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Governance and asset transfer

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

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  1. Governance and asset transfer David Tyler, CEO Community Matters

  2. 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

  3. 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

  4. 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”

  5. 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

  6. 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

  7. 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

  8. 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

  9. Governance and asset transfer • Community Matters David Tyler david.tyler@communitymatters.org.uk 020 7837 7887 12-20 Baron Street London N1 9LL www.communitymatters.org.uk www.visiblecommunities.org.uk

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