Community Asset Transfer in Dumfries and Galloway Council

Dumfries and Galloway is one of the most rural Community Planning Partnership areas within Scotland and defined by its culture, heritage, and coastlines. It has a population of 148,790, which is dispersed across a mix of rural and urban settings. The population is expected to reduce by 2.83% by 2028 to 144,575. Lead responsibility within the local authority for the Requirements for Community Learning and Development (Scotland) Regulations 2013 now sits with the Education, Skills and Community Wellbeing Directorate. The Community Planning and Engagement (CPE) service plays an increasingly important role in early intervention and prevention.

The improvement issue

Following the implementation of the Community Empowerment (Scotland) Act 2015, the council identified a need to better support Community Asset Transfer (CAT). It recognised that improved community participation and engagement could support council owned assets being taken into community ownership rather than closed. A Community Facilities Review identified 46 surplus properties, which was the initial focus on the CAT activity.

What the Community Planning Partnership team did

Dumfries and Galloway Council embraced the opportunities for community empowerment. It established the CPE Service to support communities to achieve their potential, providing advice and support across council services. The Community Development and Empowerment Manager was responsible for developing the Strategy and Procedure for CAT. A team of 12 Ward Officers provide support to community groups, including any who wish to develop CAT proposals. Engagement with community groups helped the council to create a Strategy and Procedure to make this as effective and efficient as possible. This included engagement with a range of local and national stakeholders.

Council support enabled local people to undertake community engagement, develop robust and sustainable business plans and provide maximum benefit to local communities. Officers benefited from training across community assets, CPE, economic development, legal services and property and architectural services. The council provided briefings for all elected members involved in the decision-making process. The council’s strategy set out a two-stage process including an expression of interest and a CAT request. It established a Single Point of Contact system through the Ward Officers to co-ordinate all council enquiries. This was designed to support community groups to navigate the complex and demanding process of securing a CAT. Guidance for local communities and the procedure were made available on the council website.

The second version of the guidance and procedure was developed after two years of operation, to reflect the experience of Community Transfer Bodies and officers. The improvements included a social value assessment for all CAT requests using an online tool to measure, report, and maximise the social value of proposals. This provided a monetary value of the impact of a CAT proposal, using criteria such as the number of volunteers involved and the number of people in the community impacted. This gives the elected members additional evidence on which to base their decision.

CPE has engaged with a range of stakeholders to address the improvement areas including:

• Service users - to glean feedback and refine the process. This includes an annual survey of the Community Transfer Bodies who have been through the process. This helps to identify areas of strength and where improvement is required. This has covered the clarity of the Procedure; the availability of information on the website; support from the Ward Officers; support from other council services; and the timescales involved.
• Council officers in other services – to ensure that our approach to CAT contributes to the council plan principles and strategic outcomes, including responding to budget pressures.
• Expert advisory bodies – particularly Development Trusts Association Scotland (DTAS) and Community Ownership Support Service (COSS), to ensure that we are up to date with national developments and improvements and our advice for community groups is best practice.
• Local partners – particularly NHS Dumfries and Galloway, and Third Sector Dumfries and Galloway to ensure that there is consistency in advice and approach for community groups.
• National oversight bodies – particularly Scottish Government and Scottish Parliament, to share our experience and practice to inform their monitoring and analysis. This has included giving evidence to the Scottish Parliament Inquiry.
• Other councils – to identify best practice and get ideas for improvements; and to build a network of professionals to develop our expertise, experience and contacts.

They have also had an internal scrutiny review on CATs undertaken by the council’s Audit, Risk and Performance Committee, which identified a small number of administrative improvements.

What the sustained impact has been

The council has supported around 80 community groups in developing proposals for ownership, long term and short-term leases to own and manage land and buildings for the benefit of local communities. There have been 45 CATs agreed over seven years, with only two reviews.

Community groups are more resilient and are empowered to effect change in local communities. This is increasing volunteering and creating employment opportunities. The approach to ongoing engagement with a range of stakeholders has resulted in sustained positive impact as follows:

• There are now 45 CAT facilities across the region – in 11 of 12 wards –with £22 million external funding brought into the region to improve community assets. The facilities include: a pilgrim bunkhouse; a community theatre; Passiv (eco) housing; a planetarium; a caravan park; memorial centres; an inclusive play park; a community re-use shop; garages; and a permanent home for a community radio station. These initiatives make a positive different to the lives people of all ages from children to older people. They are creating safe places and supporting communities of interests.
• There is increased community capacity and confidence in taking on a wide range of local challenges. In addition to the 45 CATs agreed, they have had over 70 expressions of interest submitted. There is an increasing number of community groups taking on management agreements and short-term leases with the council, which demonstrates on going interest in community ownership of properties.
• They have supported the development of skills, which have transferred to other community initiatives. For example, being able to use different methodologies for community engagement has been of assistance when communities are developing their Local Place Plans (or similar Community Action Plans); and applying for grants.
• The number of people involved in community groups has increased. They have learned new skills and taking on officer-bearer positions. For example, treasurers/managing money; secretaries/taking minutes and dealing with correspondence. These contribute to employment opportunities.

In addition, professional learning activities have developed the skills and expertise of a range of officers across a number of services. Council officers are more confident and skilled in applying and implementing legislation. They have an increased understanding of how to work well with community groups using an inter-service approach to address challenges and obstacles to progressing CAT requests, supporting them to strengthen business plans.