1. BCC Community Asset Transfer Development Programme
Karen Cheney
End of Programme Regional Networking Event – Lakeside Conference Centre
23rd March, 2010

2. Background to Programme
Birmingham – Round 1 of DCLG National Demonstration Advancing Assets Programme
Valuing Worth – very initial stages
Capacity Building- Mobilising Your Assets ,VISIBLE and small Capital Improvements – Northfield Constituency
Setting up of Quirk Review Project Group – Cross Directorate and Voluntary Sector partners
From the very beginning focus not just on “bricks and mortar” but the valuing and supporting of community organisations and partnership working
Cabinet Report – September 2008 and embedded into LAA Delivery Plan, “Strengthening Communities” (NI4)

3. Development Programme
AWM Grant – Phase 1 Revenue – Development Programme and linked Phase 2 Capital Works Jan 2008 – March 2010
BCC to act as Regional Exemplar and demonstration project – from the beginning a Learning Programme
Key areas of focus continuing good practice from advancing assets pilot
Support to Community Assets Capital Work – Norton Hall and Witton Lodge Community Association – legal fees, business planning and pre-contract fees
Protocol Task Group – development of a new consistent, clear, transparent corporate lease and protocol ie how TSOs navigate through BCC and are supported through that process – involvement of both statutory and voluntary partners

4. Development Programme contd.
Valuing Worth – developing tools to measure the social value and impact of asset transfer inc. piloting with Norton Hall and WLCA
Development Work Strand – roll out of capacity building and support and piloting VISIBLE/Pre-VISIBLE (Community Matters –Operating principles for community organisations and multi-purpose community organisations)
Communication and Learning Strand – including Training and Information Workshops – staff, TSOs and members, Production of checklists and toolkits.
Structured Dialogue methodology plus Action Learning Set with other LAs both Regionally and Nationally and Critical Friends Group

5. AWM Capital Programme – Sep 09 – March10
Successful AWM Funding to pilot 2 building refurbishment projects – Norton Hall Children and Family Centre and Perry Common Hall (WLCA)
£250K / building plus additional support costs for Business planning plus WLCA contributing own monies
Organisations piloted new Lease agreements and toolkits
Innovative work around Video Diaries and pod casts – Physical regeneration acting as catalyst for social regeneration and enterprising activity
Facilitated Joint Dialogue de-briefing session

6. Personal reflections on journey so far and key Learning points
Come a long way very quickly but complex – acknowledge that need to be in it for the long haul and lots of patience for all partners
CAT is not resource neutral for either side – time, capacity and finance
Learning is key for everyone – LA, other public agencies and not just TSOs and learning from our mistakes as well as good practice and success!
CAT is not for everybody - not enough to be a good idea need sound business plan, governance and finance – need to be honest
Asset Transfer is so much more than the building/ asset but more to do with relationship building and strengthening communities. Physical regeneration/ refurbishment can be the catalyst for social regeneration and social enterprise
Importance of joint approach linking property and community development approach – strategic context and embedding

7. Personal reflections and learning contd.
Importance of CAT is the transfer of management of an asset plus advice, guidance and support to TSO to ensure sustainability and viability not liability
Key has been the Partnership working, engagement and empowerment with Third Sector Partners and internally
Communication and use of language – honest robust dialogue and challenge to build mutual trusting mature relationships adult to adult rather than parent/ child – usefulness of neutral facilitators
Importance of Celebrating Success – reward and recognition of largely voluntary input from TSOs
Useful to have a Champion – both political and key officer
Impact of recession and stock condition – Efficiency plus Effectiveness debate….

8. Next Steps…
Cabinet Report – June 2010 to include recommendations for consistent Cross Directorate Lease and protocol arrangements including Valuing Worth methodology and need for revenue funding stream to support TSOs to be building management ready
Work with Third Sector Infrastructure Organisations to develop key capacity building work and information around Community Asset Transfer
Ongoing Information Workshops for all Directorates around Protocol Buster and Valuing Worth
Ongoing Information and support sessions on VISIBLE, Community Land Trusts, Updates for all partners
BCC EMT Priority Work Programme – Asset Transfer and Co-Production
Collate Library of Learning Resources from the Development Programme to be available Regionally via AWM and DTA, Nationally via ATU as well as locally in Birmingham
REST and THANKS to everyone who has been involved in the Development Programme – this is not the end but the beginning of the Journey………