1. 27/06/2015 Using assets to support communities – the Doncaster experience Steve Szostak Chief Executive of Doncaster NDC and Company Secretary Doncaster Central Development Trust (CIC) - a resident-led board: Community Interest Company

2. 27/06/2015 Overview A ‘Rapid Reviewed’ NDC Wealth of experimentation….BUT… A 2006/07 Delivery Plan showing massive under- commitment on capital funding No asset strategy Developing governance plans - with 5 very different community expectations

3. Title Subtitle / or bullet point Input information …… Doncaster NDC area Hexthorpe Hyde Park Woodfield Nether Hall Balby Bridge

4. 27/06/2015 Task #1 Create a plan and establish the team: Capital investment schedule 2007-2011 Master plan to frame strategy and engage partners Key resident neighbourhood partners DTA business planning expertise Retained property expertise Maintain trust with Government Office - But maintain senior management and board involvement

5. 27/06/2015 Task #2 Establish the legal entity to own assets and generate income DCDT (CIC) established 30 January 2008 Board members transferred across Resident led with resident task groups Now established to ‘receive’ NDC funds - maintain clear accountabilities (company secretary)

6. 27/06/2015 Task #3 Grow community capacity DTA contract of support Key neighbourhood based resident partners Commission the community to deliver Locate neighbourhood venues - maintain sensitivity to local circumstances

7. 27/06/2015 Task #4 Pro-active on asset transfers from local authority Derelict sites/buildings Venue ideas for neighbourhood management Social housing CPOs -Set realistic ‘partnership’ timescales, be tough

8. 27/06/2015 Task #5 Establish a flagship project: Major legacy acquisition Establish several achievable alternatives Secure political buy-in Tie in partners - but never assume anything – relentless pressure

9. 27/06/2015 Task #6 Healthy number of ‘private sector’ investment options Neighbourhood venues Social Housing Town centre accommodation Derelict sites / properties - providing the flexibility and contingency

10. 27/06/2015 Lessons Communicate well Build an experienced team Maximise scare tactics …underspend Keep Government Office engaged Be bold, relentless but totally focused on sustainable investments Make sure contingency plans are realistic - overall if the pressure is on, pick winners

11. Further information: 01302 735760 www.doncasterndc.co.uk