1 UNDERSTANDING COMMUNITY CENTRE SPACES the VALUE of Photo by: Katt Yukawa
2 This report is submitted by Anna Pearl Johnson, James Tang, Marco Chan, Sayaka Yoshinaga, Elina Ivanova Hristova, Katharina Schwegmann and Dominic Ambulo, on behalf of the University College London’s Bartlett School of Planning to the Holborn Community Association (HCA).
3 Photo Taken by: Tatiana Zanon A Case Study of the Millman Street Community Centre
4 Introduction 1. Community centres are important facilities for ageing populations, not only because they provide basic services, but because they enable a better life, both physically and mentally. Centres achieve these benefits by acting as a forum for creative ageing, a term understood as upholding the physical and mental wellbeing of ageing populations through art activities (Jones, Kimberlee et al, 2013). To further explore creative ageing and the importance of community centres, this research project was formed within the Participatory Urban Planning Project, a UCL Bartlett Department of Planning course aimed at understanding and practising participatory community engagement methods. In the course, a student research team was tasked with analysing the public value of the Holborn Community Association (HCA) and specifically their Millman Street Community Centre (MSC). “What is the current and potential value of the HCA's community centre spaces in Holborn, London – particularly regarding an ageing population?” 1 2 3 From this, we derived three sub-questions: How do the physical assets of community anchor organisations influence nonphysical community assets (sense of wellbeing / sense of community)? What do residents value about HCA’s programs and services? What emotions / sensory experiences do people have inside HCA, compared to the surrounding area? The primary research question guiding this report is:
5 The research involves an initial literature review informing the key concepts and context, followed by primary data collection methods rendered possible with the generous assistance of HCA. By reviewing how the MSC runs activities on a day-to-day basis, we attempt to identify how public value is created for ageing populations in the neighbourhood before identifying potential areas for improvement. The following sections relay initial desk-based research in the form of a literature review and research methodology. The report then presents research findings before concluding with recommendations. Picture 1. Entrance of the Millman Community Centre Picture 2. Millman Street sign
6 LiteratureReview The following section contains a summarised literature review, providing basis for further analysis, possible research gaps, and key points of interest. 2.
7 Photo Taken by: Becca Tapert
8 Social Infrastructure Beginning in 2020 and extending to the present-day, the COVID-19 pandemic exacerbated existing pain points across sectors and communities worldwide, highlighting the necessity of social connection and simultaneously, a lack of infrastructure to foster social cohesion in innovative ways. In the UK, during the first year of pandemic-related lockdowns, “over 50s with better connections to their local community reported higher overall quality of life than their less well-connected peers.”4 As ‘life as normal’ slowly returns, we should not forget the importance of community; and likewise, the need to support and uplift institutions that provide space for community gathering and building social cohesion. Social infrastructure can be defined as “networks of spaces, facilities, institutions” that generate social connection. This infrastructure can provide value to many in the community, but especially for ageing populations who because of generational differences, health or mobility constraints, or social isolation, experience a higher degree of disconnection and loneliness1 . In 2018, Age UK found that around a third of adults over aged 50 are sometimes or often lonely2 . Similarly, Ageing Better Camden reports that Camden is likely to see a rise of ageing populations who feel lonely sometimes or often from 8,000 in 2011 to 17,000 by 2036.3 1. Latham and Layton, 2019, p. 3 2. Age UK, 2018, p. 5 3. Ageing Better in Camden, 2022, p. 2 4. Centre for Ageing Better, 2022 2.1 Picture 3. MSC tea chat time
9 Community Anchor Organisations Community Anchor organisations are “multi-purpose, community-led, and communitybased” institutions, fitting within the local social infrastructure as large coordinating bodies.5 While many community organisations specialise in providing benefits to specific groups, community anchor organisations aim to provide inclusive, holistic services to the broader community.6 Effective anchor organisations must exhibit three key characteristics. First, they must be community-led, ideally with robust administrative and financial support. Financial security is strengthened by the acquisition of assets, such as physical spaces that can be rented out for events and provide community services. Second, anchor organisations must be “inherently complex” due to the multi-purpose nature of the services they provide. Finally, they must be responsive to the local context and committed to long-term solutions.7 One way community centres contribute to the wider social infrastructure of a place, is through acting as a physical forum for the implementation of creative ageing, a practice of engaging senior populations through arts activities.8 Creative ageing is proven to promote and improve wellbeing, reduce loneliness, build resilience through physical activities like dancing, and generate mental dexterity through the acquisition of new skills.9 Participation in creative and cultural activities are the highest overall contributing factor.10 Community centres need to be aware of the challenges facing creative ageing practices in the UK, such as lack of funding and coherent policies, lack of promotion, and lack of feedback. Moreover, potential participants may face financial, psychosocial, and physical barriers.11 Ideally, activities should be affordable, welcoming, and adapted for disabilities. Creative Ageing 5. Henderson et al, 2018, p. 1; CLES, 2009. 6. Henderson et al., 2018 7. Henderson et al., 2018, p. 6 8. Klimczuk, 2016; Walia, 2020 9. Archer et al., 2018; Gordon-Nesbitt, 2019 10. Archer et al., 2018, p. 3 11. Archer et al., 2018; Gordon-Nesbitt, 2019 2.2 2.3
10 Best Practices FOR Community Centres Community centres are a key example of anchor organisations and spaces contributing to social infrastructure, as their physical facilities and the activities they organise help generate social connection. Pulled from various literature12, including the ones mentioned above, we have compiled a set of best practices for community centres as anchor institutions: DIVERSITY ‘Diversity’ has become a management buzzword and is often used as a blanket term implying a general attitude towards welcoming anyone who happens to visit. To truly create inclusive spaces, this word needs to be approached thoughtfully and equitably. Community centres should recognise inequalities among current and potential members and endeavour to address these in operational decisions and activities offered. Accessibility Like diversity, accessibility is often oversimplified. Community centres should be conscious to avoid this and endeavour to provide specialised support for people of varying abilities and unique access needs. Meaningful Engagement Engagement should be provided with levels of involvement, ranging from minimal to extensive. Engagement at a level of ageing clients’ choosing, provides clients with a “sense of purpose, professionalism and responsibility” that they may not have had since they have retired.13 12. Age UK, 2018; Latham and Layton, 2019; Ageing Better in Camden, 2022 13.Gordon-Nesbitt, 2019, p. 19 2.4 Picture 4. MSC accessible corridors Picture 5. MSC Planning board
11 Physical & Social Maintenance Community centre spaces should be clean and well-cared for, but also need to feel safe and secure. Good physical maintenance of a space does not ensure its use. Social maintenance accounts for sense of belonging and comfort in a space, leading to its inhabiting. This may be assessed quantitatively through number of visitors to the space or qualitatively through the presence of sentimental ephemera (like art made by community members, pictures of members on the wall, etc) showing use and expression of individuality.14 Responsiveness to Needs Community centres should not only address the needs of their current members but consider the needs of future members and new clientele. Traditionally, member needs are assessed through regular surveys or interviews to gather feedback. More innovative methods employ technology, art and media to engage community members in soliciting feedback. Examples include collaborative design workshops, community chalkboards where people can promote events or write concerns, storytelling or using creative writing to share stories and experiences.15 Attitudes of Abundance & Fair Distribution Due to the challenge of funding community centre spaces, they often operate within a scarcity mindset (focusing on their limitations rather than their opportunities). Even with limited financial backing, community centres should aim for an abundance mindset, capitalising on the existing networks and assets of the communities they serve.16 Additionally, community centres ought to consider their place within the fabric of a place, seeking fair distribution across geographic location. 14. Latham and Layton, 2019 15. Mirza et al., 2012 16. Atkins and Hoddinott, 2020; Putnam‐Walkerly, 2021; Alcock, 2012; Picture 6. Remainders & help Picture 7. Engaging activities
12 Research 3. Methodology To answer our research questions, both qualitative and quantitative methods were used, including a literature review, site visits, interviews with staff members, surveying centre clients and mapping their emotional experiences in and around the MSC. The diversity of these methods was employed to provide robust, reliable, in-depth collection of data.
13 Photo Taken by: Brooke Cagle
14 We collected primary data over one full day on-site at the MSC on March 22, 2023, and again on a brief second visit on April 4, 2023. Depending on the data collection method, the participants were either staff members of the MSC and / or the clients visiting the centre. Conducting our research in-person, slowly over the course of two days, created an informal, sociable, and comfortable atmosphere and connection between our team of researchers and the staff and clients.
15 3.1 Survey (clients) Our survey – exclusively distributed to clients – focused on two main topics: (a) engagement with the HCA and (b) value creation through the HCA. A complete overview of the survey questions can be found in the Appendix. The research team guided clients through survey completion on two site visits. We initially planned to provide both a paper copy and online version of our survey questions to clients, however, we soon realised that their ability and willingness to fill out the survey by themselves was restricted. To reduce the barriers to completion, our team engaged informally with the clients in a relaxed and friendly way with small talks to loosen the atmosphere. In the end, we exclusively asked our survey questions in-person and filled out the paper questionnaire forms together. Unfortunately, this resulted in an inconsistent participant number across certain questions (n = 13-16) as some of the questionnaires were not fully completed, though it still provided insights and a better understanding of the work at HCA and its value for clients. 3.2 Interviews (staff members) Alongside the survey, we conducted interviews with staff members to better answer the exploratory research questions. This invited the perspective of staff experiences and views on the values that the centre provides. The interviewees’ information is tabled below: Care Manager at HCA Millman Street Centre Interviewee A Leader of Fitness Class and Movement activities Interviewee B Teacher of Drama Class at HCA Millman Street Centre Interviewee C Senior Care Worker at HCA Millman Street Centre Interviewee D Interviews were approximately 15 minutes in duration, conducted in a semi-structured format and oriented around interviewees’ experiences in the MSC (as opposed to HCA as a whole). These conversations were supplemented with spontaneous followup questions. The Appendix lists the set of initial questions which guided conversations.
16 3.3 Fieldwork On-Site In addition to data gathering through the survey and interviews, the on-site fieldwork (two site visits) provided the research team with a first-hand account of daily operations at the centre across a drama class, seated yoga session and a dance for fitness and fun event. The research team not only witnessed these activities but actively participated in them. Our team disseminated impressions from the workshop using the online platform Miro to organise individual notes into a collective summary. In addition to visiting the MSC, we visited two other community centres in central London under different managing organisations to gain a broader understanding of centres within the charity sector. These visits serve as supplementary case studies within our findings, informing the concluding suggestions in this report. Details of the visits are as follows: Date of Visit Community Organisation Name and Location of Centre St. Luke’s Parochial Trust 14/3/2023 St. Luke’s Community Centre, South Islington EC1V 8AJ 17/3/2023 Claremont Project (Islington) Claremont Project, Angel N1 9PD Picture 8. MSC room for hanging out and meet
17 Finally, to attempt to capture the intangible, emotional value across physical spaces, an emotion mapping exercise was conducted during the visit to the MSC on 22/03. An A2-sized basemap was provided with colour labels, and clients in the centre were invited to share stories of their emotional experiences, prompted by a set of general questions, and marking on the map places where they experienced positive, neutral and negative emotions. In this way, the mapping exercise aimed to create a space for storytelling and explore how clients use the space around the centre in relation to their emotional experiences, allowing us to visualise the value provided by various urban spaces. Relevant materials can be found in the Appendix. 3.4 MAPPING
18 Photo by Nicolas Houdayer on Unsplash
19 Findings 4. This section summarises our findings from the survey, interviews, mapping exercise and fieldwork, highlighting the most interesting results while drawing conclusions about the value of the HCA and the MSC for ageing populations.
20 4.1 Survey Clients at MSC 16 clients participated in the survey; 11 identified as female and 5 as male. Secondary education was the most frequent and highest achieved education (46.15%), followed by university / college (15.38%) and primary education (7.69%). Participants were of diverse ethnic backgrounds, and many spoke multiple languages. While most indicated that their first language is English (68.75%), French, Spanish and Hindi were also spoken. 11 5 Engagement with the HCA Frequency of engagement is one way to indicate the value of the centre for local residents. The survey showed that clients visit the MSC and participate in activities regularly: 31.25% visit daily, while the remaining 68.75% come once or twice a week. The most popular activities are yoga (62.50%), dance classes (56.25%), make and mend (25%) and painting courses (25%). Clients’ distributed attendance across creative and active activities indicates that diverse offerings are well-liked by clients. The range of these activities allows clients to select what best suits their abilities and interests. Q7. What type of events have you attended?
21 The importance and relevance of these activities for clients can also be seen in the length of participation and engagement: 50% of the clients said that they have been visiting the centre for more than a year. They further specified the duration of their participation in the open answer box saying they have visited the centre for, “2 years”, “3.5 years”, “10 years”, “20 years” and even, “since 1986”. Still, community centre spaces are not only sought out by longstanding residents, but by newly ageing populations and new residents. 25% of surveyed clients have only been coming between 6 months and a year. The frequency and duration of participation shows that the HCA is an important part of daily life for well-established locals, and newcomers alike. Furthermore, clients often repeated that staff and other clients are all “really nice” and “supportive” which motivates them to come on a regular basis. Value Creation through the HCA Engaging with the HCA has also positively influenced clients’ sense of belonging within the Holborn community and their overall wellbeing. Over 90% of surveyed clients agreed with the statement “I feel part of the Holborn community”, of which 71.43% further indicated that engagement with the HCA had changed their sense of belonging positively. Over 80% strongly agree with the statement “Being able to use the MSC is important to me”. Reasons for visiting the community centre and participating in activities are manifold. Our survey showed that “meeting people” (93.75%), “having fun” (81.25%) and “exercising body” (56.25%) are the top motivations for engaging with the HCA. Finally, and tellingly, all surveyed clients indicated they plan to continue coming to the MSC in the future. Q9. “I feel part of the Holborn Community” Q15. “Being able to use the MC is important to me”
22 4.2 Interviews All interviewees shared the sentiment that working at the MSC is enjoyable. The pleasant working environment for staff members could possibly also be a reason for clients to continue visit the centre, cultivating a sense of welcome and support. When asked about the best part of their work and what elements they like about the centre, two commonalities emerged: one being the clients in the centre, and the other being the physical space of the centre. Interviewees remarked that clients in the centre are from diverse backgrounds and have good personalities: saying, “They are nice... Interacting with them in the centre is comforting”. “It is not only space that makes something, it’s the people”. Interviewee C Because the clients often stay in the centre for lunch and other activities, they socialise often with staff. Considered with the survey results that most clients feel better after going to the centre, it can be understood that the centre provides symbiotic emotional value across involved parties, acting as a form of social infrastructure. But a community is strengthened by having a home, a consistent place for gathering to build trust and comfortability leading to long-lasting relationships. All interviewees regarded the physical space of the MSC as a contributing factor to the centre’s success, given that the space enables activities and socialising. According to them, the space is “good and tucked away” and “flexible” (Interviewees A and C), which conveys a sense of privacy and detachment from the bustle of its central London location. Interviewees also expressed how through coming to the centre, clients “open up”. In this way, the physical space functions as a catalyst for communication and greater authenticity. The use of partitions in the space allows for flexible use (see Picture 8), enabling different activities to be carried out at the same time. Interviewees also mentioned how the design of the centre is conducive to its role as a space for socialising.
23 Some clients and interviewees also liked the garden at the outdoor part of the centre (see Picture 9 & 10), which provides greenery and a natural setting for relaxation and connection. “The glass windows provide natural light and makes the space look comfortable and welcoming” Interviewee A Picture 9 and 10: Outdoor garden of MSC Picture 8: Flexible arrangment space
24 Another notable feature of the MSC is its Artists’ Corner (see Pictures 11, 12, 13 and 14). According to interviewees, the Artists’ Corner was co-created with Camden Adult Learning (a council-led programme where adults can learn new skills), where clients’ life stories, artwork and photos are displayed. Interviewee A also regarded this to be a method of creative ageing, as art activities can be showcased and recognised. For MSC, maintaining and expanding this space of exhibition can be further supportive of creative ageing. The emotional value of the centre was also expressed through interviews. Interviewees described the community around the centre positively, regarding the Holborn neighbourhood as “interesting”, “comfortable”, “friendly”, and “close-knit”. All participants agreed that the centre is inclusive, with one interviewee saying: “We have an open-door policy so people can come and go as they please” (Interviewee A). The welcoming nature of the centre can be understood as a community asset, in relation to the wider diversity of Holborn. Picture 11: Artistic corner at the MSC
25 Picture 13: Client painting Picture 14: Hand made collage Picture 12: Art Board showing the creativness of clients
26 4.3 On-Site Fieldwork Millman Street Centre Workshop Through the MSC workshop and community centre case studies the research team identified values offered, and challenges faced, by community centre spaces. Generally, researcher reflections from the workshop centred around the following themes: The Centre’s Welcoming Nature Room to Improve Accessibility From the day’s start, the centre was well-inhabited with a peaceful, friendly atmosphere. Day-care clients arrived together and had longstanding relationships with other clients and staff; some had known each other as long as 50 years. Many clients had originally learned about the centre by word-of-mouth, through friends who had attended and enjoyed the support. Clients were eager to share these stories with us, even before we had introduced ourselves and our purpose. As the day proceeded, additional clients would arrive for specific classes and then leave, clearly attuned to the centre’s daily schedule. Teachers and clients were well-acquainted, continuing conversations from previous weeks, asking after clients who had missed a week and inquiring about personal details. The physical space also partially contributed to the centre’s welcoming nature. Though the entrance was not easy for our team to find, its privacy provided a setapartness that lent to feelings of safety and calm within the high-energy of the surrounding city. The team noticed variations within inclusion. One the one hand, regarding mobility, activities were very attentive to physical inclusion, providing levels of mobility for participation and embracing personal wellness adjustments. One the other hand, with some clients having limited or non-existent English language skills and others having lower average education levels and limited reading skill, much of the day was text-heavy and activities materials were exclusively available in English. This did not fully deny participation but did occasionally hinder it. A more robust focus on inclusion could fruitfully direct the future of the MSC. The research team observed and participated in three activities:
27 The morning began with a 45-minute seated yoga class. For many clients this was a wake-up activity taken very seriously. One client had been particularly humorous when we arrived, mocking much of the centre’s activities, but suddenly grew reverent when it was time to do yoga. As a guided repeat-after-me format, this activity did not require verbal communication from clients and attracted introverted or nonverbal participants, providing a form of connection. Although a physical exercise, the activity also trained mental dexterity and concentration. In the afternoon, clients had the opportunity to join a seated drama class. The first portion of the class was dedicated to competitive, warm-up games that were a mixture of mental dexterity and luck. This was a joyful, comedic and light-hearted space with lots of laughter. The second half of the class was comprised of verbally reading out scenes from various scripts. The scenes used had only two actors, so the majority of the class watched while only a few directly participated. Finally, the MSC held a dance class for clients. A range of music was played, both English/American classics and modern Latin tunes. Each song built in participant intensity, with rest periods throughout. As a mirror exercise, there was little verbal communication, enabling non-English speakers to fully participate. Though there was certainly a fitness component to this activity, the research team was struck by emotional impact of the class. Dancing seemed to invite clients to feel young, vibrant and confident. Only women participated in this activity. 1. SEATED YOGA 2. DRAMA CLASS 3. DANCE FOR FITNESS AND FUN
28 Across the activities, instructors knew clients’ names, stories and ability levels, catering their agendas accordingly. When asked about their thoughts on how the centre might improve, clients had the following suggestions: • Provide access to a computer, digital learning courses • Strengthen public transit links, add more buses to and from the area • Cater a wider variety of food options at the centre • Supply better seating options and arrangements to encourage mingling • Bring back outings, walks and outside events Case Study St. Luke’s Community Centre Located in South Islington, St Luke’s Community Centre provides a variety of creative activities for the ageing populations in the neighbourhood similar to MSC, including chair yoga and art workshops. On March 14, 2023, we visited the centre to learn more about its operations. Insights relevant to the MSC are summarised below. The HCA and the MSC could consider renting spaces to increase their source of income. For example: • The garden is an ideal space for parties • The kitchen could house cookery classes Financing Additionally, as a nursery school (Kiddycare Millman Street) is next to the MSC, the opportunity of hiring spaces to the school could also be explored. Renting spaces to external parties could account for up to 50% of the centre’s operational costs, according to the staff. Examples include: • Renting the Cookery room for external Cookery School and private events • Renting multipurpose room for external companies
29 y I As the name suggests, Men’s Shed is a male-exclusive group. While the group occasionally participates in other activities such as beer-making and cookery classes, its regular activities are: • Gardening • Boccia (indoor seated bowls) • Darts • Computer lessons (which MSC clients requested for) Men’s Shed While the staff have expressed that having exclusionary sex-based or gender-based groups is not ideal, some male members found themselves more comfortable in a male-only setting. This resonates with male clients at the MSC who refused to participate in the dancing because they considered it feminine. As such, HCA might consider implementing a group similar to Men’s Shed, which are exclusive to a gender, ethnicity, etc., if that would make clients more comfortable and likely to engage with HCA. Picture 15: Back garden of St. Luke’s Community Center
30 Located in Angel, Islington, this community centre serves over 800 clients and runs a range of art activities, including ballet and art classes. On March 17, 2023, the research team visited the centre to learn from their experiences. People-centred approach The Claremont Project employs a people-centric approach. For example: HCA can also adopt a more people-centric approach to cater to client needs. We believe a well-being assessment form would be very useful in identifying client needs. This should be both analogue and online to account for differing communities. Case Study Claremont Project • New members have to fill in a well-being assessment form so their needs can be identified • Each member’s profile are regularly monitored by staff to ensure their well-being • Class and activity contents can be adjusted to fit member’s needs Picture 16: Recreational Room for activites in the Community Centre
31 Stakeholder Collaboration Many of the Claremont Project’s classes and activities are delivered in partnership with external organizations. For instance: • Some afternoon concerts are performed by music degree students Similarly, the MSC could work with other local organizations, artists, or even universities, to deliver low-cost classes and activities. This mutually benefits both parties, as students often find these hands-on experiences valuable while local artists understand the local character best, and HCA’s operational costs can be reduced. y 2 • Some psychotherapy services are done by students from the New School of Psychotherapy and Counselling and Regent’s University London Picture 17: Aerobics organized by the project
32 In the emotion mapping exercise, we invited clients to place colour labels on the basemap to show their experienced emotions atop geographic locations, comparing areas with each other. The combined results of the morning and afternoon sessions are presented in Figure 1. 4.4 MAPPING Positive emotions (indicated by green circles) are largely present in green spaces. Clients enjoy using parks and gardens for walks or resting. Clients described using these places to meet their friends and engage in light physical exercise. As green spaces can induce positive emotions, shown from the mapping exercise, the MSC should incorporate access to nature through maintained garden spaces and guided visits to local parks. These were both suggested by multiple clients. Community centres are likely to benefit from providing pockets green spaces within their centres, thereby supporting clients’ mental and physical wellbeing. As such, it is recommended for the MSC to maintain and possibly improve the outdoor garden space, as the garden is a point of enjoyment for staff and clients alike. Several clients also mentioned enjoying guided outings to nearby open spaces (e.g., Regent’s Park), conducted before the pandemic. These were paused indefinitely in 2020 though clients were not unanimous on the reasoning why. The MSC should be aware that accessibility to the centre may be hindered by a low (perceived) safety of streets. It is advised that safe walking routes be identified for frequent outings, and wayfinding to these routes be marked for clients to enjoy a safe and comfortable journey to and around the centre. Negative emotions have fewer marks on the map and are recorded in areas near tube stations and major roads. Clients associated these locations with crowds, fast traffic and danger. Clients avoided visiting these places.
33 Figure 1: Self-elaborated map presenting the emotional expirenced in specific locations of the city
34 C onclusion & 5. The project set out to explore and identify the current and potential value of the HCA’s MSC in Holborn. This section concludes by returning to the guiding research questions, reflecting on limitations, and proposing final insights and recommendations. Recommendations
35 Photo Taken by: Mourad Saadi
36 Summary of Key Findings How do the physical assets of anchor organizations influence nonphysical community assets? The survey, interviews and mapping exercise overwhelmingly confirm how the MSC contributes positively to clients’ sense of wellbeing and sense of community. Clients frequently visit the centre as a space for socialising and spending time with friends. The physical design of the centre constitutes a flexible and comfortable environment. Moreover, the Artists’ Corner is an important space exhibiting clients’ artwork and photos. That said, one concern is that a language barrier exists in MSC, where activities, signages and posters are in English but not all clients are English-speakers or are able to read/write. Some clients may experience difficulty socialising and participating in activities, limiting their sense of community at the centre. The overall positive influence of the MSC on clients’ sense of wellbeing and community would be mildly affected. What do residents value about HCA’s programmes and services? Residents in Holborn benefit from programmes and services at the MSC in various ways. Clients regard the free amenities provided as important and the activities as positive opportunities to ‘have fun’. Over 90% of surveyed clients also said they feel part of the Holborn community. Programmes and services are frequently participated in, providing care, support and community for clients. What emotions/sensory experiences do people have inside MSC, compared to the surrounding area? Outside HCA, green spaces and open areas are associated with positive emotions of comfort, whilst main roads and transport hubs are associated with negative emotions. Inside HCA, clients report improved wellbeing. The MSC appears to clients as a unique, comfortable space for meeting others compared to its surroundings. Focusing on MSC, the accessibility of the centre is another concern. Although the MSC is accessible thanks to the ramp, people with limited mobility require staff assistance to enter the building. Additionally, the facade of the building lacks substantial signposting and advertising of its activities.
37 Limitations The research team developed the survey and interview questions prior to visiting the centre, when in retrospect, it would have been helpful to first go and see the venue, staff and clients before designing materials. The venue was primarily an open floorplan, with a small closet space for private meetings. Clients were generally older than the team anticipated, lending to unexpected generational differences in question wording and terminology understanding. Clients were also more outgoing than anticipated and preferred talking and sharing stories over selecting a multiple-choice box. For the mapping exercise, we also assumed clients would be English speakers. Had one of our team members not had Spanish language skills, several clients could not have participated in the exercise. When that team member needed to leave the early, several clients then could not actively engage with the remaining researchers. The research team was also unaware that staff and clients had previous experiences with students conducting researching, which led to an information imbalance. Staff and clients assumed team members were medical students interested in health, and struggled to understand why planning students would want to hear their perspectives. We later realised the extracting nature of our power dynamics and understood that clients had histories of distrust that we were unaware of. Lastly, in interviewing and surveying staff and clients, the research team failed to provide a private space for these conversations. We recognise this might have kept some clients from fully sharing their thoughts or likewise may have influenced some clients to agree with each other and repeat common themes. Photo Taken by: Dmitry Vechorko
38 Recommendations Reflecting back on identified best practices for community centres, and considering our research findings, we suggest the following recommendations: The MSC should maintain and consider ways to embrace the existing networks and assets of the communities they serve. One physical asset of the centre is the Artists’ Corner, which could be expanded. Exhibiting the stories and art connected to centre activities, is a well-loved preexisting method of creative ageing. MAINTAIN SPACES OF ABUNDANCE: 1 The MSC should also explore partnership opportunities with other local community organisations, local artists and / or university students. Cooperation can pool resources, creating increased capacity for programmes and activities. Additionally, there may be opportunity to have clients lead activities for each other, capitalising on the expertise and stories of those who already visit the centre. BUILD MEANINGFUL PARTNERSHIPS: 2
39 While funding challenges remain a significant hurdle to broadly expanding the operations of community centres, our recommendations serve as low-cost starting points for strengthening the existing physical and intangible assets of MSC. We would like to express our sincere gratitude to the clients and staff at the HCA MSC for their time and participation in this research. Keeping with an abundance mindset, the MSC should explore ways in which outdoor activities can be brought back or introduced, including planned picnics, outings and trips to community parks or gardens. There may be some hurdles with staffing these events, but with thoughtful preparation and potentially volunteer support, public green space could be seen as an expansion of the community centre itself. REVIVE OUTDOOR ACTIVITIES: 3 The MSC should think about ways to diversify opportunities for non-English speakers, and others without writing/ reading skills. Inside the centre, language, reading and computer courses could be added. Wayfinding and signage to and around the centre should also be reviewed. Potential improvements might include a larger sign, a bulleted list of activities offered, and opening/closing times. INCREASE INCLUSION: 4
40 A ppendix 6.
41 Photo by Pontus Wellgraf on Unsplash
42 Appendix 1
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44 Appendix 2
45 Appendix 3
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48 Appendix 4 Survey Questions:
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