A round-up of expert advice from our recent live discussion
*Mike Perry – head of communications, Plunkett Foundation*
*Co-operatives are viable ways of saving local amenities: *This has worked and does work. No community-owned shop or pub closed in 2012. They're incredibly resilient.
*Co-operatives are able to operate where others cannot: * Each community shop and co-operative pub exists where other forms have failed. Co-operatives also operate where the private and public sectors are unwilling to.
*Rural communities are often faced with the situation where they have to act or the service is lost:* This hasn't always been the case for urban communities but is certainly on the increase.
*For many communities about to lose a vital service, it isn't hard to generate a group of people who care about doing something about it: *The challenge is reaching out to all members of the community rather than the usual suspects. We advocate widespread community-ownership.
*Communities need to decide whether to save the service or the asset:* 60% of shops saved by the community end up in different premises to the shop itself. When it comes to shops, people clearly care more about retaining the service than the asset. With pubs, saving the asset seems to be a stronger driver but more needs to be done to help communities to understand if pub assets are viable or if alternatives could be found.
*Dave Hollings – director, Co-operative and Mutual Solutions Limted*
*Co-ops are a viable solution because they work:* The model has been replicated time and again. They build genuine community ownership. The asset is not owned by a well-meaning but self appointed body on behalf of the community, but typically by a couple of hundred members of that community.
*There is a need for technical advice and support:* for groups seeking to take over an asset, to make sure that it is done properly and to ask the challenging questions about whether this really is an asset or a potential millstone.
*It's easier to set up a co-op in a rural community rather than an urban one:* It is easier to identify a key local asset. If it's the last pub or shop in the village then it's clear it is important to the community but if the pub is one of seven on the high street or the shop is a couple of blocks from a supermarket, many just go to the alternative.
*If no one gathers round, then the idea is not going to fly:* If it is a valued local asset, then people will rally round. If they don't, then it wasn't really valued by the community. Normally, you get a small very committed group of people who drive the process. However, pretty quickly you should be able to build a larger group of supporters. It doesn't matter how this is done – public meetings, Facebook, e-mail list, holding a community clean up of the area around the asset. The important thing is it is done and word gets out in the community there is a plan to save or re-open the asset.
*One of the issues is recruiting the right staff:* If the job is to make a community asset pay its way, then you need people who are entrepreneurial, innovative, able and willing to make a business work. This will probably not be traditional community centre managers who are used to a funding and grant culture.
*If the local service can't be renovated, there can't be any innovation:* If it is closing down but there is nothing more than can be done and/or nothing that can be improved, then how can the co-op work? But communities can be remarkably innovative and resourceful.
*Dave Boyle – co-operative business consultant, Principle Six*
*Co-ops are able to set a level of viability for an enterprise that private or public sectors cannot:* It doesn't need to make a super profit but be able to be sustainable.
*Linda Barlow – legal officer, Co-operatives UK*
*There are three points to consider when starting a co-operative: *a viable business plan, thoughts about financing, people and the need for the business you are establishing and finally think about incorporation. Too many consider incorporation first without consider the previous steps.
*Traditional methods are the best for rallying support: *meetings (at times when people can attend), flyers, stand in the facility (provided that it won't cause too much friction) and talk to people that use it. Do your research so you have something to say. Finally believe in what you are trying to do, it is often easier to convince people this way.
*Holly Cross – co-ordinator, Canolfan Hermon community centre*
*Co-operatives must not be afraid to make changes to their plan:* Things inevitably take a while to get going, and needs change (as well as possibilities). As long as the central aim is kept hold of, I think changes can be really constructive and are a way for the community to see the organisation is really serving them.
*This content is brought to you by **Guardian Professional**. To join the **Guardian Social Enterprise Network**, click **here.* Reported by guardian.co.uk 5 days ago.
*Mike Perry – head of communications, Plunkett Foundation*
*Co-operatives are viable ways of saving local amenities: *This has worked and does work. No community-owned shop or pub closed in 2012. They're incredibly resilient.
*Co-operatives are able to operate where others cannot: * Each community shop and co-operative pub exists where other forms have failed. Co-operatives also operate where the private and public sectors are unwilling to.
*Rural communities are often faced with the situation where they have to act or the service is lost:* This hasn't always been the case for urban communities but is certainly on the increase.
*For many communities about to lose a vital service, it isn't hard to generate a group of people who care about doing something about it: *The challenge is reaching out to all members of the community rather than the usual suspects. We advocate widespread community-ownership.
*Communities need to decide whether to save the service or the asset:* 60% of shops saved by the community end up in different premises to the shop itself. When it comes to shops, people clearly care more about retaining the service than the asset. With pubs, saving the asset seems to be a stronger driver but more needs to be done to help communities to understand if pub assets are viable or if alternatives could be found.
*Dave Hollings – director, Co-operative and Mutual Solutions Limted*
*Co-ops are a viable solution because they work:* The model has been replicated time and again. They build genuine community ownership. The asset is not owned by a well-meaning but self appointed body on behalf of the community, but typically by a couple of hundred members of that community.
*There is a need for technical advice and support:* for groups seeking to take over an asset, to make sure that it is done properly and to ask the challenging questions about whether this really is an asset or a potential millstone.
*It's easier to set up a co-op in a rural community rather than an urban one:* It is easier to identify a key local asset. If it's the last pub or shop in the village then it's clear it is important to the community but if the pub is one of seven on the high street or the shop is a couple of blocks from a supermarket, many just go to the alternative.
*If no one gathers round, then the idea is not going to fly:* If it is a valued local asset, then people will rally round. If they don't, then it wasn't really valued by the community. Normally, you get a small very committed group of people who drive the process. However, pretty quickly you should be able to build a larger group of supporters. It doesn't matter how this is done – public meetings, Facebook, e-mail list, holding a community clean up of the area around the asset. The important thing is it is done and word gets out in the community there is a plan to save or re-open the asset.
*One of the issues is recruiting the right staff:* If the job is to make a community asset pay its way, then you need people who are entrepreneurial, innovative, able and willing to make a business work. This will probably not be traditional community centre managers who are used to a funding and grant culture.
*If the local service can't be renovated, there can't be any innovation:* If it is closing down but there is nothing more than can be done and/or nothing that can be improved, then how can the co-op work? But communities can be remarkably innovative and resourceful.
*Dave Boyle – co-operative business consultant, Principle Six*
*Co-ops are able to set a level of viability for an enterprise that private or public sectors cannot:* It doesn't need to make a super profit but be able to be sustainable.
*Linda Barlow – legal officer, Co-operatives UK*
*There are three points to consider when starting a co-operative: *a viable business plan, thoughts about financing, people and the need for the business you are establishing and finally think about incorporation. Too many consider incorporation first without consider the previous steps.
*Traditional methods are the best for rallying support: *meetings (at times when people can attend), flyers, stand in the facility (provided that it won't cause too much friction) and talk to people that use it. Do your research so you have something to say. Finally believe in what you are trying to do, it is often easier to convince people this way.
*Holly Cross – co-ordinator, Canolfan Hermon community centre*
*Co-operatives must not be afraid to make changes to their plan:* Things inevitably take a while to get going, and needs change (as well as possibilities). As long as the central aim is kept hold of, I think changes can be really constructive and are a way for the community to see the organisation is really serving them.
*This content is brought to you by **Guardian Professional**. To join the **Guardian Social Enterprise Network**, click **here.* Reported by guardian.co.uk 5 days ago.