This is a revised version of the meeting notes, following comments from attendees. Thank you to those who commented. This document is available to download HERE
Community Hub Group
First meeting held in the Church Rooms, 6th November 2023
Purpose of Group
At a recent meeting of HOTV for Members (shareholders) and the Management Committee a suggestion was made that a Community Group be formed to ensure the views a wider selection of the community could be heard than those of just the Members.
The HOTV Management Committee agreed that this would be a good idea, with the aim of allowing issues to be raised and suggestions made to inform the Committee in some of their decision making. It would also enable a better flow of information from the Committee into the community on whose support and patronage the success of the venture depends.
The Process
22 people attended the first meeting with comments and suggestions sent in from those unable to attend. All present were happy to provide e mail contacts so that notes taken at the meeting could be circulated to all involved with the meeting so they are able to ensure this represents a good record of proceedings. In the light of any comments/amendments received a final copy will be drawn up. These comments will then be presented to the HOTV committee by Marilyn Clarke. It was agreed that the group should meet every three months and at a time when one Committee Member would be able to come to the meeting.
Issues Raised (more or less in the order they were raised – the ordering does not imply any weighting to a particular issue)
Establishing a Road Map for the future of HOTV – i.e. what do we want to aim for, what will it look like?
Only if there is a goal can a road map be made and assessments undertaken of how well aims are being met and end goals achieved. The last business plan was put forward before the building was purchased. We are now in a new phase and HOTV needs to engage with the community in mapping a route for the achievement of new goals.
For example, what is the aim for the pub/food, what range of patrons is it hoped to attract in the longer term?
Similarly for the shop/café – goals could include what range of stock should be offered, should it be aim to use more volunteers, or aim for relying on more paid staff?
It is important that shareholders and anyone raising funds for the project know what money raised is being used for and this was not clear. Although members do not expect to get a return on their investment, everyone needs to know what the longer-term plans are. For example – was money intended to pay off loans, to match any money already raised, or help with Phase 3?
Cleaning
Comments prior to this meeting suggested there had been problems with cleaning in the shop.
Attendees at this meeting felt that, on the whole, the building is kept in a clean and presentable state, and there is a cleaning schedule in place.
It was agreed that this was a big task being undertaken by a valiant and limited number of people, often at the end of a busy and long shift. Cleaning shifts on 3 rings rota are very rarely filled.
Cleaning the fridges and coolers was a tricky and time-consuming job, often difficult to achieve during opening times.
An ex-cleaning volunteer pointed out that in the time available it was often only possible to do a superficial clean.
Sticky tables in cafe. It was explained that the varnish becomes sticky over time with continued cleaning with alcohol spray.
When shop/café staff need to use kitchen sinks for cleaning there are often dirty dishes etc in both sinks.
Suggestions:
Tables revarnished with a more resilient product.
Plasticised tablecloths could be used, although this would lead to more plastic and have some environmental impact.
Could self-service cleaning fluid/cloths be left out?
Could there be a system to ensure one sink is always left empty?
Possibly form a self-managing cleaning team to fulfil cleaning tasks
A self-organising duo to go in on a regular basis (possibly a Sunday ) to clean and tidy the stock room.
Is there a better way of approaching cleaning (of the whole building and grounds)?
Would it make more sense for it to be a paid role, and how would it be financed?
Volunteers
The need for more volunteers to allow shorter shifts.
The need to expand the potential volunteer base to include the whole village. This is an urgent and important issue to be tackled by the Management Committee.
A view expressed that those who are not members and relatively new to the village have no idea how things are organised, what the needs are. There were people present in the meeting who did not understand the 3 rings system.
This issue was felt to be very much linked to a need for better communication/information sharing and engagement into the community – see “communication”.
Without shorter defined shifts the ‘3 rings’ rota becomes rather confusing, and with insufficient volunteers shifts are often changed.
Suggestions
Organise a data base of groups/areas of potential volunteers to target a wider spectrum of the village.
Offer an opportunity for potential volunteers to do one or more ‘shadowing’ shifts with a trained volunteer.
Possible points-based rewards scheme as an alternative to the prize draw. However, this was generally felt to be too complicated to work.
If anyone had the odd hour they would like to work that might not coincide with the shifts listed on 3 rings – to liaise with Jo or Ann who could allocate a specific task.
Communication
A need for the Management Committee to improve communication – seen as a very urgent area to be addressed by the members of the newly elected Management Committee. Reaching the entire community with information about the project is essential to drive usage of the facilities and encourage participation. There was a concern about lack of feedback when issues were brought to the attention of the Management Committee.
Suggestions
More co-ordinated and consolidated approach to providing and improving information on various web pages, social media and written information.
A short entry in the Stoke News.
A concerted effort to bring things together in order to engage the whole community.
All suggestions left by individuals to be logged and feedback given to those who raise them. Otherwise, people will feel discouraged from engaging. This group might be able to provide this via face to face discussion or e mail communication, following liaison with the Management Committee.
Shop
There was praise for the ‘incredible’ shop we have in the village. Various topics were discussed under this heading.
Discussion of the range of goods offered. One of the manager’s roles is to find the right balance between ‘high end’ and more basic everyday ranges. Both necessary to make the shop viable. In recent months there have been more of the more affordable ranges including ‘Jacks” ( Bookers brand– owned by Tesco).
Not being near a city our choice of suppliers is limited. Taunton Bookers is a catering outlet and not geared to retail. There is also the fact that stock has to be bought by the case, taking up room in the stock room. Other community shops were mentioned where there may be more emphasis on general groceries and cheaper lines. It was noted that most community shops do not carry anything like the debt that we do. Usually having raised funds to build or convert a structure, and if rent is paid it is usually nominal.
Suggestions
Fresh bread is seen by many as a great draw. It was suggested that people be encouraged to pre order to ensure needs are met without wastage.
The coffee loyalty card scheme should be promoted more, and Jo agreed she would look into this.
Keep reviewing the range of goods.
Pub
It was accepted that the pub cannot open more hours than at present with existing staffing.
However, there was a concern that if the pub cannot open on Saturday lunchtimes and Bank Holidays, potential custom could be lost and allegiances change.
Smoking in the porch entrances can create an uninviting entry into the pub. Currently ashtrays are provided in these locations which promotes this practice.
Pub food was discussed and it was suggested that there was an opportunity to provide a more basic selection on some days.
Suggestions
Once a month hold a pie or curry night.
Themed nights – Italian, French, Greek etc. – No idea how feasible this is.
Possibly Wednesday and Thursday could offer basic food – sausage and chips/chicken in a basket etc, and Friday and Saturday nights could be more of “going out” food.
Maybe on basic food night ‘special offer’ – eg one child per family could eat free
Re smoking – are any other alternatives possible to offer to smokers, which would need to be undercover?
Parking
Parking outside the shop in the square is dangerous and impedes pedestrians walking from the car park to the shop. It was pointed out that the Highways Dept own the area up to the Oak wall and HOTV could not therefore regulate this.
Allowing access through the back door to get into the shop is not feasible as this door has to be locked for the security of upstairs residents along with the pub and store room.
Curtailing parking in front of the shop can be a problem for patrons with mobility problems and in certain circumstances the rear door will be unlocked to allow a customer through, and has to be locked again after them.
Walking from the car park to the square is down a slope which becomes slippery in wet weather, and it is some distance to walk to the shop entrance.
Lighting in the car park is not adequate to ensure safety.
Suggestions
It was hoped that the Management Committee are talking to the Parish Council about how problems of parking in the square can be tackled.
Due to the layout and logistics of the building, no practical way of resolving access via the back door was forthcoming.
To look at improving car park lighting.
A sign on the building directing customers to the car park.
Phase 3
There was some confusion expressed about where the discussions had reached regarding Phase 3 of the work on the building. It was reported that Nick Sloan and said there would be more consultation when HOTV knew the outcome of current grant applications. It was pointed out that Nick was no longer on the Management Committee.
In advance of this it was pointed out by a volunteer involved in packing away stock, that the stock room on the Phase 3 plan is extremely small. There is already congestion on delivery days which can result in hazardous working conditions. One regular volunteer had stopped working there having hurt their back.
Suggestions
A contingency plan be in place to expand the space needed for storing stock.
To ensure that Nick, working through the Management Committee, keeps the community updated of progress of Phase 3.
A formal presentation to the community to explain Phase 3 and canvass views.
Customer retention
It was pointed out that due to the relatively small population in Stoke we do not have a never-ending pool of customers or volunteers. If either is lost it is difficult to get them back. Hopefully making a start on the most pressing issues raised above will help prevent this.