This commercial rental model is not current, yet may be employed in future projects. Should you be interested in investing please signup to the mailing list and we'll update if such opportunity arrises. You may also reach out to directly to Jacob Jay, jacob@hub.house.
For our current project we are now using a co-operative multi-stakeholder model based on FairShares, this caps investor yields in favour of social impact whilst encouraging community backing, each project now having a 35% non-user (investor) preference shares allocation.
For consumer examples and details of the first candidate development locality please refer to our public crowdfunding proposition.
Every community needs a space within which its members may connect, exchange and further their collective values or intent.
An open and welcoming space that is also able to draw in neighbouring peoples and communities, greatly enhances its own capacity to then connect everyone together and generate serendipitous opportunities. Nowadays many such spaces are online, e.g. in the form of mailing lists and whatsapp groups…
This proposal provides a model for the redevelopment and repurposing of physical spaces with accommodation — thus having the capability to allow longer interactions, furthering relationship building and knowledge exchange amongst participants whom may not normally cross paths face to face.
A goal of the model is to expand the space's own community reach across multiple diverse locations, furthering the spread of beneficial ideas, skills and opportunities through the movement of its members amongst them, and in exchanges with local communities.
It is able to do this (if at limited pace) by generating revenue and reinvesting an allocated proportion of its profits for the development of new spaces and programmes as a social enterprise (or other similar form).
Assuming fundraising for a single property the first additional location would be possible in the 13th year after return of the original investment, or 8th with deferred return; each property then funding another around every 5 years (without dividends). This could be reduced utilising debt (mortgaging).
The model includes inviting thought leaders and skill practitioners to share their knowledge, in the form of retreats or ad-hoc classes and interactions. This might be expanded for specific fields with dedicated programmes.
The proposed space has 23 bedrooms with the capability to accommodate up to 45 people at a pinch, and host more than 50 in its events room with ample presentation area. Outdoor courtyard space (with weather adaptable capability) could host double this.
Should the space be operated with a remit to provide facilities to a community through a profit allocation, doing so whilst offering the accommodation free to selected participants is possible — without an operations impacting revenue reduction.
100% usage of capacity over the 3 winter months reduces profits by 30%, 1 month in summer reduces by 25% or 3 months mid-season by 55%. However such a philanthropic application of the space need not obviously be fully subsidised.
Furthermore exclusive usage over any period diminishes the dynamism of a space and possibility of interactions across more diverse fields and communities, therefore a better approach is to integrate into normal operations across the year, with a limit on its utilisation of accommodation capacity for any such specific remit.
The model has a powerful role in rural redevelopment, bringing professionals back to previously depopulated locations by providing a hub space that dynamises and connects its visitors with the local community — through which opportunities can emerge, be supported and thrive.
The model also intrinsically supports UN Sustainable Development Goals. It enables diverse local and visiting participants to benefit each other through its shared space and ecosystem of exchange…
This is a preliminary outline of a proposed project thus details are not intended to be a specific representation. jacob@moonmill.com