1. Community Asset Transfer in Birmingham UKAPT Midlands Meeting – 21/9/12 Karen Cheney

2. Introduction  Community Asset Transfer… there are risks but they can be minimised and managed…there is plenty of experience to draw on. The secret is all parties working together” ( The Quirk Review )

3. Session Outline  Introductions and Background to CAT in Birmingham  CAT – What it is and what its not…  Cabinet Report – protocol and new way of working  Additional practical guidance if facilitating a CAT  Valuing Worth Methodology  Localism Act and Heritage  Any further questions/ clarifications

4. Birmingham Context  A revised protocol and new way of working was approved by Cabinet in March 2011 with a roll out phase during 2011/12  Developed from the lessons learnt and experience gained during the Birmingham Community Asset Transfer Development Programme 2008-10 and best practice developed during implementation phase 11/12  The Protocol – a consistent, corporate pathway from an initial expression of interest by a community organisation to the point of transfer  Protocol Group – citywide made up of BCC and third sector partners eg Digbeth Trust, Chamberlain Forum, BVSC  Each BCC Directorate / Service area has a named CAT lead

5. B’ham context contd.  CAT is not an automatic right but based on an individual business case  In Birmingham CAT means… Buildings and/ or land Leasehold not freehold – full repairing lease (up to 25yrs) Economic Rent offset by Valuing Worth not “peppercorn” to bona fide “not for profit” community organisations not for commercial profit making purposes A not for profit organisation can be defined as one which uses its surplus revenues to realise its social goals rather than distributing them as profit or dividends plus “asset lock” and clearly stated social goals/ focus on community benefit  Protocol plus additional guidance – (i) Expression of Interest Form and outline business case (ii) Selection process (iii) “Preferred Community Partner” (iv) Full Business Case and Cabinet Report (HANDOUTS)

6. Valuing Worth Methodology  Development of toolkit to measure social value and impact of asset transfer  Developed with third sector partners on Protocol group and piloted with Norton Hall and Witton Lodge CA and now to be used in all CATs  Social Value Tool – values activities of the third sector organisation which currently are either not valued or undervalued – “splash”  Offsets economic rent  Qualitative process

7. Contd…  Second part of toolkit is impact assessment based on completion of an “impact map” – the so what factor / “ripples”  Process requiring “grown up” dialogue and negotiation  Tools are by no means perfect BUT emphasise the need for change in mindset to take account of the contribution/ value of third sector organisations and their tangible worth in the delivery of desired outcomes in neighbourhoods  B’ham context for CAT but concept easily transferable and adaptable to measure the value of coproductive activity and to make decisions about investment in coproduction between local authority and communities.

8. Website, podcasts and flips…  www.communityassettransfer.com www.communityassettransfer.com  Website: progress of Development Programme programme warts and all plus still used on an on-going basis– mutual learning, trust and understanding – see what we do  Accountability – putting names to faces (both BCC and community) podcasts rather than just dry reports – give programme a bit of soul and celebrate sucesses  Honest dialogue – no editing/ accessible/ open and transparent - disintermediation  Repository for learning material from programme – Cabinet Report plus additional useful forms can be accessed

9. Website…

10. reflections on journey so far and key Learning points  We did it and still doing it! - 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  AWARENESS -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 and change as well as the good practice and success!  HONESTY - CAT is an easy option and not for everybody - not enough to be a good idea need sound business plan, governance and finance. Enable viability not liability  RELATIONSHIPS first -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, social enterprise and entrepreneurship  LINKAGES-Importance of joint approach linking property function and a community development process – strategic context and embedding

11. Personal reflections and learning contd.  VALUING not just cost - investment and commitment  FLEXIBILITY – of all partners especially LA  Vision, Innovation and Risk – essential on both sides  Key has been the PARTNERSHIP WORKING, engagement and empowerment with Third Sector Partners and internally with colleagues  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 / Essential to have Champions – political and key officer(s) –stat and vol sector  Information and Learning should be open and accessible to as many people as possible – website development

12. Heritage…..  Bells Farm CC and proposed Stirchley Baths Site Development  More complicated but “do able”  Implications for Community partner to consider  Consideration in lease  Expensive!  But older buildings still need to “work hard”

13. Localism Act – April 2012  The White Paper on Open Public Services makes clear government’s ongoing support for community asset transfer  Localism Act extends community choice  Community Right to Bid inc List of Assets of Community Value (buildings/land)  Community Right to Challenge (services)  Central Government – regulations being finalised  BCC Working Group – implement locally