Agenda item

that the report be noted – and that the– Committee’s comments to the Director of Inclusive Regeneration be summarised as follows -

·         The Committee notes the role that the strategic asset management plan should play in identifying opportunities for: local economic hubs, start-ups, creative industry and meanwhile uses. It encourages officers to work with partner organisations to develop a comprehensive and collaborative approach to assets – particularly in relation to the Council’s policy for local economic development.

·         It was also agreed that officers would provide information about how many of the Council’s assets were let on a ‘peppercorn rent’ and how many were let on commercial rents – as well as - how many of those let on ‘peppercorn rents’ were delivering services deemed to be of community value and how many were commercial businesses.

7.1    Patrick Dubeck (Director of Inclusive Regeneration) introduced the report and presentation. Patrick provided background information (detailing numbers of Council assets) and outlining the Council’s approach to different types (community/commercial) assets as well as providing an update on the development of a new strategic asset management plan.

7.2    Patrick Dubeck, Kplom Lotsu (Head of Capital Programme Delivery) and Petra Marshall (Senior Programme Manager) responded to questions from the Committee – the following key points were noted:

·         Additional work was going to take place to update the agreements with community organisations to ensure that letting arrangements were in line with the Council’s community and voluntary sector lettings policy.

·         There was always a balance to be struck with assets – to ensure that the Council secured financial returns whilst also recognising the benefits of community activities, meanwhile use and additional economic benefits.

·         Successful approaches to regeneration and economic development enabled a balance between different uses.

·         Officers would maintain a consistent and sensitive approach to the review of the use of community assets.

·         When reviewing sites as part of the asset review – officers considered four options:

o   potential for strategic service delivery;

o   redevelopment;

o   disposal to produce a capital receipt;

o   commercial rental.

·         Consideration was also being given to the option for community asset transfer.

·         Development was planned for the place Ladywell site in two separate phases – the first had been agreed and the second was subject to additional feasibility work.

·         Options were being considered for development of the Willow Way site in Sydenham.

·         Work was taking place on options for a unified system of storing records for Council assets.

·         There was validity in ensuring that the Council retained an interest as a freeholder on some sites for redevelopment.

·         It was difficult to measure social value. Consideration would be given to the measures in the community and voluntary sector policy as part of the strategic asset management review.

·         Regular rent reviews and reviews of arrangements with community groups would become part of new leases for community groups in the future.

7.3    In Committee discussions the following key points were also noted:

·         Members requested additional details about the numbers of vacant commercial properties and on facilities let to community groups on minimal rents.

·         Residents welcomed the meanwhile use of vacant assets for community and creative projects.

7.4    Resolved: that the report be noted – and that the– Committee’s comments to the Director of Inclusive Regeneration be summarised as follows -

·         The Committee notes the role that the strategic asset management plan should play in identifying opportunities for: local economic hubs, start-ups, creative industry and meanwhile uses. It encourages officers to work with partner organisations to develop a comprehensive and collaborative approach to assets – particularly in relation to the Council’s policy for local economic development.

·         It was also agreed that officers would provide information about how many of the Council’s assets were let on a ‘peppercorn rent’ and how many were let on commercial rents – as well as - how many of those let on ‘peppercorn rents’ were delivering services deemed to be of community value and how many were commercial businesses.