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120601Design Methods of Community Cafés
1. EDRA43 / June 1, 2012
Ibasyo: Emerging Place Making by Citizens in Japan
Design Methods of Community Cafés
Yasuhiro Tanaka
2. Several community cafés have opened
in the past decade in Japan.
2
• Almost all of community cafés were planned and are managed by
neighborhood residents voluntarily.
3. Several community cafés have opened
in the past decade in Japan.
3
vacant
stores
vacant
houses
community
centers
• Neighborhood residents have opened community cafés by utilizing vacant
stores, vacant houses, and community centers.
• Most of community cafés are not large, but they play many roles in the
neighborhood.
4. Several community cafés have opened
in the past decade in Japan.
4
• Community cafés are places that neighborhood residents can
visit to chat and share local news and informations with other
residents.
• Occasionally, group activities and events like exhibitions, lectures,
live music, and anniversary parties are held.
5. Community Café Network Association
5
• The Wonderful Aging Club (WAC)
launched a Community Café
Network Association in Japan.
• Approximately 500 cafés are a
part of this network.
～1989
1990～97
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
90%
0 5 10 15 20 25
fig. Number of Establishments
Oita University Human Welfare Research Center
(2011), Results of Survey on Community Cafés.
6. Backgrounds of Establishments
6
Why several community cafés are opened in the past decade in Japan?
• Increasing number of retired people
• Impoverished neighborhoods resulting from
penetrating market fundamentalism
• Inadequate investment from the private and
public sectors owing to financial difficulties
• etc...
0% 5% 10% 15% 20% 25%
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2010
fig. Population Aging Rate
(over 65)
• As residents began confronting these
challenges, they came to realize the
importance of rethinking neighborhoods and
supporting each other.
• Community cafés were opened with the aim
of tackling these challenges.
7. Purpose of this study
7
is to clarify how neighborhood residents design Community Cafés.
TOPOS Sakura-En Machikado-Hiroba
* TOPOS=Place * Sakura = Cherry Blossoms
* En=Place
*Machikado = Street Corner
*Hiroba = Plaza / Place
This study adopted the following methods to carry out the investigation.
• Open-ended interviews with managers
• Observation research
• Analysis of related resources such as journals and community newspapers.
8. Outline of 3 Community Cafés
8
TOPOS Sakura-En Machikado-Hiroba
Open April, 1987 May, 2000 September, 2001
City Edogawa-ku, Tokyo Higashi-Yodogawa-ku,
Osaka
Toyonaka-city,
Osaka
Backgrounds
of opening
proposition by Ms.Sirane
project by
the Osaka Prefecture
project by the Ministry of
Construction and social
experiment by the Toyonaka
City
Manager Ms.Sirane Ms.Wanami Ms.Akai→Mr.Yanagihara
Number
0
About 12 About 12
of Volunteers
(Private buisiness)
Hours
Monday - Friday
11am - 7pm
Monday - Saturday
9am - 4pm
Monday - Saturday
11am - 4pm
9. Outline of 3 Community Cafés
9
TOPOS Sakura-En Machikado-Hiroba
Manager Ms.Sirane Ms.Wanami Ms.Akai→Mr.Yanagihara
Number
of Volunteers
0
(Private buisiness)
About 12 About 12
Main visitors
homemakers, children, and
local patients with mental
illnesses
elderly elderly and schoolchildren
Drinks
Coffee: ¥400 (≒$5)
Cafe au lait: ¥450 (≒$5.6)
Tea: ¥400 (≒$5)
Coffee: ¥100 (≒$1.25)
Tea: ¥100 (≒$1.25)
Juice: ¥100 (≒$1.25)
Herbal tea: ¥150 (≒$1.9)
Coffee: ¥100 (≒$1.25)
Tea: ¥100 (≒$1.25)
Japanese tea: ¥100 (≒$1.25)
Juice: ¥100 (≒$1.25)
Foods Lunch: ¥980 (≒$12.3)
Toast: ¥100 (≒$1.25)
Boiled egg: ¥30 (≒$0.38)
−−−−
¥80 ≒ $1
15. Machikado-Hiroba
15
アーケード
長机
掲示板
掲示板カウンター
倉庫
空き店舗
美容室
▲
▲
アーケード
0 1 5m N
Neighborhood Center Ms. Akai
アーケード
掲示板
カウンター
倉庫
倉庫
酒屋
▲
インテリアショップ
本棚
0 1 5m N
The Machikado-Hiroba
moved to another vacant
store in 2006. 30㎡ 75㎡
16. Similarities among the 3 Cafés
16
The histories and management styles are different at each café, but
research identified some similarities among them as well.
1. They are open every day.
2. People who want to spend alone time at the café are not
disturbed.
3. Managers, staff, and visitors are treated equally.
4. Management styles evolved gradually.
17. Everydayness
17
Many places allow only residents who have made reservations, but few allow people to
visit for any length of time without reservations. Thus, the managers at the 3 cafés
emphasized that they wanted their cafés open every day, so that residents can visit for
as long as they want.
Table. Opening Hours
TOPOS Sakura-En Machikado-Hiroba
Hours
Monday - Friday
11am - 7pm
Monday - Saturday
9am - 4pm
Monday - Saturday
11am - 4pm
Ms.Akai (Machikado-Hiroba):
"Before we opened the Machikado-Hiroba, we determined that we would be open every
day. We need to be open every day if we want neighborhood residents to feel free to
come here."
Ms. Wanami (Sakura-En)
"I believe that if we didn’t open the Sakura-En every day, it would be just
like other normal community centers. We don’t require more of those,
because we already have a community center near here."
18. People who want to spend alone time
are not disturbed.
18
In many Japanese community centers, visitors are required to participate in
conversation with the staff or other visitors. However, the 3 managers believe that
there is positive meaning in being together without conversation.
TOPOS Sakura-En Machikado-Hiroba
Ms. Sirane:
"When I planned this
place, I believed that it
was important for visitors
not to feel isolated, even if
they were sitting alone."
Ms. Akai:
"It is of course pleasant
when everyone sits around
a big table and chats with
others. But I believe that
everyone needs to spend
time without conversation
occasionally."
Ms. Wanami
"When I see people who
want to pass their time
alone here, I do not talk to
them, but I always keep
an eye on them from a
different table."
19. 19
Managers, staff, and visitors are treated equally.
The manager of each café believes that their neighbors should not be divided into the strict
categories of those who provide service and those who receive it. Each manager reported
that their places provide much opportunity both for staff to chat with visitors and for visitors
to assist the staff with their duties.
Machikado-Hiroba Sakura-En
Staff
Staff
Manager
Staff
Visitors
Visitors
Visitors
Ms. Akai:
"Neighborhood residents can not only visit
here as guests but also participate in
management as volunteer staff members. I
believe this situation has created the friendly
and casual atmosphere we have here."
Ms. Wanami
"I believe that the staff and visitors are equal
here. Because of this equality, everyone gets
along well together. I can say that they are
like a real family."
20. Management styles evolved gradually.
20
To be responsive to residents’ ongoing needs, these 3 managers
emphasized that they should not try to rigidly adhere to any initial
plans but should let policies form gradually.
Table. Activities and Events Held in the TOPOS
1990 2000 2010
chorus 1st & 3rd Mon 1st & 3rd Mon ×
Read the Bible 2nd Tue Fri 1st Sat
Gathering for talking about life and
death 2nd Sat 4th Mon 4th Mon
Reading party 4th Mon × ×
Service time for children and youth Wed & Sat Wed & Sat Wed & Sat
Drawing Class × Wed & Thu Wed & Thu
Hibiki no Kai × 3rd Thu 3rd Thu
English Conversation Class × Tue ×
Exhibition (flowers) × May ×
Exhibition (Friends) × Sep Once in a year
Ms. Sirane:
"New roles here have
been formed as I
meet new visitors. I
believe they have
gradually made this
place more
attractive."
21. Management styles evolved gradually.
21
The Sakura-En had been planned with 2 different corners—one for the café and the
other for group activities. Planners and neighborhood residents who participated in the
planning process originally considered the group activity corner to be more important
than the café corner.
However, it was gradually discovered that visitors preferred chatting together or
enjoying a cup of coffee or tea alone to participating in group activities.
group activity corner café corner
▼
だんらんコーナー
トイレ
喫茶コーナー
厨房カウンター
倉庫事務コーナー
0 1 5m N
The café area were expanded into the group activity corner.
22. Conclusion
22
these services have moved from the home
to special institutions.
• It is now possible for everyone to receive
professional services no matter where they
come from or live.
• But the shift away from providing most
services at home has led to fragmentation in
our daily lives.
• In addition, both the private and public sectors
have experienced shortages of funds to
provide the kinds of services that were once
performed at home.
Modernization
Nursing
Home
Neighborhood residents opened
community cafés to reintegrate our
segmented lives by themselves.
Formerly
Home
Medical care
Education
Nurshing
Funeral
School
Hospital
Nursery
school
Office
Museum
shopping
center
Other
Institutions
Community
Cafes
23. Design Methods of Community Cafés
23
1. While people only visit institutions for some specific purpose, community cafés are
open to everyone. Community cafés have achieved their goal of inclusiveness.
2. While roles are clearly defined and differentiated in institutions, they are more fluid
in community cafés. People can visit community cafés as guests or volunteer to take
up managerial roles, and people can talk with each other or simply spend alone time
without conversation.
3. Community cafés are not managed according to previously outlined rules or
manuals—they evolve in response to visitors needs.
4. The roles and purposes of institutions are defined at the outset. In contrast,
because community cafés are flexibly managed, their roles and purposes are formed
gradually. The longer the community cafés operate, the clearer their roles, purpose,
and management styles all become.
These design methods for community cafés have the capacity to help us reintegrate our
segmented lives. As more community cafés open, they will play a more significant role than
ever in Japan’s future.
