The Tremayne Hall Management Committee

The group

The Tremayne Hall Management Committee is a group of volunteers who work to ensure that the hall will continue to be maintained, repaired and restored to the best of their ability. The intention in doing so is that it will continue to play a central part in the life of the village, as it has done for over a hundred years.

In December 2004 the management committee launched a fund-raising campaign to find the £800,000 needed to restore the hall and create a facility for the whole community. Work began on the restoration in August 2006.

The Building

The Tremayne Hall has had many uses, but in spite of Grade II protected status, it had fallen into a neglected state by the summer of 2006 with large pieces of plaster falling from the ceiling and it had to be closed for health and safety reasons. Fortunately, as a result of a great deal of hard work by the Management Committee, major grants were secured from the Heritage Lottery Fund and others, and the restoration work could begin.

Architects, David Scott & Co, drew up plans and a model was produced to show how the hall could be both repaired and enhanced. The contract was awarded to S Quick and Sons of Helston and work began in August 2006. The entire roof was replaced and other major structural work was undertaken, in addition to the demolition of the outside lavatories and the building of a new entrance lobby with all facilities, a new small meeting room (the Pope Room) and an enlarged Green Room.

An important part of the grant application was to provide an archive centre for the community. The upstairs store room was converted into an archive storage and office area, and the entrance lobby became the Reading Room where archives would be displayed and the public could gain access to the collection administered by the Mylor Local History Group.

Design Impact workshop

The Glass-House Community Led Design led a Design Impact Workshop with Great Yarmouth Community Trust in April 2010. During and following a walk around the centre, the group highlighted many of the aspects that the refurbishment has facilitated - what works well or not so well for them - and reflected on the opportunity for future change:

What is working well?

The refurbishment of Tremayne Hall has resulted in a vibrant and successful community centre with extended facilities which are available to the village and the whole area. The restoration of the original building is of a high quality and is sensitive and the extension adds much needed space and additional functions.

It felt open and connected with the outside – natural light was particularly amazing in the hall. All spaces have good natural light and views.

The building has a strong identity, contributed to by the clock tower at the front. It sits right at the heart of the village.

What used to be the old entrance to the hall has been converted into a charming, high ceilinged room for displaying the history of the building and locality. This space is available to visitors who wish to look at the archives.

The new entrance leading into the reception area is very clear as you approach. The reception is a central area, with toilets, the Hall, the Green Room and the new IT room leading off it. It also functions as an over-flow area for the other spaces.

The refurbished hall has a friendly atmosphere. The high barrel vault is very much liked by centre users. The sensitive refurbishment of the hall, paying attention to and retaining the original features, whilst introducing subtle and effective features such as modern lighting recessed into the barrel ribs - has been well received. The neutral colours also make the space feel bigger.

The restored stage has proved successful, adding to flexibility of the hall. The stage has ingenious storage (chairs are stowed underneath it).

The sprung floor in the hall is a great asset. People travel from across the region to use the hall for dance and other active classes.

The computer room, part of the new extension, is a highly flexible and well insulated room. It can be used for meetings, classes and has provision for computer training and docking laptops.

The management committee is entirely voluntary. Despite the years of hard work the group have maintained enthusiasm, engagement and have a broad range of different skills. They are also aware of how important ‘new blood’ is to keeping momentum going.

There is great diversity of activities. Self-marketing by the class leaders has helped spread the word. Commercial bookings are higher than expected – and began quickly after the opening (for example the committee was contacted by a teak garden furniture business, wishing to hire the hall on a regular basis for sales). The facilities also provide opportunities for the community to come together socially.

Hire rates were initially seen as high, but there is a sliding scale according to whether activity/class members pay, and the quality of the offer has helped hirers realise that it is worth it.

What is not working so well?

Signage at the street entrance is difficult. As a listed building, planners have problems with signage, but plans are under way to improve this. However, currently, a new visitor to the Hall might find it tricky to locate.

The Clock Tower at the entrance to the centre, which is a major element of the Hall’s identity, is not the responsibility of the group and as it has not been refurbished at the same time, looks shabby.

There is no direct access to the kitchen from the car park for deliveries; they need to be taken through the reception and then the hall to reach the kitchen – potentially disturbing hall users. The reverse holds true for removal of refuse from the kitchen. The problem of user groups’ disposal of rubbish and collection generally was raised.

Car parking is limited, although there is adequate public parking across the road. Access for deliveries is possible and people with mobility disabilities can park in the car park.

The left hand door from the Green Room to the stage is very tight – it needs to be fully opened to the wall to prevent getting in the way of the entrance door to the Green Room.

A scaffolding tower is required to reach the lighting in the hall. A volunteer currently has one, but this may not be the case in the future.

The committee did look at ways to generate energy (bore hole) on site, but this was not possible with the funding available. However a chamber has been built beneath the courtyard to facilitate future installation.  Pipework runs back to a plant room that can easily be connected at a future date, without major disruption.

Whilst the thick walls of the old building allow heat retention, and the building remains cool in summer, continuous trickle heating is required to maintain heat level in winter and spring.

Top Tips from Tremayne Hall

• Use and appreciate what you’ve got – both in terms of the history of the building and your human resources.
• Money in the bank up-front will help persuade funders that you are serious.
• Maintain your community involvement throughout the process – this will often be part of the conditions of your funding.
• Keep the neighbours onside – they are important.
• Once the refurbishment is complete, it’s still an on-going project. You need to be aware that work continues. There is a need to continually introduce new ideas.
• Think with head and heart, try to balance common sense business planning against social aims.
• The ecology of old buildings and the overall site need to be investigated. For example: if bats are found, it can extend your timeframe and cost money, but they are a protected species!
• Try and have a caretaker do post-event checks. Items have occasionally been left switched on, windows left open, etc by evening hirers.
• Have a maintenance plan in place – the architectural practice you employ could provide this as part of the hand-over; itemising cleaning and future repair/decoration frequency.

Glass-House learning points:

• The group’s enthusiasm to reduce long term energy costs is a great target.  Even though they could not afford energy generating facilities in the first phase, their design ensures that if money is raised, it will not mean having to dig up floors or destroy part of the existing work.
• The group have had to phase several aspects of the design due to limited funding, but plans are already drawn up and ready should the finances be found. Thinking ahead, but being realistic with the present, can help achieve the goals set.