Community hubs
From Norfolk RCC
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Background
There has been concern regarding the closure of village stores and post offices for some time. The review of the subsidy procedure by the Department for trade and industry (DTI) has resulted in a greater focus on seeking ways of strengthening rural service provision. The Norfolk Rural Community Council therefore conducted an examination of the situation amongst Norfolk’s communities and discovered that the level of concern amongst villagers is very high with both Post Offices & shops being seen as an important part of social inclusion provision. Despite this concern, the use of these facilities has been in decline in most communities. There are exceptions to this decline and one common thread runs through all facilities which are successful – Fulfilling a need in a friendly up to date manner. This has led us to the belief that the theory of ‘use it or lose it’ is not correct. The reality is that if you provide consumers with a product that appeals and fulfills a need, they will come running. Fail to do so and they will engage consumer choice and run away. It is on this important premise that community hubs have been based.
In many instances, people that use their local post office do so by default not desire. It is their only source to access essential services so they have to use it. Our discussions with community groups led us to the need for a solution that creates a place that not just the socially excluded visit but somewhere that provides a wider appeal to the whole community.
On January 16th 2007 a small group from NRCC met with all of Norfolk's MPs and the then Minister For Post Offices in Westminster and presented our Community hub proposals for alternative provision of Post Office services. The proposals were greeted with unanimous approval and the Minister requested that we submit our recommendations to the DTI consultation process on Post Office provision. From this point on NRCC has promoted the Community Hub concept and worked to provide support to those communities attempting to provide it.
The Concept of Community Hubs
The community hub concept is a simple one: a multi-service point within the community. Housed in anything from a village hall to a converted bus shelter, it is run and owned by the community. A board of volunteers provides strategic direction but the hub is designed to employ staff, reducing the potential for volunteer fatigue and improving organisational capacity.
The community hub business model stands on four simple premises:
- Increasing the number of services available from a single point increases the number of revenue streams and decreases the delivery cost per service.
- Increasing the number of services available broadens the appeal to a wider segment of the community increasing footfall within the hub.
- The product mix is such that it attracts higher disposable income groups. Whilst larger numbers of products with smaller margins are sold, small numbers of products with higher margins are sold to the higher income group. The result is that key products for deprived groups can be cross subsidised.
- Its social enterprise basis means it can survive on lower margins as profit is not a driving factor. However, the aim is always to generate a surplus to invest back into the hub and potentially the wider community.
The result is a business entity that is both economically sustainable and fulfills community needs more closely.
Commercial Shops and Hybrids
Community hubs cannot be developed at the expense or exclusion of existing commercial enterprises.
A hybrid model may comprise the inclusion of community run services within or adjacent to commercial businesses. An alternative is that the community could purchase premises and then lease them to a commercial operator at a social level making the business financially viable. Service level agreements and other legal structures can be used to provide the necessary accountability and safeguards in partnerships between the commercial and voluntary sectors.
Limitations of the model
The hub approach is not a blanket solution nor a ‘one size fits all’ approach. Every hub will be different and will therefore yield differing results. One key requirement is that for a hub to be set up the community needs to invest significant amounts of time and energy. Experience suggests that this will not be forthcoming but there is a sense that if a community is to have genuine ownership and truly desires a hub it must be prepared to commit itself to the endeavour.
In some highly deprived areas the model also breaks-down. These communities are categorised by an insular nature, low capacity and cohesion and the notable absence of community champions. This makes the establishment of hubs unlikely. In addition the absence of a higher income group is incompatible with the business model. It is in these communities that some level of subsidy will need to remain to ensure access to key services. It is likely that mobile models will be the only viable methods of delivery. It is however important that these are supported with dedicated outreach work and community development support so that in the long term these areas of high deprivation improve and develop.
More Information
Building Community Hubs Paper Contains more information on the community hubs concept and their creation.
Presentations
The Village Shop as a Community Hub - Siop y pentrefol canolfannau y cymunedol
