Torbay Council | Corporate Asset Management Plan
The asset would be made fully available for use by a range of local groups, especially those working
with, or in, disadvantaged communities, and should be compliant with the Disability Discrimination
Act (DDA).
The use of the asset is environmentally sustainable. Any future refurbishment plans should
consider energy efficiency as a priority, and use good quality, environmentally sustainable,
materials and construction practices.
That the third sector organisation would have greater security and independence, and would be
better able to meet the needs of the communities it serves.
That uses would enable communities to have more access to facilities and/or opportunities that
respond to their local needs.
Under the second key factor, the Council would need to analyse the risks carefully to ensure that
proposed organisations and future community management of the assets are appropriate, and
sustainable, in the long term.
As it is likely that many of the community and voluntary groups, applying to the Council for the transfer of
assets, would have limited financial history, or facilities management experience, it is important that a
robust business case is put forward in support of any proposal/organisation. The policy, therefore, sets
out the following requirements that need to be demonstrated by organisations for them to be able to be
considered ‘fit for purpose’ to lease Council assets:
Financial viability of the transfer – the organisation would need to show at least a five year cash
flow and budget forecast that demonstrated that the project is sustainable, and that the asset would
be maintained adequately.
Experience of, and/or commitment to, partnership working – demonstrating that the asset would
be put to a variety of uses to benefit the community.
The organisation and key individuals, managing the asset and associated project, have appropriate
skills, knowledge and expertise to sustain the project in the long term.
Clearly defined structures, roles and responsibilities within the organisation appropriate to deliver
the project, whether voluntary and/or paid. It is recommended that a Council representative be
included in any management committees associated with the assets.
Clarity of decision making processes – adequate constitution, governance arrangements and
management controls, are in place.
Clarity of aims and objectives, and that these meet the key Corporate Plan objectives.
All legislation and regulatory controls are in place – meeting equality standards, child protection,
health and safety and licensing requirements.
The project has the support of the local community – can demonstrate local need, community
support through consultation, and that the project is not aligned only with a single interest group.
Monitoring and evaluation processes are in place to demonstrate the successful delivery of
objectives and targets over the life of the project.
Process for Assessing Proposals
It is recommended that a Community Asset Transfer Panel be established to assess the proposals put
forward. The panel would consist of the Executive Lead for Planning, Transport and Housing, two
Conservative Councillors, one Liberal Democrat Councillor and one Independent Councillor (to be
nominated by the Group Leaders) who would ultimately be responsible for the final decision, supported
by voluntary sector representation. This panel would also be supported by Council officers with the
relevant expertise to advise on the key elements of the proposal, including planning, estates, property
management, legal, finance, housing, environmental policy and community engagement.
The Asset Transfer Panel and the Mayor, or nominated individual or body (as an appeal process), would
be the key decision making boards related to this policy.