to generate social value in a sustainable manner, in either public or community hands. The COMA programme started in 2015 and has supported 51 projects to form partnership COMA programme The Community Ownership and Management of Assets programme (COMA) programme was funded by the Department for Communities and Local Government in 2015/16. It supported 51 partnerships between community organisation(s) and local public organisation(s) with progressing ambitious multiple community asset ownership and management projects and ground-breaking single asset transfer projects. approaches to multiple asset transfers to community organisations. These partnerships were either in place prior to joining the programme, or consolidated during its operation. All of the partnership areas were fully engaged and committed from the outset to create sustainable change in their communities through increased community ownership of assets within neighbourhoods so that services are targeted to specific needs. This case study focuses on two contrasting partnership area approaches, from Lambeth and Luton. Lambeth and Luton are looking to transfer multiple assets to individual community partners under the themes of Community Hubs and sports facilities. Their collective experiences should serve as inspiration and insight for other local authorities and community sectors who have ambitions for the same. 3 P a g e

4 Who are the key partners Lambeth In 2012 the London Borough of Lambeth introduced the notion of a mutually supportive network for community organisations who were running local community hubs in Lambeth, during the operation of the council s Community Hubs programme. Through this network some of the community partners formed a strategic partnership called the Lambeth Community Hub Network (LCHN). The LCHN has also grown since its inception, with new members coming into the fold and now includes: the Carnegie Hubs, High Trees Community Development Trust, Slade Gardens Adventure Playground, The Brix St Matthews, The Longfield Hall Trust, Minet Hub, Minet Conservation Association, Myatts Field Park Project, Stockwell Partnership, The Remakery, We Are 336 Disability Hub, and Woodlawns. Luton Each of the partners involved in the Luton partnership had been engaged in conversations with Luton Borough Council separately regarding asset transfers for their particular clubs/organisations. When the Council became aware of the COMA programme, they saw this as an opportunity to bring individual groups together, to develop a partnership approach and introduce some consistency into their asset transfer policies and practice. The partnership in Luton consists of a network of mainly professional sports organisations working with Luton Borough Council as follows: Bedfordshire Football Association, Bedfordshire Cricket Limited, Big Sky Mountain Bike Project, Luton United Football Club, Lutonian Cricket Club, teambeds&luton and Toddington Road Allotment. 4 P a g e

5 Context The key drivers for the partnership approaches towards multiple asset transfers are local and national policy influences, alongside changes in local demographics and demands on local services. These circumstances are influenced by a number of contributory factors such as inward migration, an ageing population, increased birth rates, unemployment, health inequalities and poverty. The context for the Lambeth partnership The London Borough of Lambeth s multiple asset transfer was inspired by the 2007 Quirk Review, which set a vision for how community ownership of assets can be an effective way for local government to achieve its goals. 1 The Council seeks to enable an increase in the community ownership and management In 2012, Lambeth Council adopted their Enabling Community Asset Ownership and of assets within neighbourhoods throughout the London Borough of Lambeth - to Management policy. This policy has since been stimulate the creation of new social used as a benchmark by many local authorities markets, underpin robust community looking to create their own community asset enterprises capable of delivering high transfer policies. quality local services, and provide residents with new learning and employment To achieve this vision, Lambeth Council launched the Community Hubs programme in 2012, delivered by Community Matters and the opportunities. Enabling Community Asset Ownership and Management, 2012, London Borough of Lambeth. Lambeth Voluntary Action Council. The programme upskilled and delivered capacity building support to eight community groups providing local services from community hubs. It ended in November 2014, and placed the groups involved in a strong position to take on the ownership 1 Making Assets work: Quirk Review, DCLG, 15 May es/makingassetswork 5 P a g e

6 and management of the hubs. The established LCHN then applied to the DCLG funded Community Assets programme to continue their assets transfer journey. The transfer of assets from the Council to the LCHN members is seen as critical to extending the capacity and capability of the community sector. The borough is seeing a change in demographic profile, due to migration of people from different cultural, religious and economic backgrounds into the borough. The range of different needs and place huge demands on services provided by the Council and community groups, particularly in the areas of advice, education, housing, health and well-being. The individual Hubs in the LCHN already contribute significantly to the Lambeth Community Plan by enabling: More jobs and sustainable growth, skills and training. Communities to feel safer and stronger. Cleaner streets and greener neighbourhoods. Social cohesion/integration and confidence building in the community. Through asset ownership and management, it is intended that the LCHN will be able to develop their contributions to the Lambeth Community Plan, and their involvement in commissioning will create further opportunities for income generation. They can increase service provision in the borough and alleviate the pressure on the Council s services. With the added security offered by an asset transfer, LCHN members will become stronger community partners, able to contribute positively and confidently to the Lambeth Community Plan, particularly during a period of significant financial constraint for the local authority. 6 P a g e

7 The context for the Luton partnership Luton Borough Council recognise the benefits of working with local community organisations on asset ownership and management. Mature, dynamic and resilient, they are often more able to identify and access funding which the Council is not able to, and demonstrate a wealth of experience and confidence in managing local assets. Some of the sport grounds and facilities owned by Luton Council are in need of repair and upgrading as well as regular maintenance. The current economic climate and reductions in the local authority s budget make it difficult for the council to upgrade and maintain the sports grounds and buildings. They are now having to find different ways to maintain community facilities and deliver services in partnership. The age structure of Luton s population differs from the national population as a whole in some specific respects, for example Luton has a younger population than the average for England and the Eastern region. The younger than 15 years age group account for 22% of the Luton population compared to 18% regionally and nationally. 2 Luton is also ethnically diverse, with approximately 65% of the population from Black and Minority Ethnic (BME) origin, with significant Pakistani, Bangladeshi, Indian, Eastern European and African Caribbean resident communities. In recent years the diversity of the population has further increased with foreign students coming to the University of Bedfordshire. Alongside the diversity of local residents has come an increased demand for, and focus on, local sports opportunities which each of the community partners are motivated to meet Census and Luton Borough Council Corporate Plan pages P a g e

8 What support was needed and provided? The examples in this case study benefited from a range of direct support and pre-feasibility grants from the COMA programme, the details of which are explored below. Relationship Management As a result of participating in the COMA programme, each partnership area was allocated a Relationship Manager by Locality from one of the delivery consortium partners. Relationship Managers act as independent facilitators and offer an outside view to partnership meetings. They act as sounding boards, encourage partners to stay focused, and oversee the support provided throughout the entire programme. Lambeth The partnership area has valued the commitment, support and insights from their relationship manager. At a recent partnership meeting they unanimously agreed to continue working with their relationship manager after COMA support officially ends in March They will be looking to use their own funds and resources to retain their services. Luton They have found that having a relationship manager as a critical friend has worked very well. Their Relationship Manager attended a number of their partnership meetings and engaged with all partners through visits, phone calls and s. His experience is valued by the partnership, It is clear that he has practical experience; he has walked the walk. a skill set and expertise lacking amongst a lot of the community partners and critical to the success of their projects. 8 P a g e

9 Consultancy/technical support Both Lambeth and Luton Borough Councils community asset transfer procedures require that applicants have strong and robust business plans in place. The support provided through the COMA programme have enabled community partnership members to develop business plans which clearly shows where they align with the Council s vision and requirements. In Lambeth, two partners were supported to produce business plans. They then shared their learning and experiences with partners who had already developed plans through the Community Hubs programme so that any changes and improvements could be incorporated. In Luton, four of the partners, Toddington Road Allotment, Lutonian Cricket Club, Big Sky Mountain Bike Project and Luton United Football Club have produced business plans in support of their proposals. There are now being refined with help from their Relationship Manager, before applying to the council for community asset transfer determination. Luton Borough Council s community asset transfer strategy also requires that community partners are incorporated before they can be given leases, or own assets. As a result three of the community partners received support around incorporation and one has already achieved this milestone. Consultancy support activity Luton United Football Club already had a Chairman, Secretary, Treasurer and Welfare Officers in place. They are now in the process of setting up a new Board of Trustees with a view to applying to become incorporated. Their move to achieve incorporation is helping with preparations to transfer the grounds and playfields to the club. The Lutonian Cricket Club have received support to help them implement a formal structure with a view to applying to become incorporated, in preparation for asset transfer. They now have a new Board of Trustees set up, elected annually from their membership. The Lutonians have also established a range of sub-committees such as finance and general purposes, volunteering, and fixtures and welfare. 9 P a g e

10 Pre-feasibility grant Both partnerships successfully applied for the pre-feasibility grants available under the COMA programme. The Lambeth partnership used their grant to commission CAN to provide them with a social audit and impact study on the Hubs in the LCHN, and how this can be further developed after the assets are transferred into community ownership. With the results of this impact report, the partners will be producing marketing material with the facts and figures from the impact report to set out the effectiveness of the LCHN. This means that the partnership will be able to develop a wide marketing strategy to attract other local groups and enterprise partners to co-develop new services and facilities at the hubs, to ensure their long term sustainability. The Luton partnership successfully used their pre-feasibility grant to cover legal fees for their asset transfer applications, and surveyors to carry out building surveys, as well as upskilling the community partners through ground maintenance training, where they will learn how to prepare the playing fields for the opening of the season, and closing down. What has been the impact? Lambeth The Lambeth community partnership members have been working to overcome the challenges that they have experienced by working as a united force. They are currently using the resource from the COMA programme to establish a unified LCHN brand which will appear on hub members websites, letter heads, s, etc. The LCHN are developing links on social media, e.g. Twitter lists, helping partners to support each other by promoting events and facilities in the hubs. Lambeth Council will also host a webpage and link to the LCHN websites. This will help to establish the LCHN as a key point of contact for local residents and businesses. This will also help partners to increase the usage/profile of the Hubs, and potentially provide new funding and in-kind sources of help, for example, one of the groups is now supported by an 10 P a g e

11 architect who has been able to secure pro bono work from his colleagues for other community partners. This has resulted in savings for the expert advice received. They have addressed key blockages with the council with one voice, and have arranged meetings with senior representatives from each of the different departments to discuss resolutions through more effective joined-up working between departments. This has achieved some progress for the five community asset transfers under discussion and although it takes time for these challenges to be overcome, the local authority and community partners have agreed to continue with these meetings after the COMA programme ends in March The LCHN member groups are geographically dispersed throughout the Borough, and prior to the Community Hubs programme they did not previously have a direct relationship between each other. This process has encouraged community partners to regularly meet, share learning and resources. They now enjoy a range of synergies, including plans for shared services for maintenance and repair, ICT and financial services. Members of the LCHN have also started to discuss other opportunities for shared resources, for example bulk purchasing of energy and supplies. Overall, the LCHN consortium approach has a good potential to alleviate financial pressures on Lambeth Council. Although the community asset transfers being sought have not been completed as yet, it is clear that the transfers could save Lambeth Council money, whilst ensuring that the assets remain utilised for the benefit of local residents. For example, Lambeth Council currently pays for contractors to cut the grass, trim the hedges and maintain the fountain in the peace garden which surrounds The Brix, which they are seeking to asset transfer. After its transfer The Brix will be saving the Council the costs of undertaking the management and repair of its site. Although the community partners are willing to shoulder the responsibility in terms of the fundraising requirements the development of these assets, the council recognise that during 11 P a g e

12 the transitional period post transfer, the community organisations will still require Lambeth Council to work with them in an active and supportive way. Luton The learning experience of the multiple asset transfers process in Luton is having a positive impact on a number of the community organisations in the partnerships. teambeds&luton for example, work with different council areas, and following this experience they can now confidently have discussions regarding community asset transfer with other clubs in Bedfordshire. The model of gradual acquisition has worked for the Lutonian Cricket Club and as a result they have been able to publish a toolkit for other clubs in February 2016 (see the Other Information section for details). Through the Chief Executive link to the county organisation, Bedfordshire Cricket Limited has been able to roll out this model to other local groups. As a result, the Luton Town and Indians and Luton Caribbean Cricket Clubs are now preparing themselves for discussions with the Council about asset transfers for their own cricket grounds. Maximising the resources available from other strategic partnerships has also helped the community partners to prepare themselves for transfer. teambeds&luton, Bedfordshire Football Association and Bedfordshire Cricket Limited have helped the individual clubs to achieve accredited Charter Marks (Charter Standard for football and Clubmark for cricket). Achieving this accreditation has meant that each of the clubs had to address their governance, safeguarding, training, etc, all of which contributes to a club s sustainability. This has also meant that they have been able to meet the Council s community asset transfer requirements a lot more smoothly and act more swiftly than they would otherwise have done. The clubs are also hoping to grow their membership and reach usual suspects and as a result create vibrant community hubs. This is in recognition of the need to develop a sustainable income base to fund and maintain the different parks and sports facilities. Using the knowledge 12 P a g e

13 gained from the business planning and capacity building process, the groups are more confident about how to promote the benefits of quality amateur sport by encouraging all sections of the local community to take part in, and enjoy sports and fitness. Key elements of success The following themes have been drawn from both project examples as they are considered as key ingredients to ensure successful partnership approaches to acheive multiple asset transfers. A clear vision Both Lambeth and Luton are working within a clear strategic framework to achieve multiple asset transfers. The lead public bodies and the community groups share the same vision and commitment to drive change through asset ownership/management. This has helped to develop clear goals and priorities for resource allocation and capacity building. Most importantly there are no hidden agendas, which helps the partners to commit to activities with a good degree of certainty. Developing a good relationship with the local authority A good working relationship between the local authority and the community partners is critical when considering or applying for an asset to be transferred into community ownership or management. The partnership between Lambeth Council and the LCHN has been in operation for four years and continues to grow. The community partners work with the same Council Officer, who meets with and updates partners on a regular basis. The Officer keeps communication channels open between the Council and the community, and has brokered positive relationships and discussions between community partners and various Departments, Officers and Councillors within the council. 13 P a g e

14 It is also important to ensure that Senior Officers and key decision makers are engaged. In Luton Borough Council, Rick Donnelly, Community Asset Manager, has been working closely with community partners as they progress towards taking on the ownership and management of their assets. Rick has been with the Council since 2006, and has established a close working relationship with the community. He is also an internal champion for community asset transfer. As the Council is the owner of the different assets being sought for transfer, it has placed them in a central position to facilitate meetings with partners, creating join up, consistent messaging and strengthened relationships between the different organisations involved. The important supporting role of strategic partners In Luton many of the partners engaged in the partnership operate throughout Bedfordshire, e.g. the Bedfordshire Football Association, Bedfordshire Cricket Limited and Clubs, coaches and volunteers are the lifeblood of sport at a local level. Anything teambeds&luton. These partners have created an informal strategic board which meet that National Governing Bodies, Local regularly with the Relationship Manager to Authorities, County Sports Partnerships and other related organisations can do to support the sustainability of this activity at a local level is crucial. Lloyd Conaway Director, team BEDS&LUTON. discuss the progress and support needed for the frontline community partners. The strategic board then feeds back information and actions to the community partners, supporting their progress and efforts to become independent through asset transfer. The strategic partners intend to utilise the learning and development from initial projects to be spread as widely as possible across the sports and leisure sector in the Borough, helping to prepare other groups for asset transfer. This promotes a strong peer network and encourages strong partnership working between other sporting and leisure related community asset transfers. 14 P a g e

15 What have you learnt? Working with your Local Authority It is important that the local authority to be engaged not only with the asset transfer policy, but also the process. For example, each of the community organisations who were engaged with the Council in individual discussions about asset transfer were brought together around the same table through the COMA programme. The importance of meeting regularly to support the community partners through the process has been key. Regular communication has meant that there have not been any delays or surprises when the applications for asset transfer have been (or are being) made. The process of carrying out community asset transfers often involves different Council departments collaborating. These departments have their own priorities to comply with which can mean that community partners have to learn what each of these involve, which is time and resource intensive, e.g. each of the departments in Lambeth Council applied the Community Asset Transfer Policy and Community Hubs policy differently which initially led to confusion regarding what requirements the community partners had to meet. Therefore, it is beneficial if local authorities have consistent messaging throughout all departments and adhere to agreed policies and frameworks to facilitate joint working with communities. Getting asset transfer ready The process of getting asset transfer ready has been challenging for volunteers. It can be quite time consuming and difficult for volunteers to balance their time between day to day tasks for the management of the club, and steps in readiness for community asset transfer. In Luton, volunteers give their time to the running of the different sports clubs or allotments. This partnership has found that one way to overcome the demand on volunteer time is for stakeholders to have regular meetings where they can be strategic in their discussions, discuss progress and share learning from each other. 15 P a g e

16 Other information Lambeth Community Hubs Network: Luton Borough Council : Making Assets work : Quirk Review: cations/communities/makingassetswork The London Borough of Lambeth Council asset transfer policy: Lutonian Cricket Club toolkit for asset transfers to cricket clubs: The London Borough of Lambeth Council Community Hubs Vision: 16 P a g e

17 2016 Visit the My Community website to find out more: mycommunity.org.uk/ Follow us on 17 P a g e