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Delivering change: public assets
By
Louise McGough
,
Hugo Bessis
| 26 November 2015
Delivering change: public assets
By
Louise McGough
,
Hugo Bessis
| 26 November 2015
Select Chapter
Executive Summary
Introduction
Box Box 1: Who owns what? The challenge of mapping the public estate
Box Figure 1: Surplus government land and property assets
Asset management in UK cities
Box The public sector asset base looks different across the country
Box The recession and budgets cuts have been a catalyst for change
Box Understanding public land and property as financial assets
Box Figure 2: Asset management approaches and local government funding
How are cities making use of public sector assets to support economic growth?
Box Figure 3: Approaches to asset management and investment in UK cities
Box 1. Leading development
Box Case study 1: Swansea – Investing in assets to support a weak private sector market
Box Box 3: Local Asset Backed Vehicles – partnering with the private sector to lever in investment
Box Case study 2: Sunderland – Packaging sites to deliver viable development
Box 2. Shaping development
Box Case study 3: Bournemouth – Partnering with the private sector to lever in investment and boost development
Box Case study 4: Birmingham – Using public assets to shape the fabric of the city and capitalise on growth opportunities
Box Case study 5: Camden, London – Using public sector to deliver more affordable housing
Box Case study 6: Bath – Using public sector assets to deliver office developments in a constrained commercial market
Box 3. Unlocking development
Box Case study 7: Cambridge and Cambridgeshire – Developing cross-boundary and agency public asset strategies
Box Case study 8: Bristol – Formal collaboration with other public sector partners
Box Box 4: The Land Commission model
Common challenges across all cities
The key elements that enabled partners to maximise their assets
Box 1. Economic growth strategy focused on core growth areas
Box 2. Good data on all local public sector assets
Box 3. Relationships across places and between organisations
Box Box 5: The role of Government programmes as a catalyst
Box 4. Commercial culture underpinned by leadership buy-in and support
Conclusions and policy recommendations
Box Recommendations
01
2: Sources of revenue for local authorities
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