The Complete Guide to Running a Community Centre

TL;DR: Running a community centre well means getting five things right: governance, finances that balance room hire with grants, programmes that meet local need, a supported team of staff and volunteers, and technology that cuts admin. This guide covers each area with practical steps, benchmarks and links to tools like Plinth.

• Good governance is the foundation — get your structure, policies and trustee responsibilities clear from the start.
• Room hire typically provides 50-70% of income; diversifying with grants, fundraising and programme fees builds resilience.
• Software that combines bookings, payments and impact reporting saves the equivalent of one to two staff days per week.

Who this is for: New and experienced community centre managers, trustees, and committee members.

The UK has an estimated 21,000 community centres, village halls and neighbourhood buildings (ACRE/Community Matters, 2023). Together they host hundreds of thousands of regular activities each week and are used by more than a quarter of the adult population at least once a year. Yet many operate on tight margins, with average annual incomes between GBP 30,000 and GBP 80,000, and rely heavily on volunteers. This guide distils the essentials of running one successfully.

1. Governance and legal structure

Strong governance protects your centre and builds funder confidence.

Choosing the right structure

Most community centres operate as one of three types:

• Charitable Incorporated Organisation (CIO) — the most popular choice for new centres. Limits trustee liability, registered with the Charity Commission, and does not require Companies House filing.
• Charitable company limited by guarantee — dual registration with the Charity Commission and Companies House. More administrative overhead but well understood by funders.
• Unincorporated association or trust — simpler to set up but offers no limited liability. Suitable only for very small operations with low financial risk.

The Charity Commission reports that CIOs now account for over 40% of new charity registrations, reflecting the sector's preference for limited liability with lighter compliance.

Trustee responsibilities

Trustees must act in the centre's best interests, manage finances prudently, comply with the governing document and avoid conflicts of interest. The Charity Commission's guidance (CC3, "The Essential Trustee") is the starting point for every board member.

• Recruit trustees with a mix of skills: finance, legal, HR, community engagement and property management.
• Set term limits (typically three years, renewable once) to refresh the board.
• Hold at least four board meetings per year, with clear agendas and minuted decisions.

Key takeaway: governance is not bureaucracy — it is the framework that enables confident decision-making.

Essential policies

At a minimum, every community centre should maintain:

Key takeaway: policies protect users, staff and trustees — review them on schedule and keep them accessible.

2. Financial management

Sustainability depends on diversified income and disciplined cost control.

Income sources

A typical community centre draws income from several streams:

• Room and space hire — usually the largest single source, accounting for 50-70% of total income. Regular hirers (yoga classes, playgroups, faith groups) provide predictable baseline revenue, while one-off bookings (parties, meetings) add variable income.
• Activity and programme fees — centres that run their own classes or programmes can retain a higher margin than those that only let space.
• Grants and contracts — local authority grants, National Lottery Community Fund awards, and service-delivery contracts can provide significant but often time-limited funding. A 2024 NCVO report found that 58% of small charities had applied for at least one grant in the previous year.
• Fundraising and donations — events, gift aid on donations and regular-giving schemes supplement core income.
• Ancillary income — vending machines, photocopying charges, kitchen hire supplements and car-park fees contribute modest but reliable revenue.

Key takeaway: centres that depend on a single income source are financially fragile. Aim for at least three distinct revenue streams.

Budgeting and cash flow

• Prepare an annual budget before the start of each financial year, approved by trustees.
• Monitor actual versus budget monthly and flag variances above 10%.
• Maintain a reserve equivalent to three to six months of operating costs — the Charity Commission considers this prudent practice.
• Use accounting software or integrated management platforms like Plinth to automate invoicing and reconciliation.

According to the Charity Commission's annual report, the most common regulatory concern for small charities is poor financial record-keeping. Automated tools significantly reduce this risk.

Pricing room hire

Set rates that cover costs while remaining accessible.

• Calculate the full cost per hour for each room: utilities, cleaning, insurance, maintenance and a contribution to overheads.
• Offer tiered pricing: commercial rate, community/charity rate and a concessionary rate for groups serving disadvantaged populations.
• Review rates annually in line with inflation and energy costs — the 2022-2024 energy crisis forced many centres to increase rates by 15-30%.

Key takeaway: transparent, tiered pricing balances financial sustainability with community mission.

3. Programming and community engagement

A well-used centre is a well-funded centre.

Understanding local need

• Conduct an annual survey of users and the wider community. Even a short online form distributed via social media and local networks yields actionable data.
• Review ward-level data from the local authority's Joint Strategic Needs Assessment (JSNA) to identify gaps in provision.
• Talk to health visitors, schools, GPs and faith leaders — they know which groups are under-served.

Public health research shows that social isolation costs the NHS an estimated GBP 1,700 per person per year in additional healthcare use. Community centres that provide social activities directly contribute to reducing this burden.

Building a balanced programme

Aim for a mix that serves different demographics and generates a range of income levels.

Key takeaway: a balanced programme creates multiple reasons for people to walk through the door, and multiple income streams to keep it open.

Measuring and reporting impact

Funders, trustees and the community all want to know the centre is making a difference.

• Track attendance at every session — digital tools capture this automatically. Plinth generates attendance and demographic reports without separate data entry.
• Collect outcome data quarterly: short feedback forms, case studies and before-and-after measures for targeted programmes.
• Use the data in annual reports, funding applications and social media to demonstrate value.

The National Lottery Community Fund's 2024 guidance explicitly states that applicants who can evidence existing impact are more likely to receive awards.

Key takeaway: impact measurement is not an add-on — it is part of how a well-run centre operates every day.

4. Staffing and volunteers

People are the centre's greatest asset.

Paid staff

Most community centres employ between one and five paid staff, often part-time. Common roles include:

• Centre manager — responsible for day-to-day operations, programming and partnerships.
• Administrator/receptionist — handles bookings, enquiries and front-of-house.
• Caretaker/premises officer — manages building maintenance, setup and cleaning.
• Activity coordinators — deliver specific programmes (youth work, older adults, health).

Pay scales vary, but the Community Matters 2023 workforce survey found that the median salary for a community centre manager was approximately GBP 28,000 (full-time equivalent), with significant regional variation.

Volunteers

Volunteers are essential to the viability of most centres. DCMS Community Life Survey data indicates that approximately one in six adults in England volunteer formally at least once a month, and community venues are among the top settings for volunteering.

• Provide clear role descriptions, induction and ongoing support.
• Offer expenses reimbursement — volunteers should not be out of pocket.
• Recognise contributions publicly and regularly.
• Use a volunteer management system or CRM to track hours, skills and availability.

Key takeaway: treated well, volunteers multiply a centre's capacity many times over. Treated poorly, they leave — and take institutional knowledge with them.

Safeguarding

Any centre working with children or vulnerable adults must have:

• A designated safeguarding lead with up-to-date training.
• DBS checks for staff and volunteers in regulated activity.
• Clear reporting procedures aligned with the local authority's safeguarding partnership.
• Regular safeguarding training refreshed at least every two years.

Key takeaway: safeguarding is non-negotiable and must be embedded in culture, not just policy.

5. Building and premises management

The physical building is both the centre's greatest asset and its largest liability.

Maintenance and compliance

• Maintain a rolling five-year maintenance plan, updated annually.
• Budget 5-10% of annual income for reactive repairs and 10-15% for planned maintenance (ACRE guidance).
• Ensure statutory compliance: fire risk assessment (reviewed annually), asbestos register (if applicable), legionella risk assessment, electrical installation condition report (every five years), gas safety certificate (annual) and PAT testing.

A 2023 ACRE survey found that 38% of village halls and community buildings had deferred maintenance backlogs exceeding GBP 20,000, with roof repairs and heating systems cited most frequently.

Energy and sustainability

Energy costs rose dramatically between 2022 and 2024, and remain elevated. Practical steps include:

• LED lighting (typical payback: 12-18 months).
• Smart heating controls and zoning.
• Insulation improvements, particularly in older buildings.
• Solar PV where roof condition and orientation allow — the Smart Export Guarantee now provides income for surplus generation.

Key takeaway: energy efficiency is both a cost-saving and a community-leadership issue.

Accessibility

The Equality Act 2010 requires centres to make reasonable adjustments for disabled users. Beyond compliance, accessibility is good practice that widens your user base.

• Level access or ramps at all entrances.
• Accessible toilets on every floor in use.
• Hearing loops in main spaces.
• Clear signage with high contrast and appropriate font sizes.
• Accessible booking systems — Plinth is designed with WCAG 2.1 AA compliance in mind.

Key takeaway: an accessible centre is a welcoming centre — and a legally compliant one.

6. Technology and digital tools

The right technology reduces admin, improves the hirer experience and strengthens your evidence base.

Core technology needs

Centres using integrated management software report saving 10-15 hours per week on administrative tasks (Community Matters, 2023). Plinth provides all of these capabilities in a single platform designed for community venues.

Getting started with software

• Start with the biggest pain point — usually room bookings and payments.
• Import existing bookings and hirer details before going live.
• Train front-desk volunteers in a hands-on session with real scenarios.
• Run old and new systems in parallel for two to four weeks.
• Expand to activity bookings, attendance tracking and reporting once the team is confident.

Key takeaway: technology should serve the team, not the other way around. Choose tools that your least technical volunteer can use confidently.

FAQs

Do we need to register as a charity?

If your centre's purposes are exclusively charitable (advancement of education, health, community development, etc.) and you expect income above GBP 5,000, you must register with the Charity Commission. Registration unlocks Gift Aid, rate relief and access to most grant funding.

How do we attract new hirers?

List your rooms on your website with clear photos, capacity, pricing and an online booking link. Register with local directories, Eventbrite and Google Business Profile. Ask existing hirers to leave reviews.

What insurance do we need?

At a minimum: public liability (at least GBP 5 million), employer's liability (if you have staff), building and contents, trustee indemnity, and hirers' liability (or require hirers to hold their own). Specialist community-building insurers such as Ansvar and Zurich Municipal offer tailored packages.

How do we deal with anti-social behaviour?

Clear terms and conditions of hire, CCTV in public areas (with appropriate signage and data-protection compliance), good lighting and a relationship with the local neighbourhood policing team are the core elements. Document incidents and review patterns quarterly.

Can we serve alcohol at events?

You need either a premises licence or Temporary Event Notices (TENs). A premises licence is appropriate if you host frequent licensed events; TENs cover up to 15 events per year. Contact your local authority's licensing team for guidance.

How do we plan for succession?

Document all processes, contacts and institutional knowledge. Use management software to hold booking histories, hirer records and financial data centrally rather than in one person's head. Cross-train at least two people for every critical role.

Recommended next pages

• Community Centres on Plinth — see how Plinth supports community venue management.
• Room Bookings — real-time room scheduling and online self-service.
• Online Bookings — activity and class booking for community programmes.
• Payments — integrated payment collection and reconciliation.
• Impact Reporting — demonstrate your centre's value to funders and trustees.
• Best Management Software for Community Centres — compare the leading platforms.
• How to Maximise Revenue from Room Hire — practical strategies for increasing hire income.