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hebdenbridgetownhall.uk

www.hebdenbridgetownhall.org.uk. Asset transfer: the Hebden Bridge experience. The slow decline. Functions began disappearing after 1974 Loss of births/deaths registry Loss of housing office Council staff no longer customer-facing Closure of cash desk. A problem looking for a solution.

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hebdenbridgetownhall.uk

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  1. www.hebdenbridgetownhall.org.uk Asset transfer: the Hebden Bridge experience

  2. The slow decline • Functions began disappearing after 1974 • Loss of births/deaths registry • Loss of housing office • Council staff no longer customer-facing • Closure of cash desk

  3. A problem looking for a solution The council’s concern: • An expensive building to maintain • Listed status – difficult to dispose of The community’s concern: • A key part of the ‘public realm’ • (Yet) another public building to be lost?

  4. A partnership approach • Local authority and community working together to find long-term solution • Recognition that councils are stretched financially • Recognition that community orgs can tap into local creativity, energy • Recognition that community orgs can access other funding streams • Admittedly, some hiccoughs along the way…

  5. A partnership approach • 2006 Working party established in community • 2007 Quirk report: Making Assets Work • 2007 Community Assets programme • 2008 Establishment of HBCA, as charitable trust. • 2009: Launch of Friends of the Town Hall • Summer 2009: Asset transfer submission • Dec 2009: Asset transfer agreed • April 2010 Asset transfer takes place

  6. The council’s concerns • Governance of community body • Management capacity of community body • Accountability; ‘public interest’ • Long term sustainability of arrangement • Precedent being established?

  7. The community trust’s concerns • Asset transfer or liability transfer? • Council still in ‘them and us’ mode • Either treated as straight commercial deal or as grant-funded project

  8. The way forward The arrangement with the council: • 40 year leasehold ownership (now 125 years) • Calderdale as anchor tenant • Principle of no net gain or loss to council • No on-going grant funding

  9. A new form of public ownership “Hebden Bridge Community Association will maintain Hebden Bridge Town Hall in public ownership in perpetuity, as a centre of community and civic life”

  10. A new form of public accountability “Hebden Bridge Community Association will operate on the basis that it is demonstrably democratic and accountable” • Launch of the Friends scheme • About 550 Friends at present

  11. The community in charge “The desire to see the building used to its fullest extend for community and civic purposes” • Immediate changes – from recycling to replastering • Weddings/civil partnerships licence • Increasing use of meeting rooms • Sorting out the dry rot!

  12. The capital build “We are determined to ensure that the future of Hebden Bridge Town Hall is secured for the very long term” • Working for long-term sustainability • Move away from dependency on anchor tenant • Make building DDA compliant • Provide much greater range of community facilities • Provide small enterprise facilities required

  13. The capital build • 10 year business plan - £3.4m capital build • £2m investment from Communitybuilders fund • £1.2m grant from ERDF • Architects appointed summer 2009 • Planning permission granted Oct 2010 • Builders on site April 2011 • Completion date April 2012

  14. The issues! The challenge of owning and running a building • Employing staff (including TUPE transfer) • VAT accounting • Health and safety • Charitable legislation • Company law • Licences etc for public buildings • Building maintenance; capital works • Cash flow… money in the bank when it’s needed

  15. The risks • Reliance on volunteers • Difficult to find skills needed • Importance of a strong board of trustees • Lack of accountability to wider community • Financial viability

  16. Some questions we ask ourselves • Can we run a community facility in a business-like way? • Is it appropriate to hold public assets in this way? • How is the success of meeting objectives measured? • How do we avoid burn-out?

  17. Some questions we ask ourselves • Is there a risk to employment conditions? • Is this a backdoor route to privatisation of services? • Is there a risk to health of local democracy? • How possible is our arrangement in other settings?

  18. Where to find out more

  19. www.hebdenbridgetownhall.org.uk Asset transfer: the Hebden Bridge experience

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