The article investigates the theoretical approaches and applied aspects of the managerial assets of local communities in modern conditions of decentralization transformations in Ukraine. Scientific approaches to the interpretation of the concepts «personnel», «staff», «human resources», and «managerial asset» are distinguished. The paper suggests treating the managerial asset of the local community as a set of highly qualified specialists in the field of asset management of local communities, who have leadership skills, a certain set of skills, and sufficient experience to conduct efficient professional activities, as well as the ability to learn quickly and adapt to change. Since the managerial assets of the local community include not only representatives of local governments but also the private sector and non-governmental organizations, it is advisable to distinguish between the concepts of staff of local communities and their managerial assets. In our opinion, the key difference between them is that the managerial asset includes specialists who do not always have to be employees of state and governmental agencies. At the same time, it should be noted that a lot of studies focus on representatives of governmental agencies. Problems, threats, and obstacles to the efficiency of the managerial assets of local communities are considered. The domestic practice of forming the managerial assets of the local communities is highlighted. The world practice of forming the managerial assets of local communities on the example of Great Britain is covered. Three main categories of the managerial asset of the territorial community are identified: representatives of the state, representatives of the private sector, representatives of the non-governmental sector. Effective asset management of the local communities requires the involvement and joint efforts of representatives of these categories. The working relationship between these three groups and their involvement in the asset management process also builds trust and leads to long-term partnerships to further promote and build efforts. 

managerial asset, professional competence, local community, decentralization, local government, regional economy