Shared Assets �Strategy �2025-2030

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Working with people and land for a just future

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www.sharedassets.com

About Shared Assets

Land, and the way that it is owned and managed, impacts all of us.

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It has different places in all of our histories, whatever our backgrounds or heritage, whether our experience is of public or private ownership, colonialism, dispossession, or migration, the difficulties of making a living in a rural economy or the daily impacts of urbanisation and gentrification. How we currently own, manage and make decisions about land lies at the heart of many of our current social, economic and environmental challenges and injustices.

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Shared Assets works with people and land for a just future.

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We undertake advice & support, research, movement building, resourcing and communications work to support, mobilise and advocate for the development of models of managing land that create shared social, economic and environmental benefits.

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We see systems change as a core value of our work and seek to be transformative, both through externally-facing projects and internal approaches and ways of working.

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We are a not for profit community interest company founded in 2011.

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A developing organisation

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A changing organisation

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2020

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A systems change approach

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Taking a systems change approach

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The Berkana Institute ‘Two Loops’ model shows the curves of the dominant system dying and a new system rising to replace it.

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We are applying this model to our approach to changing the land system.

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The emergent system forms as new approaches connect and form networks and communities of practice, growing their influence and eventually superseding the old.

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At the same time, the dominant system declines, and there is work to do in supporting the death and composting of the elements that won’t be carried forward.

�Parts of the dominant system - including its resources - need to make the transition to the new, adapting to the emerging paradigm and find their place in the emergent system.

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System outcomes

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Land is seen and treated as a common good not a commodity���

Our land system is fair, regenerative and just

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People are able to create livelihoods with the land that benefit them, the land and their communities�

Communities are able to influence land use decisions that impact them

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Everyone is able to feel a sense of belonging to the land

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The outcomes we are aiming to achieve for a transformed land system are:

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Supporting system �change

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Movement building: ��building relationships and infrastructure that:

put pressure on the dominant system to change / die��build new ways of working in the emergent system

Communications:��raising awareness of the emergent system to the dominant system��sharing information across the emergent system

Research:��developing knowledge of / with the emergent system ��and pioneers in the dominant system ��to inform the transition

Advice and support:

helping the pioneers scale, grow and transition to the new system

Resourcing and relationships:��building relationships with and securing resources from the dominant system to support the development of the emergent system

We have developed a suite of work streams that - working together and individually - support the work of changing the land system to deliver our system objectives and to provide the infrastructure to support and develop a wider movement for change.

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These are:

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Advice and support�

Research�

Movement building �

Communications�

Resourcing and relationships

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Dynamic model

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RESOURCING & RELATIONSHIPS

ADVICE & SUPPORT

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Theory of change

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Who we work with

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In order to deliver our ambitions for a fair, just and regenerative land system we work with:

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We support them to be:

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How we work

Green = primary

Grey = secondary

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How we work

We recognise that changing the land system will be long term work and that the modern land justice movement in the UK (in particular outside Scotland) is emergent and needs to be strengthened, deeped and more diverse before can deliver significant change.

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The primary ways that we work to change the land system are therefore:

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• Developing healthy relationships: dialogue, relationship building, networking, trust building, and joint working with others in the emergent and dominant system who share our vision for a more fair, just and regenerative land system.�
• Grassroots mobilisation: supporting grassroots organisations to organise, connect, educate and take action on land issues that impact them.�
• Root causes: understanding and communicating the long term systemic economic, social, historic and institutional issues that underpin the current system.

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• Institutional development: supporting the development of new legal, governance and organisational structures and decision making processes that will help us - and others in the movement - to achieve our ambitions.

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The secondary ways that we work to change the land system are:�

• Public attitudes: sharing stories from the emergent system, building understanding of the impacts of the current system and creating narratives for change�
• Individual change: providing training, opportunities for reflection and individual awareness raising �
• Economics: supporting changes at the national, local and individual level that create a fairer economic system and distribution of wealth.�
• Political elites: advocating for changes in policy and practice that support emergent models of land use and our ambitions for system change.

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Theory of change

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Bringing these different elements together illustrates our theory of change, setting out:

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• What we do�
• How we work�
• Who we work with �
• The outcomes for our clients and partners�
• The system outcomes we are aiming to deliver

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Values and principles

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Values

The work we do as an organisation is founded on the values of:�

• Care: we take care of each other, the work, our partners and clients

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• Solidarity: we work actively to support and resource the work of others who share our ambitions for a more just, fair and regenerative land system and recognise how these are connected to historic and international struggles for land justice.

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• Justice: we work to dismantle the root causes of systemic inequality within the current land system, centring the experiences and needs of marginalised groups, particularly those who have been historically excluded from power and resources. �
• Transformation: we aim to fundamentally alter the structures and systems that perpetuate inequality and injustice within the land system, rather than simply addressing individual cases of harm.

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Principles

The principles that guide how we do the work, and relevant to each member of the team, are:�

• Autonomy: we should have the power to decide our own actions and enable others to do the same.�
• Accountability: we are responsible internally and externally for ourselves, our work, our intentions, our words and our actions.

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• Bravery: we are willing to challenge the status quo and invite and support ourselves and others to work through difficult conversations and experiences together.�
• Pragmatism: we recognise and work with the complexity and constraints of undertaking and supporting systemic change.�
• Intersectionality: we recognise that the interconnected nature of race, class, sexuality, disability, gender and other identity characteristics create overlapping and interdependent systems of discrimination or disadvantage.�

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What we mean by movement infrastructure

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Infrastructure for an emerging land movement

When we established in 2011 the land movement in the UK - outside of Scotland - was very underdeveloped and land was not a matter for political discussion or debate. The nature of the current land system was rarely questioned.

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In 2016 we worked with others to host Land For What? - a two day event which attracted over 400 attendees and featured a range of sessions, speakers, and interactions, exploring the intersection of land ownership, social justice, and environmental stewardship. The event led to the establishment of the Land Justice Network.

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When the Land Justice Network ceased operating around the middle of 2020 Shared Assets developed a fuller role as infrastructure of the wider land justice movement.

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We undertook the system mapping for The Land Justice UK website as a directory, signposting people to other active groups and resources in the UK land justice ecosystem. Since then we have:

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• Acted as fiscal hosts for Land in Our Names and Right To Roam Campaign, supporting them to incorporate develop as organisations
• Been founding partners of Digital Commons Cooperative and LandMatch England
• Supported the establishment of House of Annetta
• Been hosting an annual Land Justice Gathering
• Been co-facilitating the Justice Strand at the annual Oxford Real Farming Conference

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Today there is a more established - although still emergent - land justice movement, land use and land access is once again a matter of public policy and debate, and there is growing literature about land ownership, land access and the colonial legacies of land ownership.

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We are developing our infrastructure role through:

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Fiscal hosting �Coaching and capacity building

Supporting / initiating the development of new organisations

Information sharing �Narrative development

Development of shared communications platforms

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To deliver our role, we:

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groups and communities currently stewarding land, for peer-peer learning, to develop their projects and campaigns, and to rest and recuperate

information and best practice, raising general awareness of the need for a fair land system to underpin a fair society

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Who we work with

and value exchange

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Who we �work �with

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Woodland

Housing

Buildings

Parks

Places

Food & farming

Woodland

Food & farming

Community business

Community assets

ownership

Community land

ownership

Campaigns

Policy

Convenors

Influencing

Education

Public

Private

Charitable

Land trusts

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Value exchange: Practitioners

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Value exchange: Technical professionals

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Value exchange: Landowners

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Value exchange: �Infrastructure / membership organisations

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Value exchange: Funders

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Value exchange: Advocacy organisations

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Value exchange: Academia

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Policy context

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Policy context

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• Planning / National Planning Policy Framework
• Primary focus on enabling more housing / infrastructure development
• Also on enabling building in the greenbelt and brownfield sites�
• Devolution
• Local government reorganisation leading to more unitary councils, elected mayors, city regions
• More regional control over planning, funding, regeneration
• Some revival of placemaking at a local level �
• Community Ownership / Assets of Community Value
• End of the Community Ownership Fund - future funding uncertain
• Proposed community right to bid currently limited to buildings, shops, pubs
• Assets of community value limited to previous community use not potential future use �
• Natural capital
• May be a bursting bubble
• But remains a threat in terms of loss of agricultural land / rising land prices / concentration of wealth

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Policy context

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• Public health / health inequalities
• Remain a key driver for local government
• Secondary outcome of many aspects of our work�
• Public finances / local government finances
• Local authorities remain short of money
• Looking to sell off assets - buildings, land, farmland �
• Land use framework
• Expected in 2025
• Focus on identifying where / which land use might change from farming to nature
• Identifies a suite of new supporting policies in the process of development including:
• a Farming Roadmap
• a Food Strategy and
• a review of the Environmental Improvement Plan

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PESTLE analysis

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Political context

A new government so potential for a period of relative political stability with next General Election in 2028-9

�However the broader domestic political context is of splintering of main parties and the rise of Reform, growing support for the Liberal Democrats and Greens, and widespread political discontent

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There is potential for a hard right populist UK government within the period covered by this strategy

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Deepening culture wars especially with respect to identity politics and roll back of human rights

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Deepening devolution / regionalisation, local government reorganisation (LGR), creation of metro mayors etc

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Political push back against net zero

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Increasing discussion of wealth taxes

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Global political context of rise of far right authoritarianism

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Increasing trend of geopolitical land grabs: Israel, Russia and potentially the United States

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Tech authoritarianism also having territorial ambitions in the creation of independent city states

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Economic context

Economy becoming less volatile with respect to interest rates and inflation

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Vulnerable to future shocks in an increasingly unstable world

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Potential for new public sector spending cuts / austerity��Public funds directed to economic growth: housing, infrastructure etc

�Lots of trusts and foundations closed for long period whilst they focus on redressing histories and legacies of colonialism and develop strategies to address intersecting political, social, economic and environmental crises

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New capital markets for carbon offsetting / biodiversity slow to develop and faltering in current political climate - but hope value still driving up land prices

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Changes to inheritance tax and increasing pressure for wealth taxes

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Social context

Widespread poverty / increasing inequality

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Increasing mental and physical health issues

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Greater focus on food and energy security - and scarcity

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Increasing awareness of / concerns about industrial food and farming (ultra processed foods, mega farms)

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Ongoing housing crisis and increasing pressure for new building

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Some roll back of Covid era changes to work patterns / working from home / reduced hours & travel

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Renewed focus on reducing benefits and forcing people back into work

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Failures of the state and market leading to greater grassroots, community action to meet basic needs

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Ongoing reassessment of colonial history - and culture war push back against that

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Cultural conflict over net zero and wider ‘culture war’ issues in particular trans rights, identity politics, neurodiversity, and diversity, equality and inclusion programmes

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Technological context

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Increasing sophistication of online services due to AI development

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Online meetings becoming a default

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Widespread use of AI for desk research and any text outputs: reports, applications, research etc

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Cyber attack / hacking / disruption of online communications and storage

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Rise of tech authoritarianism and amalgamation of tech and far right authoritarianism leading to issues of data privacy, access to accurate information and free speech

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Renewed interest in government of open data with respect to land

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Legal context

Post Brexit changes on: farm subsidies / focus on business profitability, research funding, State Aid ongoing��Ongoing planning system reviews

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Land use framework due to be published in 2025

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A strengthened Community Right to Buy to be included in forthcoming devolution legislation

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Potential building pressure to expand the right to roam / rights of access - and legal pushback challenging existing rights to roam��Roll back of human rights - in particular trans rights

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Challenges to water companies on water quality and access

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Environmental context

Continuing impacts of climate change - flooding, storms, heatwaves - certain to increase in severity

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Political push back against net zero

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Conflict over land use for farming / development / nature

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Likely conversion of large areas of lower quality farmland to nature restoration

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Likely reduction on obligations of developers to ensure biodiversity loss is redressed

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Growing awareness of importance of water issues

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In response we will:

Political:

• explore opportunities and challenges presented by local government reorganisation / devolution agenda / austerity
• amplify the debate about wealth taxes as a means to reform the land system
• push back / hold firm in the face of a more hostile political environment, recognising potential costs

�Economic:

• position community led development and stewardship as a solution for local government
• engage private landowners in alternatives to inheritance
• engage with funders on how they can endow communities through investment in land and buildings
• build the sustainability of the organisation as a protection against wider precarity

�Social:

• sharpen arguments that these are the failures of the current system
• build a stronger narrative about common good models providing the alternative and addressing larger social ills
• provide practical support for communities to build common good models of land / place stewardship

�Technological:

• identify how we can use AI appropriately and ethically to deliver our work more effectively
• review security of our online systems including meetings, backups and recovery
• build on existing work to develop community led approaches to tech and data use
• engage in and amplify calls for increasing the extent, accessibility and usability of open public data

�Legal:

• review new legislation to identify opportunities for communities to increase ownership or stewardship
• identify how Community Right to Buy can be used by communities to take control of land and assets
• amplify calls for greater access to land and water and hightlingting actions and wins

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Environmental:

• build on our involvement in the community led landscape restoration collaboration
• ensure that community led proposals are future proofed against actual likely climate impacts
• promote multi purpose land use approaches that meet the needs of the land, people and nature

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SWOT analysis

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In response we will:

Use our strengths to address our threats i.e.:�

• our commitment and passion to stand up to a hostile political environment�
• our movement building and collaborative approach to engage early with emerging competition �
• our trusted work and voice to maintain our position in a more resource constrained environment�
• providing solutions / clear strategies for funders and wealth holders to give them confidence in our future

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Use our opportunities to address our weaknesses i.e.:�

• addressing our lack of financial resources by developing services and programmes to take advantage of growing opportunities to undertake the work we want to do to meet our objectives for a fairer land system�
• ensuring we have the skills and capacity to undertake marketing, promotion, fundraising, responding to tenders etc as well as delivering the work�
• using those resources to develop a workplace that supports and retains people�
• making the argument to funders that organisations need the resources to address this fragility

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Goals and objectives

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Three horizons model

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The Three Horizons Model helps visualize change by mapping current systems, emerging innovations, and transformative future visions across three time horizons.

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We identified that our objectives for a future land system as set out in our theory of change fitted within this model as follows:

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Horizon 1 (addressing immediate needs)

• People are able to create livelihoods with the land that benefit them, the land and their communities.
• Everyone is able to feel a sense of belonging to the land.

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Horizon 2 (mechanisms to disrupt the current system)

• All communities are able to influence land use decisions that impact them.

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Horizon 3 (long term outcomes)

• Our land system is fair, regenerative and just

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Outcomes, goals and objectives

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We identified that in this strategy we wish to focus on delivering the long terms systems Outcomes in Horizons 1 & 2 as a way of working towards our Horizon 3 Outcomes.

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We identified 10 year Strategic Goals for these 3 outcomes and added a 4th outcome which is focussed on the development of the organisation.

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We then identified 5 year Objectives for each of the 10 year goals.

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Activities

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Work planning & themes

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We have identified a number of themes under which to organise our work - each of which will contribute to the delivery of one or more of our 5 year objectives

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• Private land ownership and use�
• Public land ownership and use�
• Community ownership and use�
• Local mobilisation �
• National movement building �
• Decision making and governance �
• Organisational development

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Activities

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Under each theme we have identified one of more activities - each of which will involve members of the team from multiple workstreams (Advice & Support, Research, Movement Building, Communications and Resourcing & Relationships).

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These are developed further in the business plan and sequencing may change according to priorities, opportunities and resourcing.

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Organisational development

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5-10 year strategic goal

• Create a just working environment that centres collective wellbeing, quality, trust and accountability and is part of a well-resourced ecosystem.�

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Activities to deliver 5 year objectives�

• 4.1. Secure sufficient resources to set pay levels above UK average salary (for 4 day week), comfortably deliver our work, undertake business & organisational development, and meet our reasonable wellbeing needs�
• 4.3. Establish and implement policies of collective care and inclusive and anti-oppressive working - internally and externally�
• 4.4. Develop non-hierarchical structures and policies for ensuring quality and accountability and sharing power and leadership within the organisation

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How we work

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Sociocratic circles

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We organise our work using sociocratic circles and make decisions using consent based decision making.

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Three organisational management circles develop policies, strategies and proposals: :

• People & Culture
• Finance & Funding
• Business planning & strategy

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These are discussed amended and approved by the Team or General Circles or by the Board.

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Day to day work is undertaken by Project Circles and Working Groups or by individuals.

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Decision making

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We use the ‘decision tree’ metaphor to guide our decision making.

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• Leaf (everyday minor) decisions are made by individuals�
• Branch decisions which affect at project or workstream are made in project, workstream or working groups�
• Trunk decisions which affect the whole organisation but are not major in terms of impact are made by management circles�
• Root decisions which will have a significant impact are made by the whole team at General or Team circles�
• Soil decisions which create fundamental change are made by the board

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Self management and flourishing

We aim to create an organisation that gives people autonomy in how they undertake their work, creates conditions in which people can thrive, and which supports them to live good lives.

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Policies and ways of working that support these objectives include:

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• We work a maximum four day week�
• We do not have a hierarchical line management system - we support self management and are implementing a peer coaching process�
• We have a flat pay structure as we believe that everyone’s work in support of the delivery of the work of the organisation is of equal importance

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• Our pay policy is aiming to ensure that within the lifetime of this strategy our pay for a four day week will be at least equal to the average UK salary for a five day week�
• We provide individual wellbeing and training budgets which can spent at team members’ discretion�
• We are a distributed team who work from home and we provide an equipment budget and co-working space budget to ensure team members can work safely, comfortably and flexibly in ways that suit them�
• We provide flexibility in terms of working hours, leave and location�
• We seek to create an inclusive and anti oppressive workplace by developing policies that are focussed on growth, learning, safety, repair​, ensuring accountability and protecting others from harm and not on shame or punishment

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A justice-based approach

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• We seek to create an inclusive and anti-oppressive workplace by developing policies that are focussed on growth, learning, safety, repair​, ensuring accountability and protecting others from harm and not on shame or punishment.�
• As an organisation committed to self-management, we are committed to creating a mutually-supportive working culture, in which open and honest communication and regular feedback are encouraged. In this way we hope to tackle issues early and make sure everyone has the support, training and information they need to do their work to the required standard. We will all receive, and should expect, regular feedback in the course of our work.�
• Except in exceptional circumstances concerns about behaviour or conduct will be raised informally before any formal procedure is followed - with supported opportunities provided for improvement, apology, repair, reparation and healing.

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• Our intention when working together - including issues of addressing grievance or harm - is to ensure accountability and to protect others from harm. It is not about shame or punishment, but about growth, learning, safety and repair​.

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Centering justice in our work

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Centring justice in our work

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• We lower financial barriers to our advice and support by seeking core funding and offering a sliding scale for:
• communities in the first stages of setting up their land-based projects,
• and specific groups who are most marginalised from the land.

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• We work in solidarity and in partnership with those who experience marginalisation:
• we take leadership from those with lived experience,
• we build partnerships with leaders in the fields of racial justice, reparations, decolonisation,
• we connect community land-based action to the principles of land justice,
• We centre diverse voices in our communications and at events.

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• Our care centred approach means we are trusted project leaders and conveners of events. We hold spaces with an invitation to all to take care of each other and accountability for our behaviour - inviting learning and paying attention to societal power and privilege echoed in the space.

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• We lower inclusivity barriers - we:
• curate collective invite lists to bring those on the margins into the centre,
• bring new people into movement spaces through outreach and building trusting relationships,
• provide travel expenses, accommodation, and childcare for event participants,
• pay for participation for people without institutional backing or income,
• have stringent criteria for assessing the accessibility of spaces, both online and in-person.

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• We nurture groups on the margins through fiscal hosting and mentoring.

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• As internally, so externally: our intention when working together is to ensure accountability and to protect others from harm. It is not about shame or punishment, but about growth, learning, safety and repair​.

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Financial model

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A link to the slides on the model can be found here.�A link to the full model can be found here.

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Monitoring and evaluation

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Communications strategy summary

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Our communications goals and audiences

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Our communications goals

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1. Demonstrate the potential of collective ownership
2. Centre and amplify members of the land justice movement
3. Demonstrate the fundamental role of land in intersecting social issues
4. Develop a narrative change strategy promoting new narratives about land [future goal - co-developed with the movement]
5. Marketing our services

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Key audience segments

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1. Community groups working on place-based local development
2. Civil society & membership organisations in our ecosystem in the sector
3. Online activists from intersecting movements
4. Key land justice movement actors
5. Mainstream land justice movement actors

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Our comms personality traits

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Courageous

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• We are brave in our vision for a just future, and unwavering in our commitment to creating a land system that brings shared social, economic, and environmental benefits for all. We are fully invested in the challenging work to bring this vision into being. We are unafraid to name and challenge injustice and power dynamics.

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Insightful

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• We offer different forms of expertise, skills, and knowledge when undertaking our work – whether that’s legal and governance, research, facilitation and relationship-holding, writing, policy, or lived experience. We recognise that diverse forms of knowledge are needed to create a just land system, and we are constantly evolving and learning.

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Practical

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• We work with people on often complex and difficult land-based projects, which requires a depth of practical knowledge and experience to build trust and demonstrate responsibility. We bring a grounded, concrete, and strategic approach.

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Understanding

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• Our work is relational, involving many different people and building connections by understanding their positions and fears.� When we challenge people, we try to do so with understanding to be able to direct them forwards.

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Tagline and key overarching messages

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Tagline:

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• Working with people and land for a just future.

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Overarching Key Messages

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• Our vision is a land system that brings shared benefit for communities, climate, and nature.
• Currently, the land system centres the interests of profit, extraction, and private property.
• This unequal system drives many social, economic, and environmental issues.
• By transforming our relationship to the land, we can build pathways for a just future.
• We build evidence, offer support, and grow movements for a just land system.
• We work on collective ownership of, equal access to, and building community power with the land.

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Key messages for a just land system

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Collective ownership

• Collective ownership offers pathways to a just future where land is collectively stewarded not privately owned.
• Collective ownership creates resilient local economies where diverse communities have agency and autonomy over the land around them.
• A thriving collective ownership model needs sustainable governance models / genuine legal avenues to community ownership / meaningful financial and bureaucratic support.

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Decommodifying land

• A decommodified land system brings shared long-term benefits for communities, climate and nature, instead of short-term profit and extraction.
• When land is seen as a common good not a commodity, we can create a just future where people can take control back from the market / where land is equitably distributed and accessed

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Community agency & governance

• Community agency and autonomy means that everyone can be part of decisions about the land around them, not just a select few. People can have a say in vital decisions about the land around them, such as access to housing, affordable and healthy food, welcoming community spaces, and sustainable energy sources.
• Community groups and organisations need to feel empowered, have access to legal and governance expertise, and build and design sustainable and resilient ownership models.

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Regenerative land use

• A just and regenerative food and farming system will bring shared benefits for climate, communities, and nature.
• Sustainable and regenerative approaches to land use will increase access to healthy and affordable food, and allow people to work with the land for generations to come.

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Thriving land justice movement

• Land is fundamental to a just future. By growing a thriving land justice movement, we can build power for social, economic, and environmental justice.
• A thriving land justice movement will centre those most marginalised by the current land system.
• A thriving movement needs opportunities/infrastructure for building shared strategies, connection, and strong coalitions across diverse issues.

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Sustainable livelihoods

• Agricultural workers and food producers can make sustainable livelihoods from the land, free from exploitation and precarity.
• Land workers / land stewards can make sustainable livelihoods from the land, free from exploitation and precarity.

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Belonging

• Everyone deserves to feel a sense of belonging to the land.
• Land belongs to everyone.

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Key messages for our workstreams

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Research

• Our research work builds a robust and participatory evidence base for collective ownership models, and regenerative land use

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Advice & support

• Our advice & support services provide expert legal and governance support to private landowners, local authorities, and community groups.

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Movement-building

• Our movement-building work convenes and mobilises the national network of land and food system activists, and facilitates leadership from those most marginalised by the land system.

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Comms & narrative change

• Our communications and narrative change work unsettles dominant narratives about land that centre profit and extraction.
• We propose alternative narratives to build appetite for a just land system.

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Resourcing & relationships

• We work to build relationships and secure resources to support the work of the wider movement.

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A link to the full comms strategy can be found here.��A link to the messaging matrix can be found here.

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Thank you!

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hello@sharedassets.org.uk | www.sharedassets.org.uk