Book pages - Community - DTAS Community Ownership Support Service

Part Eight – Common Good

Common Good can apply to both common good assets such as land and buildings and common good funds, and these are generally usually held and managed for communities by local authorities.

There is provision in the Community Empowerment Act Part 8, that places a statutory duty on local authorities to establish and maintain a register of all property held by them for the common good. It also requires local authorities to publish their proposals and consult community bodies before disposing of or changing the use of common good assets.

Common good assets may be subject to Asset Transfer Requests from eligible community groups via local authorities under Part 5: Asset Transfer. Common Good assets will be classed as:

inalienable common good
alienable common good

if deemed to be alienable, then their transfer is considered in the same manner as a local authority asset.

If, however, an asset is designated as inalienable common good, then any transfer is much more challenging as the local authority may not lease or sell the asset without the prior approval of a court. The local authority has to apply to the court for the property to be removed from the Common Good (which may, or may not, happen).

It is very important for a community group to find out who will cover the cost of this as this varies between local authorities. In our experience, some local authorities cover their own costs and the third party ie court costs either completely or in part, other local authorities will charge all costs to the community group.

Local Outcome Improvement Plans

When you are developing your project in preparation for taking ownership of an asset, it is very important to know what the local priorities of the Community Planning Partnership are, as well as the national outcomes set by the Scottish Government.

You will want to ask yourselves how your project fits with and delivers some of these outcomes. You can use these plans to show that you can be part of the delivery of them.

After all, Community Planning is about how public bodies work together, and with local communities, to design and deliver better services that make a real difference to people’s lives.

Community Planning brings together local public services with the communities they serve, and can target specific local circumstances through partnership working. Partners work together to improve local services and to ensure that they meet the needs of local people, especially those who need the services most.

Communnity Planning Partnership Plans

CPPs are responsible for producing two types of plan to describe their local priorities and planned improvements:

Local Outcomes Improvement Plans, which cover the whole council area.
Locality Plans, which cover smaller areas within the CPP area, usually focusing on areas that will benefit most from improvement. Each CPP will produce at least one Locality Plan and some CPPs will produce many – there is no fixed number.

Community Participation

Community participation lies at the heart of community planning, and applies in the development, design and delivery of plans as well as in their review, revision and reporting. Consultation is no longer enough – CPPs and community planning partners must act to secure the participation of communities throughout.

CPPs should organise themselves in whatever way they think will help them to work well. As part of this, they should make sure that everyone involved is clear about what they have agreed to do and who is responsible for doing what.

More information on community planning:

Community planning guidance, containing a series of links to other supporting materials.
Community Planning Partnerships: contact details.

Getting involved

Any third sector or community organisation that is keen to participate and engage with the community planning process, may wish to contact their local third sector interface. Third sector interfaces support effective community planning by building links between voluntary organisations and the local CPP.

Reforms to planning

Reforming the planning system

A high quality planning system is essential to create quality places with the homes, infrastructure and investment that people need.

The Scottish Government has reformed the planning system with the stated aim: “To improve Scotland’s planning system, to strengthen the contribution planning can make to inclusive growth, to delivering housing and infrastructure and to empowering communities.”

Transforming planning in practice

The Planning (Scotland) Act 2019 was passed by the Scottish Parliament in June 2019. This determines the future structure of the modernised planning system.

The detail of how the new Act’s provisions will work in practice will be contained within secondary legislation and guidance, which are being developed.

This programme also includes preparation of the Government’s fourth National Planning Framework, reviewing a range of permitted development rights and progressing the digital transformation of the planning system.

The Scottish Government wants people to be involved as they develop and implement these crucial improvements to the planning system.

You can find more information and resources about the planning transformation programme, including how to keep up-to-date and to be involved, at transformingplanning.scot.

The ways that can be used by communities to participate in all aspects of this planning agenda can be found in the Community Place Plans section of this website.

Community Planning

Part 2 of the Community Empowerment Act is Community Planning.

According to the Scottish Government, “Community Planning is a process which helps public agencies to work together with the community to plan and deliver better services which make a real difference to people’s lives.”

The planning process tends to be led by Community Planning Partnerships (or CPPs) – the name given to all those services that come together to take part in community planning. There are 32 CPPs across Scotland, one for each council area. Each CPP is responsible for developing and delivering a local development plan for its council area.

The aims of Community Planning in Scotland are:

Making sure people and communities are genuinely engaged in the decisions made on public services which affect them; allied to
A commitment from organisations to work together, not apart, in providing better public services.

There are two further key principles in addition to the two main aims outlined above:

Community Planning as the key over-arching partnership framework helping to co-ordinate other initiatives and partnerships and where necessary acting to rationalise and simplify a cluttered landscape;
The ability of Community Planning to improve the connection between national priorities and those at regional, local and neighbourhood levels.

Community Engagement

Effective engagement with communities is at the heart of Community Planning. There is no restriction on the type of community to be consulted, they can be linked to a place or can be a community of interest, for example young people. Information from engagement feeds in to the planning and delivery of public services, making them more responsive to the needs of users and communities.

Example of these methods can be found in the Tools and Resources section.

Three of the important sections for communities in the Community Empowerment Act in terms of community consultation are Participation Requests, Local Outcome Improvement Plans and Common Good.

Post construction

This stage of the process represents the point when responsibility for the project is handed from the contractor back to you, the new owner/manager.

It is important that as much attention to detail is paid at this point as in the initial design stage. This is particularly the case for snagging and defects rectification. Typically contracts allow for dealing with any problems with the building via a Defects Liability period when the contractor would be expected to come back to rectify any problems. A proportion of final payment (called a retainer) is held back until all problems have been dealt with.

These stages are notorious for finding that contractors and professional advisors have moved on from their work on the project and do not prioritise dealing with post construction problems.

Issues associated with this can be minimised if all of the documentation needed to enable the managing organisation to deal with inspection, maintenance and repairs is provided formally at a Handover meeting with the client, professional team and Construction Company. This meeting should be preceded with a walk around the project.

Handover Checklist

Full set of drawings of the building(s) showing all services, drainage etc.
Full sets of keys/codes etc. appropriately labelled and documented
Confirmation of commissioning of utilities and services (alarms etc.)
Compliance documentation for electrical and gas systems, emergency lighting, alarms, lifts (Internal and External as necessary)
Snagging lists and agreed processes and timetable for remedy.
All warranties/guarantees/ operating instructions for equipment (e.g. water and space heating, building management systems etc.)
Metering locations and details of suppliers where appropriate
Full contact details for design team, contractors and significant sub contractors

Construction

The stages of work for a construction project are summarised in the table produced by the Royal Institute of British Architects in the resources section below.

Although these are the main common stages of the process it can vary based on the nature of the project:

Size and complexity – this will affect some elements such as the professionals involved, the fees that are payable and the type of contract used. This may vary depending on the type of asset involved, the organisation driving its development and any special requirements (some may want training provision in their building contract for example). Some larger projects may require a specific procurement process under European rules and limits and others may need a dedicated project manager who can also act as the Employers Agent or Clerk of Works during the contract stage.
Availability of resources – projects may have to be phased to accommodate the resources available. Many projects combine the initial stages of inception and feasibility with the production of a report – to be used as the basis for securing further resources to develop and implement the project in detail – so there may be delays between stages as funding is secured.

Construction Professionals

Fees for professionals involved in the process will vary considerably and are often based on the overall value of the contract for the project. All the fees involved are negotiable, and can be based on lump sums, time charges or percentages of the contract sum. Not all the professionals listed are involved in all projects depending on their scale and complexity and the nature of construction involved (new build or refurbishment).

Professionals involved in construction and development of land and buildings
Profession	Role
The Architect	Produces overall design and co-ordinates specialist inputs from others. May administer Contract on organizations behalf Submits Planning and Building Control Applications as Agent
The Quantity Surveyor	Compiles Bill of Quantities based on drawings and specifications (Royal Institute of Chartered Surveyors) Organises Tender, checks Tender returns, writes Tender Report Carries out monthly Valuations during Contract
Planning Supervisor	Oversees health and safety procedures during design, demolition, construction and use of building. Role defined under Construction Design and Management (CDM) Regulations
Structural Engineer	Works with architect to design structural elements of design. Provides calculations and certification to Building Control and specifications and details to Contractor.
Mechanical & Electrical Services Engineer	Works with architect to design heating, lighting, ventilation etc. elements of design. Provides information to Building Control and specifications and details to Contractor
Landscape Architect	Works with architect to design landscape elements of design. Possible input at Planning Stage
Employers agent, project manager, Clerk of Works	Appointed to act as the employer for a contract. The role is often defined in the contract itself but often includes issuing instructions, inspecting works, and certifying works.

The Contract

The type of contract used in a project is an important decision for any client and their advisors. Different contract types provide differently for factors such as:

Cost certainty – whether they need to be firmly fixed before starting construction
Client involvement – whether the client is able or willing to be closely involved with the project
Clarity of remedies if things go wrong – who bears what responsibilities
Dealing with complexity – whether the works are large scale or particularly specialised
Capacity for variations/flexibility – particularly if some aspects of the design cannot be decided in detail by the client
Separation of design and management It will be important for an organisation taking on the client role to seek specific guidance on the type of contract best suited to their project.

The design brief

An outline is provided here on what should be included in a design brief which will be further developed in detail with input from the professional team as the project is detailed.

Building / Landscape Design Brief The brief where possible should describe or provide issues to be addressed on the following:
Background to the Project	The Site/Building Location Plans Background Information Available (Surveys etc)
The Client	Who you are Your vision, mission, and objectives as an organisation
Aims of project	What you, as the client, wants from the Building/Land
Detailed Requirements (where possible/appropriate and potentially room by room) Proposed Uses/Users and kinds of activities to be accommodated – no of homes, workspace types etc plus ancillary space e.g. storage, kitchens, tea points, meeting rooms Accessibility Requirements – who needs to be able to access the building Environment and Services Requirements Energy efficiency – insulation, sensor controlled automatic lights when occupied/in use for example Energy Generation Water / Water harvesting Lighting/Natural light Ventilation – natural or mechanical Acoustics – for example activities may require more or less noise insulation IT / Electricity supply requirements – for example some workspace users may need particular kinds of supplies Waste and Recycling – facilities specified and located for ease of use by building users and managers Safety and Security – alarms, controlled access (intercoms/swipe systems) shuttering (internal/ external) Fixtures and Fittings – equipment, signage etc Sanitary Provision – WC’s, Washing/shower facilities Cleaning/maintenance equipment storage External areas Storage Access – parking and loading Cycle racks / security Specific facilities – play areas, seating etc
Proposed Programme and Budget	(where possible/appropriate)
Other Attributes	Feel Atmosphere Comfort

Stages of design & build

The main stages of the design and build process are outlined in the following sections and are based on the stages of work, and the nature of the work for each stage, that is proposed by the Royal Institute of British Architects (RIBA).

This is for two reasons:

Architects are often the principal consultants on building projects (that is they often sub contract with the other consultants needed by the project and project manage the whole process)
These stages are understood in relation to what is expected in terms of outputs and fees by most other built environment professionals

It should be borne in mind that this process can be a very long one. Design and build can be very time consuming and even the most generous estimates of time required for this are probably going to be less than the time it will actually take. Depending on the scale and kind of development involved, a construction process can take several years to develop in detail and even longer to implement on site. The most significant factors that will influence the time needed will be:

The levels of community involvement or consultation required throughout the process, particularly in relation to agreement on initial land uses and design requirements in the detailed stages
The scale of the works and any phasing of the process
Any delays in obtaining planning consent
When resources are available
The skills and input from the client who authorises the work to take place and approves changes
The availability and quality of professional advice

The Dealing with Profession Advisors section provides advice on the process of selecting and appointing consultants. Preparation work for briefing design professionals on building and refurbishment work will require considerable work and discussion with stakeholders.

Client role

During the build process you will be dealing with professional advisors, and you will be their client.

It is very important to remember this and to be confident of what it is you want from your professional advisors, instructing them accordingly. You want to be creative and excited where building projects are concerned but you don’t want to have a shock when the project is finished and it becomes apparent that ‘we did not think about that’.

Taking on client responsibilities in most asset project is combined with being the actual owner/manager afterwards. This means that your organisation will bear the brunt of any mistakes made that relate to the viability of the land and building, its uses and the sustainability of its operation and management into the future. It is important therefore that this process allows a focus on your requirements as the eventual owner and operator of the land and buildings.

Throughout the design process, as the client, you should be scrutinising drawings as they emerge with a view to addressing the question of how the asset will run and how much it will cost to run.

Client Role

As the client, you will be a vital part of the design and construction team. Professionals and contractors will be employed by you to deliver the building you require. As a client you will have to:

make decisions and choices, and communicate them to your design team
enter into legally binding contracts for services
issue and confirm instructions
attend design team and site meetings
pay bills and invoices on time
discharge your responsibilities under the Construction, Design and Management Regulations (CDM) – the main laws relating to health and safety in construction.

In practice, for all but very small contracts, you should appoint a project co-ordinator from within your organisation to be the main point of contact for all communications.This means that one person has a view of the whole process, understands the responsibilities, and issues clear, consistent instructions.

For larger projects this may equate to a part-time job in order to make the necessary daytime contacts and meetings. This does not mean the project co-ordinator needs to operate alone. They may still make regular reports to a committee and may need to call meetings at short notice to resolve particular issues or advise of a significant new development or risk. However there will be a considerable number of smaller decisions that will need to be made on a day-to-day basis. Your project co-ordinator should be given the freedom to make these decisions, with the organisation’s support.

Whole Life Costing

The most beautiful and inspiring building in the world can also be an expensive headache, but it is possible to have beauty and inspiration and an asset that is not a drain on the resources of the organisation that owns and manages it.

To avoid an asset becoming a drain on resources it is necessary to think about the whole life costing of a project. This is ‘the systematic consideration of all relevant costs and revenues associated with the ownership of an asset’. Typically a surveyor estimates over a 20-25 year period what it will cost to operate, repair, replace and renew building or landscape elements. These costs are then given a current value in order that an owner can make decisions about and plan investment in an asset.

It involves making judgements, with a client and other members of a professional team about when elements (windows doors etc) will need replacing or repairing and what kind of cyclical maintenance (like decoration) will be required. These are then costed and used for the purposes of financial planning for the revenue and capital costs of running the asset.

Dealing with professional advisors

At several points in the process of implementing a project it will be necessary to take advice from professionals who have information or skills that are not necessarily available to the project team These could include:

Architect
Building contractor
Quantity surveyor
Mechanical/or electrical engineer
Financial advisor
Solicitor
Accountant
Business Plan consultant

As a starting point it is useful to know:

What different kinds of professionals do
What processes are available to select them
What your project team may need to think about before taking professional advice

The kind of advice you may need will depend on:

The kind of project being developed and its specific circumstances.
The skills and resources available to the organisation or individuals championing the project, and
Whether an existing organisation is seeking to develop and implement the project or whether an organisation will need to be established.

Identifying advisors

Ask advice. If you are looking for a professional advisor have a word first with your COSS advisor who will be able to help. In addition, professional associations can be contacted to find professionals in the area where the project is based. Some associations also provide examples of contracts or terms of appointment for professional advisors.

Check out their experience. You can directly approach people for information about the services they provide and their experience and qualifications. All advisors will be accustomed to providing evidence of their qualifications and experience and will be reassured when it is asked for as this demonstrates a sensible and informed approach.

Criteria for selection. Whatever the circumstances, the following general principles should be applied to the selection of all advisors and contractors to provide advice and services:

They should be suitably qualified – this can be checked by ensuring that they are registered with a relevant professional body
They should be suitably insured – evidence (policy certificates) can be requested from potential advisors that they are insured against any liabilities arising from any poor quality work they do or advice they give. This may include professional indemnity insurance and collateral warranties
They should have relevant experience – projects are often complicated and advisors with experience in working for not for profit community based organisations may not be easily available in your area. But it is important to use someone with relevant experience not only in the type of project you are proposing but also the way in which you want to deliver it.

Get recommendations. You can find professionals with relevant experience by researching those who have worked on other similar projects, and speaking to the people who commissioned them to see if they were happy with the work delivered. In other words, through testimonials or references from previous clients. These can be sought in writing or over the telephone, preferably from a person who had direct contact with the advisors concerned.

Selecting Advisors

Once several qualified and suitably experienced advisors have been identified you can select the one you want to work with using one of a number of methods. The three most popular methods are:

Negotiated Fee Bid
Quality/Price Balance Method
Design Competition

You can find out more about these methods and the circumstances in which they are most commonly used in the ‘Your Buildings, Your Future’ publication by Matt Bridgestock, which is available to download at the bottom of this page.

A prevalent view is to appoint on the basis of the lowest price. Whilst this may be appropriate for well specified building works for example (even then it is questionable) it is not likely to produce the results you want when selecting design and legal advisors with whom you may need to have more dialogue to ensure they are clear about exactly what is needed or indeed possible. Moreover, you may be willing and able to pay a higher price for design solutions that are particularly innovative and, for example, reduce the running costs of a building, make the building more accessible and attractive to people, or enable it to be used in a more flexible way and so meet a wider range of local needs.

When selecting advisors, you will need to give them enough time to prepare a proposal for you. This might involve a site visit, bringing together a suitable team including sub-contractors, or further discussions with you to understand exactly what is required. As a rough guide, two weeks might be enough time to prepare a proposal for a feasibility study, four weeks might be more appropriate for a full project proposal.

Briefing and instructing advisors

It is worth remembering that professional advisors are specialists who often have their own jargon and ways of doing things. They are experts who may find it difficult to communicate in simple terms. Dealing with them will therefore require:

Preparation -a tailor made brief (or set of instructions) produced for the advisor. All briefs/instructions to advisors should be based on achieving the objectives of the project and overcoming the issues that may be faced in implementing it. As a minimum, briefings should include clear information on the following:

A vision for the project
A description of the site that is to be acquired or developed
What you want the professional advice in question to achieve for the project.
Who the project is intended to benefit (including where possible the number of people who may use the site and any particular needs they may have)
What activities you see taking place in the building or on the land and an idea of how the space should feel
What legal and operational issues there are in relation to the site (such as extent of ownership, access, surrounding uses, availability of utilities)
The people and organisations that need to be involved in the design of the space
What aspirations you have in relation to sustainability – in terms of running costs or environmental impacts
Timescales – how long you expect each stage of the project to take
What resources are being sought to deliver the project
Any particular concerns or queries that need to be addressed.
Which people in your organization are empowered to issue instructions to or receive advice from advisors.

Costs of advice

Some professional advisors offer pro bono (free) advice for the initial assessment stage of projects. It is important that no formal commitment to appoint them to work on future stages of a project is made to professional advisors at this stage, as this may not be acceptable to the project’s funding bodies, which may have very specific requirements for the selection process and agreement of professional fees they will pay for in relation to projects.

Different professionals also charge in different ways. Fees for land and building professionals, for example, are mostly related to the total costs of the building contract. For other professional advice, different rates may be used –for example charging for advice by the hour or day and seeking reimbursement of a range of expenses associated with the work (for documents, permits, travel expenses, subsistence, etc).

It is possible to ask for the work to be quoted for on a fixed fee basis and the hourly and daily rates that would apply for extra work not covered by the fixed fee. An estimate of the expenses that will be payable in addition to the fee can also be requested. Most of these charges will be subject to VAT. Whatever the rates being charged they should be agreed in writing before any work is carried out.

Land

This section applies to buying or leasing and taking on the management of land, in its current use and for proposed new uses. Although it focuses on land, if your project involves changes to the use of buildings or the erection of new buildings or structures, you will still learn how to avoid pitfalls by reading through this section.

Restrictions on Use of the Land

You need to check the terms and conditions of your lease or deeds as there may be restrictions on the uses of land or you may require the permission of the landowner prior to changing the use of the land or building on the land. A guide to what to consider when checking property titles can be downloaded at the bottom of this page.

Planning Permission

You may need planning permission if you want to use the land (or building) for purposes other than its current use. For example, if the current use of the land is grazing land or vacant land and you want to use the land for playing pitches or community gardening, it is likely that permission will be required, even if your use is for a temporary period of time. Also, if the land has been used as playing pitches and you want to erect play equipment, you may require permission.

In all circumstances, you should check with the local planning authority (LPA) at your Council before you start to use the land or prior to carrying out any physical development work. As the onus lies with you to secure the correct permissions, it is advised that you provide the LPA with as much information as you can on your proposed project so that they can advise you as accurately as possible.

As well as confirming whether you need permission, the LPA can advise you what plans, information and fees are required to be submitted with the planning application; what issues they think will need to be addressed in the application; and the potential timescale for consideration of the application. You may need to instruct professional advisors to submit the application or to address the issues. The Royal Town Planning Institute has a list of some chartered town planners who deal with planning in Scotland. It can also be beneficial to submit a supporting statement with your application to explain how the proposal fits in with policies and meets local needs in your area.

Alternatively, other development professions may be able to offer advice / support and may well be happy to be instructed to deal with the planning application.

Profession	Role
The Town Planner	Manages and oversees the planning process Submits and manages the planning application, project manages other professional in the planning application process, consultation with neighbours and other stakeholders Monitors the local development plan and supplementary planning guidance – reviews and submits comments to the various stages of LDP preparation
The Architect	Produces detailed designs and site layout plans to accompany the planning application Could manage the planning process
The Transport Consultant	Possible input into the planning application Assesses transportation issues associated with the proposed development, proposes changes to the transporation network Completes Transportation Impact Assessments and Travel Plans
The Environmental Consultant(s)	Possible input into the planning application Can include experts on noise, flooding, drainage, heritage (archaeology, conservation, Listed Buildings), ecology, soil, hydrology
The Landscape Architect	Possible input into the planning application Provides detailed landscape design proposals and plans

If planning permission is required, you will need to consider the potential time delay to your project to get that permission (this time lag includes the time to prepare a good planning application, including the necessary detailed drawings and studies; consult neighbours; submit and have considered the planning application; potential amendments; and determination). You should allow at least 3 – 4 months from start to finish of this process although periods in excess of 12 months are not uncommon, depending upon the complexity of the proposed development. Again, your LPA can advise on this.

A useful source of advice, training, support and mentoring is available through Planning Aid Scotland.

Consultation

It is advisable to consult neighbours to the site and other existing and potential users of the site prior to submitting any planning application or changing the manner within which the land is used. Generally, interested parties will be more favourable to changes in the use or operation of land if they have been informed prior to those changes occurring and if their views have been properly taken into account.

You may also want to discuss your proposal with various statutory consultees (roads, environmental health etc) which may be involved in your proposal as it will be necessary to take on board their requirements. The LPA can advise you which consultees will be involved in your planning application.

In all cases, you should approach the consultation exercise with an open mind, ready to take on board issues raised by those you have consulted. You may find that you are not able to meet all those issues, however, so you may need to advise those interested parties as to the valid reasons why the proposed changes cannot be made or the extent to which you have been able to accommodate their requirements. As it is rare that all persons can be pleased all of the time, it is advisable that you show the LPA, in the supporting statement, how you have tried to address any concerns raised to your proposal.

Useful Links:

Community Land Advisory Service

Royal Town Planning Institute

Planning Aid

Scottish Government: A Guide to the Planning System in Scotland

Asset management

Facilities Management is the term used for the process of managing and maintaining the physical fabric of the asset and managing the use of the asset. Thinking about what will be needed to manage and maintain it at the outset will help to ensure a better design and construction process that can reduce the need for maintenance or make managing the building easier.

The importance of how your asset will be managed and maintained, cannot be overestimated. Although land and buildings cost a lot to acquire, create or improve, they often cost a lot more in total running costs over their lifetime.

Those looking at taking on a building may assume that it can provide income just by being let to others. That might be true for short periods of time, but it is also the case that land and buildings can be liabilities, partly because they cost a lot to run and maintain.

This is because land and particularly buildings are easily neglected. As inanimate objects they tend not to be the focus of very much interest unless something is wrong. They take a while to deteriorate but when they do, they can quickly become unfit for the purpose for which they were intended. Uncared for community centres and littered parks are eventually abandoned by their users, out-dated workspace and shops are quickly vacated and neglected housing becomes unfit to live in. They cease to be assets.

The key to avoiding this is to think ahead – planning how your asset will be managed to a high standard and ensuring the decisions made when it is built contribute towards a viable and sustainable future for the asset and the organisation running it.

For example:

Large areas of glass may increase the building’s solar gain, reducing your lighting and heating bills. But you also need to think about the cost and ease of cleaning the glass regularly.
Centrally controlled lighting, heating, ventilation and security systems may promise better facilities management and reduced running costs, but can require the presence of trained individuals to operate them and can be expensive to maintain or repair.

This isn’t to say such features won’t be worthwhile, but you need to identify and plan for their costs before you consider including them in your building design.

Planning ahead for the management and maintenance of the space will also enable your organisation to make sure it has the skills and knowledge in place to maintain and manage it effectively. The Build section has information on the design and construction process.

Costs

The amount of work involved in facilitates management will differ from asset to asset depending on the purpose of the asset, its size and complexity. Some assets may generate enough revenue to pay for dedicated property management staff if this is required; others may have to rely on volunteers, incorporate these activities into existing staff roles, or contract with a facilities management service.

Using checklists (at the bottom of this page) and conducting a whole life costing for the asset can help your team decide what approach they are going to take to facilities management, and to identify the costs of facilities management for inclusion in an initial assessment or Business Plan.

This process will also give your team time to consider how the building will be designed in relation to facilities management issues such as: security (e.g. alarm systems, how access to the building will be controlled), the amount of communal space and shared equipment that will need to be looked after, and so on. But remember, every organisation proposing to develop or take ownership of an asset must consider in detail those activities that they will have a legal responsibility for (for example in relation to health and safety or access for those with disabilities), and may therefore need to take specialist advice. Links to appropriate contacts for the following activities can be found below.

Legal considerations

Every organisation that has tenure of an asset, whether through an aset transfer or not, must consider in detail activities which carry specific legal responsiblities. Here is an overview of what these might include but organisations should seek expert advice on specific issues when necessary.

Legal area	Issues and potential actions
Licensing	The use of assets and equipment associated with them may be subject to specific licensing laws and agreements. Examples of such licensing requirements relevant to facilities management include the serving of alcohol and playing of music. It is not solely the individual users of assets who need to obtain licenses and permissions but the building owners and managers who, under their duty of care and responsibility, will require written evidence that licensing laws are being adhered to by tenants. Further information can be found here.
Health and safety	All workplaces and managed facilities must adhere to health and safety legislation such as the Health and Safety at Work Act (1974), and to additional regulations covering first aid, hazardous substances and fire safety. Adherence requires regular inspections, risk assessments, formal reporting systems and evidence that staff, volunteers and users of the facility are informed about policies and practices. Further information may be obtained here.
Fire precautions	In Scotland, these are covered by the Fire (Scotland) Act 2005, supported by the Fire Safety (Scotland) Regulations of 2006. The fire safety regime requires persons with responsibilities for premises to ensure the safety of others by putting in place appropriate fire safety measures as indicated by a risk assessment. Responsibility for fire safety is in direct proportion to your level of control over the premises, and more than one person can have fire safety responsibilities. For example, a landlord, tenant or contractor could each have responsibilities, and are required to act in a co-ordinated and co-operative fashion. Employers always retain responsibility for the safety of their employees. More information can be found here.
Children and vulnerable adults	There are very specific requirements about working with, and providing space for, these users. Advice should always be sought. Information on the Scottish ‘Protecting Vulnerable Groups’ scheme can be found here. Further information is available from Disclosure Scotland.
Disability and access	Access to buildings and services for people with disabilities are covered by both reserved and devolved legislation, and is also a matter of good practice. Disability Information Scotland provide a range of resources and guidance.
Insurance	It is essential that an organisation is insured for the building in which it operates and also for the activity it undertakes within the building. Examples include buildings and contents, employers’ liability, professional indemnity and business continuity insurance etc.
Formal agreements with users of the asset	When an asset is made available to use, the asset owners need to protect their own and others’ interests. The arising responsibilities will largely depend on the nature of the asset and its intended use. Regardless of the exact nature of the asset it is important to manage the expectations of the users and to be clear about the terms in which their use is made possible. The formal setting out of agreed usage terms can take the form of a lease, licence or hire agreement. The type of agreement that is entered into will be determined by the nature of the asset, the legal structure or the organisation managing/owning it and the conditions under which it is allowed to make the asset available to others.

Useful Links

There is potential for funding for renewable technologies, insulation, etc via various community schemes. To find out more go to Community Energy Scotland or the Energy Savings Trust.

Asset screening

Once you have identified your preferred building by doing your site appraisal process, you will want to think further about whether this is indeed the right asset.

The type, size and condition of the asset will determine the scale and complexity of transforming it into the vision you have developed for it.

Here is a table of the “project make or break questions”. Completing these at this initial stage will serve to identify how much research needs to be done. Use the traffic light system to reflect where you are in terms of scoping the asset: red – no progress, amber – moderate progress, green – well advanced.

Issue	R A G	Action
Have you identified suitable land/building? If so, on what terms – costs, conditions (for example, whether a lease or freehold on land or buildings is proposed, or whether there are limitations like restrictive covenants on their use and development)? Has a legal search been done? Is there a written confirmation from the owner?
Can the asset be developed to meet project objectives from a technical point of view? For example, is it possible to fit what is wanted on the site/building, will it meet planning standards and policy and therefore get planning permission? Has an architect looked at it? Has a surveyor looked at site/building conditions?
Is there sufficient demand for what is proposed to make the project viable? Have you identified a need? For example, is there a demand for workspace, shops or housing at the right price to enable the project to cover costs? Have property agents been asked about the market and prices locally?
Are permissions necessary and are they likely to be given (planning permission or listed building consent for example)? Have discussions been held with local planners or have local planning policy documents been examined?
Is there sufficient support? What consultation has taken place about the project? Are there funders that can be approached?
Is there an organisation or individual people who can make it happen? Who is going to lead? When does an organisation need to be set up? How much time and resources do they have to pursue the project?

Issue	R A G	Action
Is there likely to be financial support available to implement the project? Is it available on the right terms and conditions?
Does the organisation (if applicable) promoting the project have the legal powers to do what is proposed and is it prepared to champion the project through the process? Have the governing documents of the organisation been checked?
Is there enough time to plan and implement the project? For example, is it possible to plan and fundraise for the project before it is proposed to be demolished or sold, or falls down? Have the key external dates for the future of the building or land been identified? How firm/flexible are they?
Are there any other barriers? How can they be overcome? Is there a way around or a way to address the barriers that have been identified?

Structural Survey

It is important that the structural integrity of any building is known before progressing with asset transfer. It may well be that relevant authorities are able to provide details of any recent surveys completed or known issues with a building such as structural issues, asbsestos etc.

As a first point, community transfer body should request any information held by the relevant authority. Thereafter, it is the responsibility of the community transfer body to instruct surveyors to conduct a structural survey and valuation of the property. The relevant authority may agree to share the cost associated with obtaining this new information.

Site options appraisal

A site options appraisal is a tool that can help you identify the best possible site for delivering your project within a given area. It will help you:

Identify the key criteria that your asset needs to meet.
Assess potential sites against these.
Help you to identify one or more site(s) that can become the focus for more detailed feasibility work and negotiations.

The factors to consider will vary depending on the nature and objectives of your project, but some common ones are:

Site conditions and constraints:

The size and shape (or ‘footprint’) of the site.
The current condition of any existing structures and flexibility for re-developing these.
The history of uses at the site and likelihood of any contamination or mine workings
Whether or not there are hazardous materials, eg asbestos.
Whether or not there are any invasive species, eg Japanese Knotweed.
Topography / drainage.
Soil quality (if your project involves growing or landscaping) and tree coverage.
The amount of sunlight / shading it receives.
Restrictions on its re-development due to its being listed, within a conservation area or having other designations.
Whether or not the site has key services in place (gas, electricity, mains water, sewerage).
Any key issues in relation to securing a building warrant (for example are there adequate fire escape routes?).
The likely environmental impacts associated with re-developing and operating from the site, and potential for reducing these to a minimum.
How easy it will be to ensure site security as required, for example are there neighbouring users who might ‘keep an eye out’ at different times.
The type of asset, ie will more than a building survey be required such as a business valuation?

Contaminated Land. If there are likely to be environmental issues with the site, eg contaminated land, it is recommended that specialist reports be obtained, along with legal advice, particularly in the context of the Environmental Protection Act 1990, Part 2A (and the Environment Act 1995). Information on this area and on flood risk can be found on SEPA’s website.

Asbestos: a survey should be carried out to find out where any asbestos containing materials are, how much is on site and their type and condition. Surveyors should be certified under the Asbestos Builders Inspection Certification Scheme. (There is a duty to manage asbestos and protect anyone using it or working within affected premises).

Problem plants. Advice can be obtained on the likes of Japanese Knotweed which should be thrown up by any survey of the site. We believe that Nature Scot can direct parties to a control programme, if one exists in the locality, but cannot control this area themselves.

Accessibility:

Visibility – will people see / find the property easily?
Is it easy to get to the site by car, public transport, on bicycle or by foot?
Inclusivity – is the site welcoming and is it easy for people with different levels of mobility to enter and move around? Will it comply with the Equality Act?

Policies and planning:

The site’s zoning and other relevant planning policies within the Local Development Plan and other policy documents (available from your local authority).
Whether or not the surrounding uses complement your aspirations for the site? Are neighbours likely to support your proposal?

Site ownership:

Whether or not you know – or can find out – who holds title to the site.
If the site is in use, whether there are any tenants and the terms of their lease(s).
Whether or not the current owner is likely to give you the tenure you want over the site.
If any burdens/title conditions exist within the title or lease. More information on leases is available in the Legal section or click on the RICS link below. A guide to what to consider when checking a property title can be downloaded below.

Costs:

The likely costs of acquiring the site.
The likely costs of developing the site for your intended purposes.
The likely ongoing management and maintenance costs.
Whether there is potential to share the site with other organisations to mutual benefit.

Top tips

Make sure that:

– The building is adaptable to a variety of uses – beware of “dead space”.
– Be aware of heritage assets with special historical or architectural features that cannot be changed.
– Be aware of how expensive a building may be to manage and maintain.

Depending on the nature of the asset you are looking to take on, it may be worthwhile asking some of your design team (e.g. architect, quantity surveyor, engineer) or other experts to assist with the process.

Site visits. It might be useful to include a study visit to potential sites once you are clear about what you want from the site. Inviting user groups and other stakeholders along on this visit can be a good way of building their involvement at an early stage and getting wider perspectives on the suitability of each site while helping them visualise how the site might look and feel.

The list of key factors above might form the basis of your site options appraisal, but it is likely you will need to tailor this for your specific project.

In developing your own site options appraisal you will want to identify ‘showstoppers’ – those criteria that if not met by a site rule it out altogether. For other criteria there is likely to be some room for compromise, so you may want to develop a scoring system that enables you to compare sites that pass the ‘showstopper’ test against each another.

Have a look at some Site Options Appraisals in the Related Resources section below

Buildings

This section mainly applies to buying or taking on management of buildings and making significant changes, or undertaking a new build. For more information on everything in this section check out ‘Your Buildings Your Future’ by Matt Bridgestock in the Relevant Resources below.

If your project focuses purely on land, navigate to The Land section. Although you will still learn how to avoid pitfalls by reading through this section. You should also link up with Community Land Scotland which supports community land ownership projects.

The physical transformation of land or buildings is often the focus of most of the professional input and the business planning activity on a development or purchase project. This is understandable given the work (and creativity) involved in purchase, design and build and the capital costs of creating buildings and landscapes or improving existing ones.

Warning! Often, less attention is devoted to the effects of design and construction decisions on the future use of an asset and its management and maintenance in the longer term. These decisions may significantly affect its potential viability and sustainability.

In many ways it is important to think how your building will be managed and maintained before being built or improved to ensure they will be fit for their purpose and will not prove a drain on resources in the future.

What asset?

The following sections look at all the things you need to think about when choosing an asset for your project. It is really important to use both your head and your heart at this stage. You will be looking at an asset closely to work out if it is the right one to deliver on the needs your community has identified. It is very important that you don’t take on an asset just to save it – it has to be useful, and able to be used in the way you want it.

Make sure and choose the right asset for the right reasons. You need to try to be objective about this decision.

Beware the sentimental. This can be difficult because you can have formed your project objectives around saving a specific building from closure, change of use or even demolition. This asset may have real sentimental value to the community or be an important part of the community space.

Don’t take on a liability. You must make sure you are not taking on a liability that will not actually be suitable for what you want to do. This could result in real difficulties later on down the line, once you have become fully responsible for the property as owners or leasees. This can include significant financial liabilities. You need to take time to ensure you choose the right asset and need to try to be objective about the process.

Ensuring you avoid placing your community in such a situation is a key responsibility of any group that has its community’s best interests at heart, as well as the interests of those who may end up financing the project. If the local community has very strong attachments or sentiments towards the building you are currently looking at, it may be easier and more effective to commission someone from outwith the community, such as independent consultants, to look at whether or not it is the right property.

Get the asset you need. The property (whether land or buildings) that your group chooses to deliver its project from will obviously determine the scale and complexity of the job of bringing it into community ownership, transforming it to ensure that it can deliver the benefits you envisage for your community, and managing and maintaining it into the future.

Visit other projects and learn from them. If you can, it is well worthwhile visiting examples of successful community asset projects. These can be found across almost any kind of activity in any kind of building, so lots of things are possible and there is plenty of experience to draw on – you should not have to ‘reinvent the wheel’. Your COSS advisor can direct you to examples of community-run projects that are happy to share their knowledge and experience. Your project team and stakeholders may also have suggestions of places to visit and learn from. Try to visit groups who are running an asset that delivers objectives similar to your own, and ideally speak with those who were involved in taking the asset into community control and/or are responsible for managing the asset now.

Keep checking on your project objectives. Getting a feel for what is going to be involved in taking on a specific property will also help you more closely define your project objectives and provide good background information for the initial assessment of the project’s feasibility.

Follow the links to look at these areas in more detail in the following sections, with checklists included to help you work through each issue in relation to potential sites for your project.

Asset transfer process

This section will look at all the nuts and bolts of making an asset transfer request to a public body or ‘relevant authority’, as they are called in the Community Empowerment Act. Remember, this section goes hand-in-hand with the Developing your Project section.

It is helpful to have a bit of background, before we launch into the details of making an asset transfer request. After all, communities have owned assets in Scotland for years – so what makes things different now?

Legislation

The drive for community empowerment, and the way that owning assets can contribute to that, has been faciliated by various bits of legislation over the last 20 years. But it was the enacting in 2017 of Part 5: Asset Transfer of the Community Empowerment (Scotland) Act 2015 which has enabled asset transfer to become a much more attainable option.

What is classed as an ‘asset’? A request can be made in relation to any land which is owned or leased by the relevant authority. In law, “land” includes buildings and any other structure on the land, such as a bridge, wall or pier.

The Act:

changes the balance of power between communities and the public sector
introduces many more rights for community bodies
strengthens their voices in the decisions that matter to them
encourages partnership working between service providers and communities, cementing the focus on achieving outomes and tackling inequalities
enables communities to make requests not just to local authorities, but to a wide-ranging list of public bodies (called ‘relevant authorities’ in the Act), for any land or buildings they feel they could use in a better way to deliver services and benefits.

This gives eligible community bodies a right to request to buy, lease, manage or use land and buildings belonging to local authorities, Scottish public bodies or Scottish Ministers.

This applies to ALL assets owned by relevant authorities, listed in Schedule 3 of the Act, not only those assets deemed surplus.

Relevant authorities are required to publish a register of the land they own or lease, to help communities identify suitable property.

The community body must set out what it plans to do with the land and what benefits it will bring.

The authority must consider, amongst other things, whether the proposals will improve economic development, regeneration, health, or social or environmental wellbeing, or reduce inequalities.

The benefits of the community body’s proposals must be compared to the benefits of any other proposals, including continuing the current use or sale on the open market.

The presumption is in favour of the community proposal, unless there are reasonable grounds for refusal.

First steps

It is a very good idea to download the Scottish Government Guidance for Asset Transfer under the Community Empowerment Act (see below in Related Resources) as this talks you through the process of asset transfer every step of the way. This is in two parts, one for relevant authorities and one for community groups. Although the guidance is very similar, each focuses on the points where each party has to take action.

There are also example forms and letters provided as part of the legislative process. Flow charts are used in the guidance notes to help understanding of the process and to assist relevant authorities in introducing Asset Transfer policies.

You might already have an asset in mind but you can look at the Register of Assets which should have been produced by each relevant authority to see what else might be available.

We have a wealth of resources in our Resources page. See some of these are listed below in the Related Resources section.

Getting started

If you are considering taking on an asset it is essential to be sure that an asset is necessary for the delivery of your project objectives. We have developed a Route Map tool (see below) to assist you in developing your initial idea, identifying the need and then finding a suitable asset if required.

What unique opportunities will owning (or leasing) an asset bring to the delivery of your project? And what benefits might it bring for your group and community more widely? At this stage you may wish to undertake a Community Place Plan process to determine your communities needs.

Your group may decide early on that the project does not require ongoing use of an asset, or they do not want to commit to the long-term process of developing and managing an asset. For example, if your project requires space for community activities of some kind – such as youth or arts activities – could these be delivered by hiring existing facilities in the community? Or if your project is mainly about making information more available to local people, is an information point in a physical property the most cost effective way to achieve this? Might a website or use of social media be more cost effective?

On the other hand, your group may decide that not only is control of an asset essential to deliver the project, but taking on an asset will provide opportunities for the wider community, including other local groups. Or that it will help you generate income that makes your organisation more sustainable and can be invested in further projects.

Once your group is sure it wants to take on an asset, it’s worth considering whether the group is ready. There are some overarching activities that are required and issues that will emerge throughout the process of taking on and developing an asset. These are worth considering as starting points because they are either applicable to all of the main activities you will carry out (like knowing how to work with professional advisors) or they need to be planned for at the start of the process in order for it to succeed at all (like having clear project objectives).

Some are about adopting certain attitudes, for example towards partnership working or staying focused on the need for the asset to be viable and sustainable. These issues need to be kept in the forefront of everyone’s mind as they work together to make the project a success.

If you are considering taking on an asset you need to be confident that everything is in place to ensure that the project is needed and is financially viable both now and in the future.

Here is an outline of the first questions you need to ask, or actions you need to take when moving around the Route Map.

Phase 1: Getting Started

Who are you and what community do you represent?	If you are an individual get a few like-minded people together and start a group. Define your community – are you a geographic community or a community bound by mutual interest e.g. sport?
Is there a need for your project and how have you identified the need?	Community consultations and a Community Action Plan Do you need an asset to deliver the solution to the need?
What are your outline ideas?	Get you ideas down on paper. Be clear what you want to achieve.
Who do you need to involve?	Carry out a skills audit of those involved. Do you need to bring in extra expertise or encourage others to get involved?
Have you checked out other projects?	Don’t reinvent the wheel – visit other groups who have done something similar. Saves you time and helps you learn from others’ successes… and failures.

What factors help success?

A vision and clear set of priorities determined by the local community.
Strong ongoing presence in, and support from, the community (i.e. being truly community-based through meaningful community involvement).
Adequate financial and business planning when acquiring assets.
An increasing focus on enterprise to develop sustainability of the asset and realise further opportunities.
Ensuring that assets are fit for purpose.
A constructive approach to asset transfer and community control of assets on the part of public bodies.
Strong working relationships with local agencies.
Capacity and leadership within the community – the skills and time to make an asset work, a history of voluntary and community action, and technical and community development support.
Effective governance – clarity of role and function and community buy-in, with adequate democratic control.
Financial sustainability – including fit-for-purpose external investment.

What factors make success more difficult?

Although there are many benefits to community ownership you need also to be aware of the stumbling blocks that make success more difficult. These stumbling blocks can be:

Failure to think through your real objectives and make a plan
Acquiring an asset that is or becomes a liability
Resistance to asset transfer from public bodies, lengthy negotiations for acquisition, lack of support after aquisition and unnecessary restrictions on use
Difficulties in recruiting volunteers, stress and burnout, and lack of support
Problems attracting suitable finance.

Use the menu on the left to navigate to information on some key issues that will help as you navigate these first steps.

Project objectives

Your community may be looking to take on an asset for any number of reasons. These can vary from a small group wanting to continue to run their community centre through to the large-scale land buy-outs that we have seen in parts of Scotland in recent years.

Whatever your group’s starting point and aspirations, it is important to be clear at the outset about what the project aims to achieve and why. This will enable you to determine whether the project is feasible. Therefore, your group must agree the project objectives at the earliest possible stage.

This does not mean that project objectives can’t evolve as the feasibility work proceeds. Changes may be necessary based on the information and advice that is gathered over time. However, being clear about your project objectives at the outset will help you to consider all the options and opportunities for meeting these that might be uncovered during the feasibility process. It will also enable you to track why any changes are made to the project objectives, and by who.

Project objectives are:

Statements of what your community asset project aims to accomplish.
Developed and agreed to guide the activities of the group so that everyone is going in the same direction.
Arrived at through a process of community consultation and gathering ideas from the group and other stakeholders.

Objectives can be a mixture of ‘outcomes’ and ‘outputs’. Let’s bust the jargon!

Outputs are the physical results of your project, such as ‘Anytown has a sports centre’ or ‘Anytown will deliver 30 fitness classes’ or ‘100 people a week will use our sports centre’.

Outcomes are the changes that the project brings about for the people or groups that your project is intended to benefit, for example ‘local residents have greater levels of physical health and well-being’. Groups may find the Outcomes Matrix tool useful to plan and measure social outcomes.

At the initial stages, project objectives may start as a general statement like the one above. As feasibility work proceeds, this project objective may become more detailed and supplemented with others such as ‘the objective of the project is to convert the town hall into space for sports activities on the ground floor with 6 two bed flats above, by March 2022’ and ‘surplus revenue from the rents of the flats will pay for a worker to organise sports activities for young people’.

Project objectives should ideally be developed using the SMARTER acronym (see below) to test that they are focused and action oriented, and therefore enable effective decision-making and activity.

Project objectives should also give clarity about what benefits the project will bring about and how these are to be measured, and thereby enable you to identify what records need to be kept or data collected in order to monitor progress at specified times. This is particularly important for securing finance and business planning.

The SMARTER acronym
Specific –	Objectives should specify what you want to achieve.
Measurable –	You should be able to measure whether you are meeting the objectives or not.
Achievable –	Is the objective you have set achievable and attainable?
Realistic –	Can you realistically achieve the objectives with the resources you have?
Time –	When do you want/need to achieve the objective?
Evaluated –	Knowing how you will assess how well it was done
Reviewed –	Assessing what has been learned and what should be improved for the future

It may not be possible for all the project objectives to be SMARTER until some of the feasibility research is complete but, when it is, project objectives are used to inform the initial assessment and the development of the business plan.

It is worth spending time with all those involved in the project looking at the flexibility of your project objectives. Are there any that you cannot compromise on and others that you can, depending on whether they will affect the viability of the project?

For example, an initial project objective may be that it will provide community space for low cost hire to local groups. However, if this means that your asset will not earn enough money to meet revenue costs then the objectives may have to be amended. For example, a different way of managing the space may need to be adopted, perhaps using volunteers or a different pricing regime that involves some lets to commercial organisations at higher rates. It is possible for project objectives to change in light of the opportunities and constraints that present themselves as the project progresses. This provides opportunities to be both entrepreneurial and opportunistic.

More detail on project objectives can be found in our feasibility section.

Leadership & skills

Leadership

Our experience from working with groups shows that community asset projects have a greater chance of succeeding if there are ‘Project Champions’; people prepared to take on the role of promoting the project to people outside your group and developing good partnerships with them. They will also be the people who can motivate everyone in your team to work together to achieve the project objectives.

A good champion will look to ensure the right support is provided at the right time to the organisation that wants to take ownership of an asset and be able to liaise with its current owner. In practice this might involve clarifying problems and uncovering solutions to these. It will also be about acknowledging the value of the different skills and input that each person brings to the project, so as to ensure that they stay involved and committed.

It is important to note that a good leader doesn’t ‘do’ everything; instead they need to be skilled at co-ordinating and supporting others to fulfill their roles, and to build a strong team where everyone’s input is valued and recognised.

It is important that everyone involved in the project can agree on one person who will take responsibility for communicating with those inside and outside the organisation, motivating the team, and mobilising resources in support of the project.

Skills

Before you get started, it’s a good idea to check whether or not your group has the skills and experience required to successfully manage your community asset project. This is known as a Skills Assessment Analysis or Capacity Needs Analysis. Carrying out this analysis at an early stage will help you to identify what skills you have on board and which you may need to develop or recruit into the team.

Capacity Needs Analysis – what skills have we got, and what others do we need

A Capacity Needs Analysis is particularly important for organisations getting involved in an asset project for the first time. Managing a capital build programme, for example, requires different skills to running a community group or operating services. You should identify any skills gaps in your team at the outset and at intervals during the pre-development phase of your project (i.e. before the construction period starts).

Look at your project objectives and initial assessment then, when you have one, your business plan. Think about what skills are needed to deliver the project according to the plan. Put together a list of skills areas (legal, financial, marketing, operations etc.) and under each the kinds of experience that you will need (managed a construction project, obtained financing etc.)

Everyone has a skill they can contribute. It might not be a “professional” skill but having those who are good at welcoming and including people, who are happy to make the coffee and bake a cake, who don’t mind being behind the scenes are all equally vital and important for the success of a project.

Get an outside opinion. Find someone who has completed similar projects before. They should be able to provide an independent check that you have considered all the necessary skills and experience needed. An outsider will also be useful in evaluating the results with a critical eye.
Check the skills in the group. Once you know what skills and experience you need, check this against those of your volunteers and staff have. You can ask them to complete a self-assessment form (attached at the bottom of this page) or assess each other (peer-assessment). Then collate the results and identify any skills areas you need to develop or recruit into the team. Discuss this process with volunteers and any staff to ensure they are comfortable with the process and do not feel threatened.
Discuss the results within the team or your committee/board and make decisions about how to resolve any skills gaps. This may involve recruiting new volunteers or staff, providing training or mentoring for existing staff and volunteers, or appointing contractors.
Think creatively. Where significant skills gaps exist, think of creative ways forward. Consider starting with smaller projects that might meet some of your project objectives, in order to build up confidence and experience. Reach out to potential partners who may be able to assist in areas where your team has a skills gap.
Developing/head hunting skills. Do not see skills gaps as impenetrable obstacles. There are many ways in which skills can be developed or leveraged. Similarly, keep your capacity needs analysis broad; there is no need to detail every skill needed for every element of your project. It is important to remain flexible, look at all the options for bringing on board the skills you need, and make an informed decision about what is best for your project and organisation.

What to avoid

Do not avoid issues or paper over cracks. It is better to identify gaps sooner rather than later. An honest and thorough process improves your chances of success and boosts your credibility with funders and partners.
Avoid a process that seems threatening to people. Taking on and developing an asset can seem a daunting change. Reassure everyone that a capacity needs analysis is being conducted to ensure the organisation is well placed to succeed. If done right, it will reduce the stress as the development moves forward, as individuals are not asked to carry out tasks they are ill-equipped for.
Be open about your orgnaisation’s support needs. Try not to keep partners in the dark. Gaps in your group’s skills or experience will become apparent to them in the long run anyway so it is better for you to get them out in the open. Partners may be able to present solutions that you have not considered.