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Contents
Introduction ................................................................................................................ 2
Background ............................................................................................................ 2
Methodology ............................................................................................................... 3
Data Collection ....................................................................................................... 3
Response Rate ....................................................................................................... 3
Data Analysis .......................................................................................................... 3
Results ....................................................................................................................... 3
Successful Activities and Events Offered ............................................................... 4
What makes an activity or event successful ........................................................... 9
Hall Wish Lists ...................................................................................................... 13
Restrictions Encountered ...................................................................................... 17
Discussion ................................................................................................................ 21
Social Themes ...................................................................................................... 22
Physical Themes .................................................................................................. 23
Recommendations ................................................................................................... 24
Next Steps ............................................................................................................ 25
References ............................................................................................................... 26
Acknowledgements .................................................................................................. 26
Appendix 1: Hall Survey ........................................................................................... 27
Appendix 2: Data Analysis Results by Hall ............................................................... 29
Successful Events and Activities .......................................................................... 29
What makes an activity or event successful ......................................................... 30
Hall Wish Lists ...................................................................................................... 31
Restrictions Encountered ...................................................................................... 33
Appendix 3: Feedback Sheet ................................................................................... 34
Introduction
Roxburgh Federation of Village and Community Halls (referred to here as the Federation) commissioned a Research and Development Internship to assess the current state of member halls, their needs and wants, and potential for development. Data was gathered across four broad areas: the successful activities/events currently being offered by member halls; suggested reasons for their success; a ‘wish list’ of activities and events; and the restrictions that they encounter. The data was collated and analysed to assess the commonalities and differences expressed across the Federation. This was, in turn, compared to previous studies into the state of village and community halls across Scotland and the UK. A series of recommendations were produced.
The following document details the results and analysis of this data, and comprises a description of the methodology, including data collection, response rate and data analysis; the results of the data gathered, following the ‘four broad areas’ in the survey; a discussion of the results in their wider context, looking at research undertaken across Scotland and England; and a series of recommendations, including some suggested ‘next steps’. Initially, however, the report will provide a brief introduction to the Federation itself.
Background
As a registered charity, the Roxburgh Federation of Village and Community Halls acts as an “umbrella body for the rural village and community halls in the former Roxburgh district of the Scottish Borders, [currently] known as the Cheviot and Teviot & Liddesdale areas” (Online Borders 2014). It comprises 32 member halls spread over 600 square miles, all of which provide a vital facility for their local communities. The majority of the member halls are owned by the local community, and all are run by volunteers (ibid).
The Federation itself is run by a management committee who are elected annually by the membership, and all are involved in running their own village halls, bringing knowledge and experience to the share with the Federation (Online Borders 2014). The Federation undertakes joint projects for the benefit of all its member halls, such as condition surveys and training events. Other benefits include:
Maintain a local network of individuals active in their communities;
Hold regular quarterly training and networking meetings on subjects such as: renewable energy and health & safety;
Administer the annual support grant for member halls from Scottish Borders Council;
Maintain an emergency repair fund and small grants fund for our members;
Are the focal point for consultation and action on issues of common concern for example water charges;
Are a channel of communication for outside organisations/individuals.
Box 1: Benefits of Federation Membership (cf Roxburgh Federation of Village and Community Halls website, http://onlineborders.org.uk/community/rfvch).
Methodology
Data Collection
The process of data collection was undertaken in two stages. The first comprised the compilation of a qualitative, semi-structured survey (Appendix 1), which was posted and/or emailed to 31 of the 32 halls in the Federation. It asked five open questions, allowing those filling in the questionnaire to write as little or as much as they wished to. It focused on the activities and events at the halls; the reasons for their success; what activities the halls would like to undertake, a ‘wish list’; the restrictions they encountered; and what the Federation could do to assist them. The second stage consisted of a series of visits and informal interviews with committee members from a number of the village halls. These interviews were based, in part, on the replies supplied during the survey, and were used to expand on and elucidate their answers.
Response Rate
Of the 31 surveys issued to the halls in the Federation, 22 were completed and returned by the end of June 2014, comprising a participation rate of 70.9%.
Of the 22 halls that completed the survey, 17 agreed to a hall visit and informal interview, with one or more members of their committee. This equates to a participation rate of 77% of the 22 participants, or 54% of the entire Federation membership.
Data Analysis
The method used for the analysis of the gathered data followed an inductive Grounded Theory approach (Glaser and Strauss 1967), where the data is collected and analysed together to develop theories, as opposed to testing existing hypotheses (ibid).
Practically, an Access database was developed and the results of the survey and hall visits entered, allowing the data to be easily queried and assessed. The data was analysed using a coding approach (Strauss and Corbin 1990), by which descriptive and/or analytical ‘codes’ or ‘categories’ are assigned to the gathered data. Three basic stages were applied: 1. Open Coding, where ‘codes’ are assigned to the data whilst it is being read; 2. Axial Coding, when the ‘codes’ are taken and arranged into related broader categories; and 3. Selective Coding, where common themes are recognised, encompassing the broader ‘codes’ or ‘categories’ (ibid). All ‘codes’ mentioned in the text will be italicised.
The common reoccurrence of themes and codes across the dataset would suggest that ‘theoretical saturation’ (when no new codes can be assigned) had been reached (Strauss and Corbin 1990). To achieve code consistency, each survey and informal interview was repeatedly cross-referenced.
Results
The following section comprises the analysed results of the data gathered from the survey and interviews. It observes four main areas: successful activities and events offered; what makes an activity or event successful; hall ‘wish lists’; and the restrictions encountered. Details of the results in respect to individual halls are available in chart form, located in Appendix 2 to the rear of this document.
Successful Activities and Events Offered
Regularity of activities/events:
Of the 22 halls that responded to the survey, seven identified successful weekly events, averaging 1.5 activities per week (Fig 1). These activities fall into three broad categories: arts and crafts, physical activities, and food and social activities. Two of the activities identified were seasonal in nature, only occurring during the winter months.
In all, 13 halls identified successful monthly events and activities, averaging two per month. The most common monthly activity was the SWRI, or its equivalent, recorded in nine of the 13 halls. This was followed by social activities, such as dances and family nights, in six halls. Arts and crafts and food activities were recorded in three and two halls respectively. Monthly bowling and theatre events were identified by one hall each.
Similarly, 13 halls identified successful annual events and activities, averaging 2.5 per year. These also fell into four broad categories: social and food activities, seasonal events, and local festivals; and were wide ranging, from local flower-shows to quiz nights.
Successful seasonal events were recognised in 10 halls, and averaged 2 per hall. These ranged from events marking specific calendar dates, such as Burns Suppers and Christmas Fairs, to regular seasonal activities, for example winter carpet bowls.
Figure 1: Regularity of Events and Activities
Successful one off events were identified in 13 halls and were wide ranging in form, varying from relaxation taster days to quizzes, to cabaret nights. They were generally social in nature, and often had a fundraising element.
Types of activities/events:
Assessment of the data reveals that fifteen broad categories of successful events and activities are offered by the halls (Fig 2). The two most common categories were food activities and social events, with 15 out of the 22 halls recording them.
Figure 2: Successful Events and Activities
Food activities ranged from coffee mornings, Burns Suppers, and library cafes to charity meals and food fairs, and averaged 2.5 per hall (Fig 3).
Figure 3: Food Activities
Figure 4: Social Events
Successful social events were also wide ranging in nature, and included mother and toddler groups, whist drives, quiz nights and even a cabaret. They averaged 2 per hall (Fig 4).
Beyond food activities and social events, the next most successful category was physical activities (Fig 5). This category was recorded by ten halls, averaging two per hall. As before they varied widely, ranging from a martial arts group and ballet class, to seven bowling groups and three keep-fit classes.
Figure 5: Physical Activities
Both private lets and user groups were identified by nine halls as a successful means of raising income and keeping the hall in use (Fig 1). Where details were given, private lets ranged from post-Christmas school dance parties, children’s birthday parties, to christenings, and wedding anniversaries. User groups were reasonably varied. Although dominated by arts and crafts and physical activity groups, they also included choirs, mother and toddler groups, and even a weekly spa session were recorded.
Eight of the 22 halls cited fundraiser events and activities as successful (Fig 1). These ranged from charity meals, candle parties, local festivals and seasonal activities, to launching appeals with large organisations. They are seen as crucial to the financial stability of the halls.
Successful SWRI groups, and its equivalent, were also identified by eight halls. For many of the halls the SWRI is a significant monthly activity, and is a significant contributor to the regular use of a hall.
Eight halls recorded successful art and crafts activities and events (Fig 6), averaging 1.75 activities per hall. As with the above categories, the activities and events offered were wide ranging, from a fashion show and sewing group, to craft and horticultural activities.
Figure 6: Arts and Crafts Activities
Successful lectures and talks and musical activities were identified in six of the 22 halls. Where detail was provided for the lectures and talks, they generally focused on local history, sessions in green living, and local crafts. They were often recorded as one off events (Fig 1).
Musical activities were varied (Fig 7), ranging from annual music festivals, to weekly singing classes and choir groups. The most popular activity, however, was concerts and music nights, identified in four of the six halls.
Similarly, six halls identified local festivals among their successful events (Fig 1). These ranged from regional festivals, such as the Jedburgh Callant and the Kelso Laddie’s Dance, to local music festivals and shows hosted by the hall itself.
Figure 7: Musical Activities
Five of the 22 halls identified civic lets as a successful and important part of their hall’s usage (Fig 8). They ranged from community council meetings, to a resilience centre and care-in-the-community.
Figure 8: Civic Lets
The final three successful activities and events categories identified comprise theatre and performance (four halls), film nights (three halls), and a single book group (Fig 1). Activities pertaining to theatre and performance were generally one off or annual events, with only one hall having regular performances. They comprised theatre productions, pantomimes and drama clubs. The successful film nights identified are offered monthly by two halls, and bi-monthly by one. The book group is monthly, and seen as one of the more successful activities offered by that hall.
What makes an activity or event successful
Overall, 15 categories were identified summarising what makes the activities and/or events offered by village and community halls successful. These, in turn, fall under two broad areas: intrinsic values (Fig 9), those that relate to the actions and behaviours of the local community or hall committee; and extrinsic values (Fig 10), those that relate to the actual nature of the hall, activities and events provided. Table 1 lists the intrinsic and extrinsic values:
Intrinsic values Extrinsic values
Supportive community
Dedicated committee
Tailoring to the community’s needs and wants
New and innovative ideas
Persistence
Utilising skills
Finding a niche
Direct and personal advertising
Using a broad range of advertising
Professional approach
Good networks
Good facilities
High quality activities and produce
Good value for money
Successfully utilising IT
Table 1: Intrinsic and extrinsic values identified that make activities and events successful.
Intrinsic Values
As the most mentioned value (19), and identified by over half the respondents (13), tailoring to the community’s needs and wants is crucial to the success of a hall and the activities/events offered. Several halls argue that “listening to your customers [and] seeing what people want” (H09) is essential (H50; H39; H24). There is the recognition that to make activities/events work they must be designed to suit the local community. As one hall suggests, there is little point in putting on dances when the demographic has mobility issues, and would prefer quizzes (H21). Nevertheless, there is also the understanding that halls need to provide a broad and eclectic range of activities/events that cater to all parts of a community (H24; H47). Several halls have taken steps to assess and understand their community’s needs (H24; H59; H37), through informal chats and more formal surveys.
Figure 9: Intrinsic Values
This has helped some halls decide on the range of activities/events they would like to offer, and propose a series of ‘taster sessions’ (H37). Halls that are having problems communicating with their communities and, therefore, tailoring their activities/events, still recognise the importance of this category, and are keen to find ways to resolve this issue (H55; H47; H07).
A dedicated committee is the second most cited reason for successful activities/events, with 16 mentions and recorded across 13 halls, and for many this category is central (H11; H53; H21; H17). How committees approach hall management varies and reflects the needs of that community. Committees seem to be more directly involved in smaller, more rural halls. They often represent the wide variety of groups that make up a dispersed community, and everyone “works together and support[s] each other for the benefit of all” (H17). This requires highly motivated organisers that are open-minded, and have a ‘can-do’ attitude (H27; H24; H47). Some hall committees have recognised that they have to make halls work, they “found that [we] can’t sit back and wait for things to happen, [we] have to be proactive and make then happen…[that we] have to think positively” (H37). A number of the hall committees consider themselves ‘stewards’ of their halls (H39; H50; H55). They believe that they are maintaining it for future generations (H55), and thus feel a responsibility that it is well used. For many this means maintaining the fabric of the building to a high standard, and making sure that all user groups and interested parties have full access (H50). Whilst others take a more ‘hands-on’ approach, providing direct assistance (H39).
Advertising, in its two ‘coded’ forms, direct and personal advertising (DPA), and using a broad range of advertising (UBRA), is cited as a significant reason for activity/event success by several halls, with DPA scoring 16 mentions across nine halls, and UBRA six mentions across four halls. Good advertising, combined with a good reputation, can be influential on whether an activity/event is successful (H09; H24). How halls have successfully approached advertising falls into three basic
areas: direct word of mouth; the internet and social media; and through local outlets. Directly approaching people, using word of mouth, and building a reputation are often seen as key to successful activities and good attendance (H31; H24; H21; H09). It has been suggested that as well as making direct contact, assigning jobs or tasks can help people feel part of the community, especially if they are new residents (H15). Others find that a prominent noticeboard and hall newsletter helps keep the community in the loop and allows input (H37). Using the internet and social media is taking off in many halls (H13; H21; H24; H47). Whether an email list, a hall or community website, or a Facebook page, many halls are using IT as a convenient means of providing information and communication (H47; H21; H13). It has helped widen contacts lists, and promoted activities/events beyond the immediate community (H13; H21). Nevertheless, more traditional methods of advertising are not ‘defunct’ (H13), and halls still use local and community newspapers or produce leaflets for distribution (H46; H24; H21).
The three interlinked categories of new and innovative ideas, find a niche, and persistence are identified as very important to the success of activities/events, comprising 14, nine and nine mentions respectively, and noted across 10, six and six halls. To combat changing social patterns and keep up attendance, halls have to develop new and varied ideas (H07; H11; H24). It is suggested that committees must look beyond the obvious and provide something extra (H11), and be open-minded and willing to try everything (H24). Several halls are undertaking this, and often achieve success through finding a niche, described as finding the right time or the right activity for that area (H09), and avoiding clashes with other halls (H24). Some halls have developed quite novel activities/events, such as spa days and pig racing (H55), or identified specific localised interest, such as seasonal short mat bowling (H59). One hall is being especially brave and hosting a ‘Post-Referendum Party’ (H27). As well as developing a niche, persistence is required. As one hall argues, committees “cannot just give up after a couple of attempts or the first six months. You have to give an activity/event the time to develop a reputation, to get it spread by word of mouth...[to get]…community ‘buy in’” (H21). Activities and events need kept going, they need a lot of work, and halls have to be proactive (H27; H37; H55). A hall committee, which is currently being revamped, acknowledged: “we will know more about our success by the end of the year” (H24).
A supportive community and good networks were identified by several halls as important to the success of their activities/events (H05; H24; H35; H37; H41; H47; H53). A supportive community is mentioned 13 times across 12 halls, and good networks three times across three halls. Committees have found that developing a suite of varied activities/events has helped boost community interest and support (H24; H47), and sometimes despite being a small or remote hall (H47). Support comes in different forms, it can be localised and dependent on the activities offered (H31), whilst large events, such as a music festival, can garner community support as it brings extra income into the whole area (H39). Support can also be expressed through frequent and repeat custom from user groups (H46). Support from the community is bolstered by good networks, which was often cited in tandem (H37; H41). Some halls have already created good networks with other halls and communities in their immediate area, attending each other’s activities/events (H31), while others have well developed networks within their local communities (H37; H41). Those that have not been able to develop networks understand their importance, and are keen to do so (H24).
Although utilising skills and professional approach are two of the least mentioned categories, for those halls that do they are important elements in what makes their activities/events successful (H15; H37; H13). They receive four and two mentions respectively, across four and two halls. Utilising skills falls into two broad areas, the first being harnessing the skills of the actual hall committee (H15; H37). Either for developing and implementing activities/events themselves, or undertaking research into the needs and wants of the local community (H37). The second is encouraging the skills and interest of local user groups, perhaps building existing activities into bigger and more frequent events (H31; H46). By approaching hall management in a professional fashion, some committees have boosted their success rate. This may be through the activities offered (H13), or assistance and guidance of user groups (H39).
Extrinsic Values
Figure 10: Successful Extrinsic Values
Of the extrinsic values identified, having good facilities was the most cited category for a successful hall. It received 17 mentions across 14 of the 22 halls. Assessment of the results suggests that that good facilities fall into two broad areas: building maintenance, and the internal facilities provided. Having a good sized, warm and comfortable hall is viewed as essential by many committees (H09; H11; H13; H21; H41; H46; H47; H59). By investing in insulation, new roofs, heating systems, and redecoration, many halls have created an atmosphere that encourages people to return (H37; H13; H41). Internally, the facilities provided can have a real impact on whether people choose to use and reuse the hall. Many halls have recently installed new, modern kitchens (H09; H27; H21; H39), which has helped increase user group and private lets, allowing the committee to use the hall to its full advantage (H09; H39). Other refurbishments have aimed at increasing accessibility to different social
groups, such as the creation of disabled toilets and baby change facilities, or the installation of a sound and lights system (H27; H37).
Although intimately linked with good facilities, both good value for money and high quality activities and produce were cited less often, and were more integral to each other. Good value for money was mentioned 14 times across nine halls, and high quality activities and produce was mentioned five times across four halls. Providing a highly maintained hall at reasonable rates to user groups and private lets was incredibly important to the success of several halls (H09; H21; H37; H39; H46; H47; H59). This has encouraged a wide variety of user groups to access halls, from charity coffee mornings to large-scale craft fairs (H39); keeping rents “to a minimum so that all groups, even small ones, can afford it” (H59). This ethos of ‘reasonable rates’ is also imbued in the activities/events offered by hall committees. By developing a reputation for a “good standard of catering” (H09), combined with low charges, really impacts on the success of an activity (H15; H21). While tapping into a niche, such as booking ‘biggish’ live bands and charging reasonable ticket fees (H55), can be very beneficial. One hall, determined to boost local support and participation, aims to raise enough money through large fundraisers to provide inexpensive or free activities/events for their local community (H24).
Hall Wish Lists
The 22 halls that responded to the survey identified 22 categories for their wish-lists. These can be further divided into three broad areas: Activities and Events; Hall Alterations; and Increasing Accessibility.
Activities and Events
Figure 11: Wish List: Acitivities and Events
Activities and Events contain the highest number of categories in the wish-list, 12 in all, and are wide ranging in their scope and detail. The following section looks at each category in turn from the most mentioned to the least. The statistics are summarised in Figure 11.
The most commonly identified category on the wish-list was activities for young people, cited by seven halls. These were varied in their reach and form. A number of halls indicated that they would like to offer activities and events for young people, but were unsure what to offer and how to offer it (H55; H37; H27). Conversely, other halls had quite precise ideas of what they were wanting to provide, from family nights (H15) and afterschool clubs (H37; H59), to a John Muir Award (H17). A survey undertaken by one hall suggested that local children wanted dance classes and other physical activities (H37).
Music nights, arts and crafts, and physical activities were each mentioned on the wish-lists of four halls. Of the four halls that mentioned music nights, only one had a fixed idea of what they wanted: traditional music nights (H17). The other three, however, were keen to start musical events, hosting musicians and bands etc., but were unsure on the detail. Arts and crafts suggestions were more precise, and ranged from art classes, pottery classes, knitting and sewing groups, a men’s shed group, and a gardening group. As with music nights, wishes for physical activities ranged from the precise, including new age kurling, short tennis, pilates, Zumba and dance classes, to general ‘keep-fit’ and ‘physical activities’.
Film nights, theatre/performances, and social events were each identified on the wish-lists of three halls. Theatre/performances range from concerts, and travelling and local plays, to ‘Live from…’ performances broadcast from the National Theatre or the Met. This implies that halls wish to broaden the range of their audience, appealing to a number of interest groups. Social events were also varied, ranging from dances and ceilidhs, to bingo and ‘general social activities’.
Four of the categories identified were cited by two halls each: quiz nights, lectures/talks, food activities, and IT courses. Talks or lectures on gardening were identified by one hall (H31), while the second was keen to start lectures/talks on a variety of subjects that would interest the local community (H24). Being able to provide lunches, soup and cake activities, and teashop drop-ins were mentioned, focusing on making the hall more accessible to a wider demographic. The two halls requesting IT courses centred on both IT and internet classes, specifically developing and maintaining websites. Finally, one hall identified language courses on their wish-list, allowing the local community to benefit from such activities without having to travel far.
Hall Alterations
Two categories were identified under Hall Alterations (Fig 12): refurbishment, cited across seven halls; and up to date technology, noted by two halls.
Figure 12: Wish List: Hall Alterations
Under the category of refurbishment, nine items were identified (Fig 13). Four of the halls identified new heating systems on their wish-lists; three noted disabled access or facilities; while two each cited kitchen refurbishment, exterior alterations, including weather proofing and an orchard, and new windows or double glazing. Finally, new signage, an industrial dishwasher, redecoration, and sound proofing were identified on the wish-lists of single halls.
Figure 13: Wish List: Refurbishment
Up to date technology was suggested by two of the halls in the survey (Fig 12). The first hopes to acquire computer technology to develop a broadband connection, with wifi, and become a community hub. As well as obtaining IT equipement and internet connection, the second hall would also like to procure sound and projection equipement to present ‘live stream’ shows.
Increasing Accessibility
Eight categories were identified within the broad area of Increasing Accessibility, focusing on the more intangible aspects of the halls’ wish-lists. They are summarised below in Figure 14.
Figure 14: Wish List: Increasing Accessibility
The wish to encourage more private lets and increase user group lets were amongst the most mentioned by halls within this section, being six and four halls respectively. Although they are quite different in form: weddings, family parties, exhibitions or larger functions, versus clubs and groups that might want to regularly use the hall, or hold occasional events, the reasons given for their need are similar. The first and foremost is to provide a regular, stable income for the hall, supporting its maintanence. The second is to take some pressure off the hall committee, and encourage other individuals, groups and clubs to formulate and implement activities and events.
Networking and advice are both mentioned by five halls, and are interlinked. Several of the halls mention that they they wish to network with other halls in the Federation, both online and directly, and advice is sought as to how achive this interaction. Further suggestions for advice are more specific, with requests for information on best practice; the funds and grants that are available for halls; how best to market and advertise their halls; advice on how to encourage other people in the community to participate in the hall, both in events and on the committee; and even a request for the simplification of the OSCR accounting system. Cross Federation cooperation was cited by two halls, and is closely related to networking and advice. Here suggestions on the wish-list include looking into oil bulk-buying across the Federation, and an aim to arrange inter-hall activities and events, such as a season with a touring company.
Increase accessibility was cited by four halls, and comes in two forms. Firstly, increasing the physical accessibility of the hall, for example constructing facilities for disabled people, or providing a community bus service that would help older people access halls and their activities. The secondly form is increasing demographic accessibility, namely through finding ways to encourage other people within the
community to join the hall committee, or increasing the visibility of the hall, to attract a wider demographic to participate in their activities/events.
Finding a niche was identified on the wish list of four halls. They are keen to find niche areas that will attract more people to their halls and activities/events, and that do not clash with other halls. This is especially true in areas where there is already a concentration of halls.
Finally, an improved Federation website was cited by three halls. The were looking for improved links to their own and other hall websites; provision of more and easily accessible information; contacts for tradesmen, tutors and instructors that might be of interest; an interactive map of halls within the Federation; and digitally providing the information in the village halls handbook.
Restrictions Encountered
The restrictions encountered by halls trying pursue activities/events fall under the two broad themes that make them successful: intrinsic and extrinsic restrictions. They are summarised in Table 2:
Intrinsic values Extrinsic values
Community apathy
Socio-cultural changes
Changes in demographics
Jaded committee members
Advertising problems
Problems attracting tutors/user groups
Closed committee
Lack of committee capacity
Physical restraints of the hall
Lack of suitable facilities
Insufficient local numbers
Lack of funds/funding
Rules and regulations
Hall/activity/event running costs
Activity saturation
Unsuitable Federation website
Table 2: Intrinsic and Extrinsic values identified that cause restrictions
Intrinsic Restrictions
In total eight intrinsic restrictions were identified by the 22 respondents of the survey (Fig 15), and although many commonalities were noted across the results, the majority of halls had a unique combination.
Figure 15: Intrinsic Restrictions
Community apathy was by far the most mentioned restriction, with 29 mentions across 14 halls. Many cite a lack of volunteers or enthusiasm for joining the committee as a major issue, as people worry that it will impinge on their time (H05; H09; H27; H31; H46; H47; H55). Encouraging locals to attend activities and events is mentioned by a number of halls, and several note a paucity of community interest in their halls (H55; H46; H27; H31). Some locals occasionally complain that halls do not offer anything that interests them (H51; H31). Many halls have found that the majority of their attendees are from outside the immediate community, often from the local towns (H15; H31; H46). Other halls that have been inactive for some time find that they are “facing a hesitant community [with a] ‘we will believe it when we see it’ [attitude]” (H24). As well as obtaining community ‘buy-in’, keeping up momentum can be a challenge. Several halls have found events and activities dwindling to nothing due to depreciation of interest (H07; H11; H27; H31), even with proactive advertising (H07). Nevertheless, a number of the halls in the survey did suggest that if their hall as threatened with closure there would be a local outcry (H07; H27). How, then, do halls attract and maintain their communities?
The issues of jaded committee members, closed committees, and a lack of committee capacity were seen by many halls as debilitating restrictions. They were mentioned, respectively, 19 times across nine halls, five times across two halls, and three times across three halls. The main contributor to the creation of a jaded committee is the overreliance on the same people time and time again (H09; H11; H27; H46; H47; H55). There is a real feeling that committees need new blood and new ideas, and a lack of change can lead to committee stagnation and apathy (H27; H31; H46; H51). Several halls have noted that their committees are becoming reticent in developing and implementing new events/activities, often complaining that it is too much work; being unwilling to put themselves out; feeling overwhelmed by the task ahead; or generally feeling disinclined to undertake something different
(H51; H55; H46; H31). At the committee meeting of one hall, only one person turned up (H51).
Although a closed committee is less of an issue, for certain halls it has become a real stumbling block. It has been noted that occasionally committee members have a “habit of…doing their own thing without consulting other members” (H31), or make little effort to communicate with each other (H51). ‘Stalwart’ groups are seen to drive activities/events that only interest them, expecting the local community to ‘take it or leave it’ (H51; H55), which can put off others from joining the committee (H51). These committee restrictions can be compounded by a lack of capacity, with a couple of halls noting that some ideas on their ‘wish list’ were viewed as unobtainable due to a paucity of knowledge and skills (H55; H46; H31). This has led to some halls stalling on much needed refurbishments (H46; H31), or feeling unable to help the hall reach its full potential (H55).
Socio-cultural changes and changes in demographics receive several mentions, eight times across five halls, and seven times across four halls, respectively. The main theme focuses on the lack of participation by young people. The first problem is a paucity of young people and young families in these areas (H09; H11; H24; H27), and the majority of the population being of retirement age, as one member put it: “those just retired are ‘young’” (H27). Secondly, where there are young people present, they express little interest in their local halls. Halls are concerned that young people view halls “for coffee mornings [and] flower arranging” (H47), and not offering anything for them. There is also the perception that young people lack initiative, and they expect everything to be done for them (H11; H15; H47).
Similar concerns are identified for socio-cultural changes. In line with a reduction in young people, many new people have moved into the area. Some halls have found that new residents, who are unused to mores of village life, are reluctant to join in (H09; H15). However, efforts to directly include new arrivals can be successful, and help move towards a more cohesive community (H15; H21). As well as demographic modifications, changes in the way people socialise have had an impact (H07; H09; H15). Social media, the internet, and accessible transport means that “people can choose their own life more easily” (H07). Halls are not needed in the same way, with one member claiming that a local from their community stated that “they’re a relic of a past age” (H07). People’s lives are busier than in previous generations, and this has impacted on how the halls are used (H09). Nevertheless, some halls are trying to breach this gap by providing activities/events that are “related to talent [or] interest rather than age” (H24), or developing ‘family nights’ with cross-generational appeal (H15).
The final intrinsic restrictions relate to advertising problems, three mentions across three halls, and problems attracting tutors and user groups, one mention from one hall. Although least mentioned, they were still important for those halls. Some halls had found that even with advertising their activities were still unsuccessful (H07), whilst others tried to consult the community but received no response (H51). Several halls identified ‘getting the word out’ as an issue (H24; H47), but are starting to improve the situation through the internet and email (ibid). Obtaining and keeping tutors can be a real problem, and is often tied into the remoteness of a hall, or the inability to keep-up momentum (H37).
Extrinsic Restrictions
The results of the hall surveys and visits identified eight extrinsic restrictions (Fig 16), ranging from insufficient local numbers to an unsuitable Federation website. As with the intrinsic restrictions, they are interlinked and many commonalities were observed. Nevertheless, each hall had its own unique combination.
Figure 16: Extrinsic Restrictions
The most common extrinsic restriction cited was insufficient local numbers, mentioned 11 times across nine halls. Some committees noted that their own community numbers are too small to support the hall, and that they have to rely on people coming from nearby towns and villages (H15; H46). Other halls also identify the remote or dispersed nature of their communities as a contributing factor (H07; H13; H17; H24; H51). The results suggest that the distance a community has to travel, and the expense this might entail, often dictates the number and kind of events that a hall offers (H51; H24). There is a recognition by committees that they need to broaden their hall attendance, especially if the hall is the only community focus in the area (H17; H13).
Lack of suitable facilities, lack of funds and funding, and rules and regulations are mentioned a moderate number of times: eight times across five halls, eight times across seven halls, and seven times across five halls respectively. Lack of suitable facilities focuses on the state of those offered by the halls. Many hall committees found that a lack of disabled facilities; old fashioned kitchens; lack of storage space; uncomfortable furniture; inefficient heating systems; tired internal and external decoration; and inefficient windows, were having a major impact on their hall usage (H46; H31; H24; H11; H05). On hall explained that “they know they have lost functions to other halls, as their facilities aren’t good enough” (H17).
This ties into the next problem halls face: a lack of funds and funding. Many halls find themselves in the catch-22 situation of not having enough money to refurbish their
halls, and therefore, not attracting the income that they require. This can be especially difficult for remote or dispersed communities (H17; H24). Many halls look to grant funding to achieve larger projects (H07; H51), however, there is the feeling that this is becoming harder to come by (H13; H15). Many halls wish to increase their income through events and lets (H24; H31), and hope that improving technology will help achieve this (H24). Rules and regulations also fall under this umbrella, with health and safety being a particular issue (H15; H55). Confusion and exasperation over ever changing rules can lead to apathy and unwillingness to undertake events/activities (H55), while wider legislation, such as Listed Building Designations and public liability insurance, can have detrimental impacts when they are not fully understood (H31; H46).
The physical restraints of the hall and hall running costs are important restrictions to those halls that cite them. Physical restraints are mentioned six times across six halls and focus on two main areas: the actual hall location, and the hall structure. Halls in remote areas generally find it difficult to attract high numbers of people or significant private lets (H24; H51), and often find that their events/activities are defined by the agricultural calendar, narrowing their audience base further (H51). Issues with the actual hall structure include a lack of parking, which restricts numbers; issues with sound proofing and correct room function; and roofing concerns (H55; H37; H05). Even committees that have successfully put in place refurbishment plans find that the works can have a knock-on effect on hiring tutors and offering activities/events, as the venue is out of action for a period of time (H37).
Hall running costs, mentioned three times across three halls, as with many of the aforementioned factors, are intertwined with other areas. The actual costs of hall maintenance can be high and difficult to balance, and can be a real issue for some halls (H09; H47). While other committees have concerns regarding the expense and fees of attracting larger events and activities (H24).
Activity saturation was mentioned four times by four halls, and was primarily concerned with too many halls in one area. Those halls located in less remote locations occasionally found that numbers for activities dwindled if other nearby venues offered something similar (H11), while others found that they just could not compete with other halls or find a niche (H27). Some halls found this situation compounded during the summer months, when other activities/events were taking place (H39). There was a keenness to identify what other halls were offering so they did not ‘clash’ (H24). The final extrinsic restriction focused on the unsuitable Federation website, with a desire to improve it, and aid in the provision of more information and networking opportunities. This was mentioned by one hall (H13).
Discussion
The results of the survey undertaken across the Federation halls can be divided into two broad areas: ‘Social Themes’ and ‘Physical Themes’. Although Social Themes are the more numerous, they both play integral roles into the success, or otherwise, of the activities/events offered, and the halls themselves.
Social Themes
The most successful activities, such as food activities, for example coffee mornings, lunches and Burns Suppers; social evenings; physical activities; and arts and crafts, helped encourage community interaction and bring cohesion. This feeds into the main reasons for their success: the innovative and tailored activities and events; the dedicated committee; the supportive community; and personal advertising, all of which showcase the need for cohesive and positive behaviours from all actors in a community.
Conversely, the highest cited reasons for the restrictions that halls and committees face are the opposite: the community apathy; problems with committees, whether they be jaded, lacking capacity, or viewed as closed or cliquey; and the cultural and demographic changes acknowledged across many of the halls. These social issues and alterations are having a significant impact on how village halls are being used and viewed by their local communities. These restrictions feed into committee’s ‘wish lists’, which largely comprise a range of what could be described as ‘social activities/events’ and ‘social values’. The desire for developing activities for young people comes out joint first with refurbishment, indicating that the need to draw in a broader demographic and combat apathy is a central to village hall committees, and possibly mirrors concerns in the community at large. Other activities/events on ‘wish lists’, such as social nights, film nights, musical events, theatre, arts and crafts and physical activities, centre on the bringing community members together, helping interaction and cohesion. This wish to appeal to a broad range of people is reflected in the ‘values’ mentioned, including increasing the accessibility of the hall, such as encouraging people to join the committee and promoting the venue to user groups; obtaining advice from the Federation and other relevant organisations; networking within the Federation, and with other halls and organisations across the country; and finding a niche, to help halls decide what to offer, to avoid saturation, and work cooperatively.
These various ‘social’ behaviours have been noted across other studies into village and community halls. Having an active and enthusiastic community and committee leads to a vibrant and well used village hall (Skerratt et al 2008). The level of community enthusiasm or apathy can have a significant impact on the success of a hall (CAP 2013; Skerratt and Hall 2011). Community apathy and an ‘over reliance’ on the same committee members is a common thread (Skerratt et al 2008), leading to fears over the long term sustainability of halls and their committees (Skerrat and Hall 2011).
Village halls are often the sole focus for a community, offering vital support and facilities (Skerratt et al 2008; ACRE 2014), and this is noted by several halls in the Federation, who have lost their local schools and shops (H17; H24). By responding appropriately to the needs of a community, a village hall can be a lifeline, offering a variety of social and health services (ACRE 2014). This provision also links into the issue of demographic change. Studies often highlight the paucity of active young people and families in rural areas, with many citing changes in cultural and social interaction, combined with a general lack of jobs and affordable housing (H07; CAP 2013; Skerratt et al 2008). Some communities have tried to tackle this, providing a range of activities, groups and organisations aimed at a younger demographic, and drawing on a wider catchment area, such as parent and toddler groups, family fun days, scouts, or youth clubs (CAP 2013).
It is tacitly agreed by the majority of studies into village halls and their committees, that there needs to be a focus on, and provision of, advice and training on networking and capacity building (Skerratt et al 2008; Skerratt and Hall 2011; ACRE 2014). This research has shown that many skills needed to deal with rules and regulations and business management are lacking (Skerratt et al 2008; Skerrat and Hall 2011), and that many committee members do not have the time or funds to attend relevant workshops and conferences (Skerratt and Hall 2011). This is echoed in the results gathered during this study, with several halls feeling unsure of how to meet the plethora of rules and regulations, or how to take forward ideas and innovations (H55; H31). The current Policy Position Paper by ACRE (2014) suggests that undertaking a ‘peer review’ system to monitor the standards of village halls, and developing and maintaining networks, to share good practice and collaboration, may be a way for halls to build capacity in a more flexible fashion.
Physical Themes
Although the ‘physical themes’ discussed here are fewer in number than the ‘social themes’, they are no less important to the success, or otherwise, of a village hall, and the activities and events it offers.
The provision of good facilities and good value, of the activities/events and letting fees, are crucial to the success of a hall. By providing a modern kitchen, up-to-date and accessible bathrooms, and a well-decorated, and well-insulated and heated hall, many committees find that their venue is well used. Conversely, some halls are quite candid that they have missed out on lets, especially functions, due to the unsuitable nature of their facilities (H17; H11). Therefore, it is no surprise that refurbishment was high on the ‘wish list’ of several halls. A lack of suitable facilities and income, combined with running costs, were mentioned fairly regularly. They formed, unfortunately, a catch-22 cycle for many halls: committees need the income to undertake the refurbishment required; the unsuitable facilities impacted negatively on the letting power of the venue; they were unable to raise the funds, and so on. Thus, many turned to funding bodies and the Federation to obtain the money.
This balance of gathering income, to keep the hall financially stable, whilst maintaining an often expensive building is commonly cited in village hall research (ACRE 2014; Skerratt et al 2008; Skerratt and Hall 2011). Skerratt et al’s 2008 study suggested that two-thirds of venues required refurbishment to bring them up to standard, with many halls being energy inefficient, contributing to higher running costs. Due to their sporadic and low income streams, and high maintenance costs, it is common for halls to seek external funding (Skerratt and Hall 2011). ACRE (2014) suggests that halls need to look at what they physically have to offer, and assess whether that have the ability to draw income for other sources. If they have the room, or rooms, can they offer space for social or health services; could they develop hubs for their communities and small local businesses; could they work in a collaborative fashion with other halls or venues in the area?
Certainly, the evidence from Arrochar and Tarbet Community Development Trust (CAP 2013) is compelling. Since refurbishing their community hall, they have attracted over 30 clubs and societies to regularly use their building, as well as many private lets. By providing a well heated, insulated and attractive space, it has helped boost the entire community (ibid).
As Skerratt et all (2008) suggest, sharing information and experience between halls can be invaluable. This can range from hall maintenance, guidance on rules and regulations, how various halls have expanded their catchments and diversified what they offer, and how halls have better engaged with their local communities. Through talking to and collaborating with other halls, many committees can find how to take forward their own ideas and venues.
Recommendations
A number of recommendations are suggested to aid the Federation halls in achieving their ‘wish lists’ stated during the survey. It is advised, as a first concern, that the Federation should decide the priorities across the membership. Thus, the recommendations listed here are not in any order of importance or precedence. It would also be advantageous for individual hall committees to undertake a similar procedure, assessing their hall’s priorities and how best to tackle them, even if this, initially, entails seeking information and advice. The recommendations are as follows:
Improve the Federation Website: to allow halls to provide information, hints and tips, and share success stories; and enabling communication to avoid activity/event saturation and competition. This would include:
A page listing the events and activities offered by the halls;
Hall profile pages providing hyperlinks to individual websites/Facebook pages, if these are available, and a private messaging service. All accessed through an interactive map;
A forum page that allows halls to easily communicate and network, providing information, hints and tips, and asking questions;
A searchable information page on available funding, current standards, rules and regulations, and information on local tutors, tradesmen etc.;
Development of ‘How to…’ Packs: for example, ‘How to set up a Library Café’. These would be produced in conjunction with member halls that have successfully developed and implemented these activities/events, and also provide information on the relevant rules and regulations, licenses, and any equipment needed;
A Federation Newsletter: produced quarterly, and available digitally and as a hardcopy. It will keep halls up to date with events and activities, meetings, funding and regulation news, and enable individual halls to raise their profile;
Cross Federation Lectures and Courses: a broad range of subjects could be offered, including IT and website design; how to undertake community research and surveys; and information on funding or rules and regulations. Perhaps encouraging guest speakers to attend from relevant organisations, or even other halls and Federations from across the country;
Hall Visits: as requested by several halls during the research. This would include halls that have recently undertaken certain works or refurbishment that would be of interest to other halls, such as a new heating system or energy efficiency
measures. They would allow halls to see what is available, obtain ideas and inspiration, and ask advice;
Develop Networks: as well as consolidating the Federation network, the membership could establish networks with other Federations, halls and community groups across the country. This would allow the halls to exchange ideas, information and advice, and broaden the Federation’s knowledge base.
Next Steps
The proceeding section comprises a brief summary of the next steps of the Development and Research Internship (Table 3). They are as follows:
Issue feedback forms (Appendix 3) to Federation members, requesting them to prioritise the six recommendations in order of urgency; identify the ‘How to…’ packs that they would be interested in; and provide any further feedback;
Assess the results of the feedback forms and draw-up a strategy to implement the recommendations, for example, which priorities to undertake initially, and which ‘How to…’ packs to begin researching and compiling. This will include assessing potential funding and practicalities;
Implement the strategies devised.
Task Week 1 Week 2 Week 3 Week 4 Week 5+
Issue feedback forms and wait for responses
Assess the results of the feedback and formulate strategies
Implement the strategies devised
Table 3: Provisional Timetable for Next Steps
References
ACRE (2014) Policy Position Paper: Village Halls, Cirencester: ACRE [online] available at: http://www.acre.org.uk/our-work/village-halls, accessed 30/07/014.
CAP (2013) Community Action Plan 2014 – 2019: Arrochar, Tarbet and Ardlui, Argyll: Arrochar and Tarbet Community Development Trust [online] available at: http://www.thecommunitypartnership.org.uk/people/, accessed 30/07/2014.
Glaser, B. and Strauss, A. (1967) The Discovery of Grounded Theory. Chicago: Aldine.
Online Borders (2014) Roxburgh Federation of Village and Community Halls website available at: http://onlineborders.org.uk/community/rfvch, accessed 05/08/2014.
Skerrat, S., and Hall, C. (2011) Community ownership of physical assets: Challenges, complexities and implications, in Local Economy 26: 170-181 [online] available at: http://lec.sagepub.com/content/26/3/170, accessed 18/05/2014.
Skerratt, S., MacLeod, M., Hall, C., Duncan, R., Strachan, M., and Harris, J. (2008) Community Facilities in rural Scotland: A study of their use, provision and condition, Edinburgh: Scottish Government [online] available at: www.scotland.gov.uk/socialresearch, accessed 18/05/2014.
Strauss, A. and Corbin, JM. (1990) Basics of qualitative research: Grounded theory procedures and techniques. Newbury Park, CA: Sage Publications.
Acknowledgements
Roxburgh Federation of Village and Community Halls would like to warmly thank all those members who responded to the research and development survey, and willingly took part in hall visits and informal interviews. The information they provided has been invaluable to the results and conclusions of this report. It is hoped that the recommendations in this document will help the Federation assist those committees wishing to expand the potential of their halls, and also contribute to a wider understanding and assessment of village and community halls.
Thanks are also extended to Sandra Hogg at the Scottish Council for Volunteer Organisations, and Andy Downs from the Arrochar and Tarbet Community Development Trust, for their guidance, information and advice.
APPENDIX 1: HALL SURVEY
The Roxburgh Federation of Village and Community Halls is your network dedicated to
supporting your halls as central community hubs. The following questionnaire aims to identify
your successful activities, any activities you would like to undertake, and how the Federation
might help you.
Name of Hall:
What are your most successful activities (these might be run by the hall or another local
group)?
What do you think contributes to their success, and what advice would you give to others
wishing to undertake similar activities?
If there were no restrictions, what activities would you ideally like to undertake (a wish-
list)?
What issues or restrictions do you encounter when starting projects or activities?
The Halls Federation exists to bring halls together for mutual support. How can the
Federation help you?
APPENDIX 2: DATA ANALYSIS RESULTS BY HALL
Successful Events and Activities
A2-Fig1: Regularity of events/activities by hall.
A2-Fig2: Successful Activities and Events by hall.
What makes an activity or event successful
A2-Fig3: Successful Intrinsic Values by hall
A2-Fig4: Successful Extrinsic Values by hall
Hall Wish Lists
A2-Fig5: Wish List: Activities and Events by hall.
A2-Fig6: Wish List: Hall Alterations by hall
A2-Fig7: Wish List: Increasing Accessibility by hall
Restrictions Encountered
A2-Fig8: Intrinsic Restrictions by hall
A2-Fig9: Extrinsic Restrictions by hall
APPENDIX 3: FEEDBACK SHEET
Name of Hall
The following sheet has been provided with the draft report to allow you to provide comments and feedback. It has been divided into three sections: 1. please list the recommendations in order of priority to you; 2. ‘How to…’ pack, please tick the boxes of activities/values that would be of interest to; 3. any of your own suggestions or recommendations.
1. List of Priorities:
Please list your priorities in order, numbers 1 to 6 (1 being the highest priority):
Improve the Federation Website
Develop ‘How to…’ Packs
A Federation Newsletter
Cross-Federation Lectures and Courses
Hall Visits
Develop Networks
2. ‘How to…’ Packs:
Based on the ‘wish list’ compiled during the survey of the Federation halls, this section comprises a list of the most popular events/activities and values mentioned. Please put a cross against those you would like turned into ‘How to…’ packs. You can select as few or as many as you wish. An ‘other’ box has been included for those who have a pressing issue not listed.
Attracting Young People/Families New heating systems
Music Nights Installing disabled facilities
Physical Activities – please specify
……………………………………………..
Kitchen refurbishment
Arts and Crafts – please specify
………………………………………
New windows/glazing
Film Nights Increasing private/user group lets
Library Café Networking
Theatre/Performances Encouraging community involvement/participation
Quiz Nights Finding a niche
Other – please specify
………………………………………………………………………………………………..
3. Suggestions and Recommendations
