Ogmore Valley VARP Baseline Report - Bridgend County ...

Ogmore Valley VARP Baseline Report

Report To

BRIDGEND COUNTY BOROUGH COUNCIL

June 2010


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Report From

Miller Research

Pen-y-Wyrlod

Llanvetherine

Abergavenny

NP7 8RG

01873 851 880

www.miller-research.co.uk

Final Report written by:

Clara Chaffin

Chris Jones

Raoul Tufnell

Quality Checked by:

Raoul Tufnell

June 2010

http://www.miller-research.co.uk/


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Contents

1. Background ..................................................................................................................................... 9

1.1 Purpose of Study ..................................................................................................................... 9

1.2 Purpose of Report ................................................................................................................... 9

1.3 Study Process ........................................................................................................................ 10

1.4 Community Engagement Process ......................................................................................... 11

1.5 Regeneration Context ........................................................................................................... 12

1.6 Valley Character .................................................................................................................... 12

2. Strategic Context ........................................................................................................................... 15

2.1 Strategic Policy ...................................................................................................................... 15

3. Demographic Profile ..................................................................................................................... 27

3.1 Key Issues .............................................................................................................................. 31

3.2 SWOT..................................................................................................................................... 31

4. Health ............................................................................................................................................ 32

4.1 Community Views ................................................................................................................. 37

4.2 Key Issues .............................................................................................................................. 37

4.3 SWOT..................................................................................................................................... 38

5. Skills and Learning ......................................................................................................................... 40

5.1 Key Issues .............................................................................................................................. 48

5.2 SWOT..................................................................................................................................... 49

6. Economic Investment ................................................................................................................... 50

6.1 Business Development and Enterprise ................................................................................. 51

6.2 Jobs, Inactivity and Worklessness ......................................................................................... 54

6.3 Community Views ................................................................................................................. 61

6.4 Key Issues .............................................................................................................................. 62

6.5 SWOT..................................................................................................................................... 63

7. Built Environment ......................................................................................................................... 65

7.1 Housing ................................................................................................................................. 65

7.2 Community Views ................................................................................................................. 68

7.3 Key Issues .............................................................................................................................. 68

7.4 SWOT..................................................................................................................................... 68

7.5 Infrastructure ........................................................................................................................ 69

7.6 Consultation .......................................................................................................................... 70

7.7 Key Issues .............................................................................................................................. 70


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7.8 SWOT..................................................................................................................................... 70

8. Transport and Connectivity ........................................................................................................... 71

8.1 Strategic Connections ........................................................................................................... 71

8.2 Car Ownership....................................................................................................................... 71

8.3 Travel to Work ...................................................................................................................... 74

8.4 Sustainable Travel ................................................................................................................. 75

8.5 Parking .................................................................................................................................. 78

8.6 Consultation .......................................................................................................................... 79

8.7 Key Issues .............................................................................................................................. 79

8.8 SWOT..................................................................................................................................... 80

9. Social Environment ....................................................................................................................... 81

9.1 Local Services ........................................................................................................................ 81

9.2 Community Safety ................................................................................................................. 84

9.3 Community Views ................................................................................................................. 85

9.4 Key Issues .............................................................................................................................. 85

9.5 SWOT..................................................................................................................................... 86

10. Tourism ......................................................................................................................................... 87

10.1 Strategic Context ................................................................................................................... 87

10.2 Ogmore Valley ....................................................................................................................... 88

10.3 Attractions in the Ogmore Valley.......................................................................................... 89

10.4 Assets in the Ogmore Valley ................................................................................................. 90

10.5 Community Perspective ........................................................................................................ 91

10.6 Community Views ................................................................................................................. 91

10.7 Key Issues .............................................................................................................................. 92

10.8 SWOT..................................................................................................................................... 93

11. Culture........................................................................................................................................... 94

11.1 Context .................................................................................................................................. 94

11.2 Strategic Review .................................................................................................................... 94

11.3 Activity .................................................................................................................................. 94

11.4 Language ............................................................................................................................... 95

11.5 Community Views ................................................................................................................. 95

11.6 Key Issues .............................................................................................................................. 96

11.7 SWOT..................................................................................................................................... 96

12. Environment.................................................................................................................................. 97


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12.1 Physical Environment ............................................................................................................ 97

12.2 Renewables ........................................................................................................................... 98

12.3 Community Consultation ...................................................................................................... 99

12.4 Key Issues ............................................................................................................................ 100

12.5 SWOT................................................................................................................................... 100

13. Key Themes ................................................................................................................................. 101

14. Cross Valley Themes ................................................................................................................... 105


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Figures

Figure 1: Baseline Study Process ............................................................................................................. 9

Figure 2: Wyndham Colliery .................................................................................................................. 11

Figure 3: Ogmore Valley Today ............................................................................................................. 11

Figure 4: Spatial Context ....................................................................................................................... 13

Figure 5: Population Percent Change by Area ...................................................................................... 26

Figure 6: Population Pyramid ................................................................................................................ 27

Figure 7: Inflow and Outflow for Ogmore Valley, 2001-2008 ............................................................... 28

Figure 8: Ogmore Valley Crude Birth and Death Rates, 2008 ............................................................... 28

Figure 9: Births per 1,000 Population ................................................................................................... 29

Figure 10: Crude Birth Rate ................................................................................................................... 29

Figure 11: Death Rate ........................................................................................................................... 30

Figure 12: Health Perceptions ............................................................................................................... 31

Figure 13: Health Facilities .................................................................................................................... 34

Figure 14: Ogmore Valley Health Word Cloud ...................................................................................... 36

Figure 15: Business Registration Rates, 1996-2007 .............................................................................. 50

Figure 16: Change in VAT registrations between 2003 and 2007 ......................................................... 51

Figure 17: Percent Change in VAT Total Registrations 2003-2007 ....................................................... 51

Figure 18: Total Claimant Count Rates ................................................................................................. 53

Figure 19: Occupational Structure, 2001 .............................................................................................. 54

Figure 20: Average Gross Weekly Earnings (£), 2008 ........................................................................... 55

Figure 21: Economy Map ...................................................................................................................... 57

Figure 22: Ogmore Valley Economy Word Cloud.................................................................................. 58

Figure 23: Housing Tenure .................................................................................................................... 62

Figure 24: Example of Second Generation Mobile Coverage ............................................................... 66

Figure 25: Car Ownership ..................................................................................................................... 69

Figure 26: Transportation Map ............................................................................................................. 70

Figure 27: Mode of Travel to Work ....................................................................................................... 71

Figure 28: Distance Travelled to Work .................................................................................................. 72

Figure 29: Sports and Recreation Map ................................................................................................. 79

Figure 30: Ogmore Valley 'My Community' Word Cloud ...................................................................... 82

Figure 31: Total Tourism Population for the Berwyn Centre, 1997-2008 ............................................ 85

Figure 32: Tourism Population by Month for the Berwyn Centre, 2008 .............................................. 85

Figure 33: Ogmore Valley Outdoor Recreation Trails ........................................................................... 86

Figure 34: Ogmore Valley Tourism Word Cloud ................................................................................... 89

Figure 35: Number of Welsh Speakers by Age Group, Ogmore Valley; Bridgend and Wales, 2001 .... 92

Figure 36: Ogmore Valley Culture Word Cloud .................................................................................... 93

Figure 37: Site of Special Scientific Interest (identified in areas of blue hatching) .............................. 94

Figure 38: Flood Risk Maps ................................................................................................................... 95

Figure 39: Strategic Search Areas Map ................................................................................................. 95

Figure 40: Potential Wind Turbine Sites ............................................................................................... 96

file://Server/Projects/(P-398)%20Bridgend%20-%20RDP%20and%20WVSRA%20HARP/Task%20ID8%20-%20HARPS%20Action%20Plan/Draft%20Action%20Plan/Final/Final%20Docs%20Issued/Final%20Docs%20Issued%2020100528/Ogmore/Ogmore%20Valley%20HARP%20Report%20Final%20Version%2020100621.docx%23_Toc264903788






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Tables

Table 1: Population Change .................................................................................................................. 27

Table 2: Crude Birth and Death Rates, 2008 ......................................................................................... 29

Table 3: Percent Population with Limiting Long-Term Illness .............................................................. 32

Table 4: Claimant Counts by Year for the Valley Communities ............................................................ 33

Table 5: Pupil Population, Free School Meals and SEN ........................................................................ 40

Table 6: KS2 Average Scores ................................................................................................................. 42

Table 7 Percentage of Pupils Achieving the Core Subject Indicator at Key Stages 1 and 2 .................. 42

Table 8: Basic Skills Programmes Running in the Ogmore Vale ............................................................ 43

Table 9: KS3 and KS4 Average Scores ................................................................................................... 45

Table 10 Percentage of Pupils Achieving the Core Subject Indicator at Key Stages 3 and 4 ................ 45

Table 11: Qualifications by Large Region, 2001 .................................................................................... 48

Table 12: Qualifications by Ward, 2001 ................................................................................................ 48

Table 13: Percent Working Age Population, 2001 ................................................................................ 50

Table 14: Employment by Broad Sector, 2007 ..................................................................................... 50

Table 15: Business Units by Sector, 2007 ............................................................................................. 51

Table 16: Economic Activity, 2001 ........................................................................................................ 54

Table 17: Economic Inactivity, 2001 ..................................................................................................... 54

Table 18: Claimant Count, 2009 and Unemployment, 2001 ................................................................ 55

Table 19: Occupational Structure, 2001 ............................................................................................... 56

Table 20: House Prices August 2009 ..................................................................................................... 66

Table 21: Average Road Journey Time .................................................................................................. 71

Table 22: Bus Service ............................................................................................................................ 75

Table 23: Rail Station Proximity ............................................................................................................ 76

Table 24: Travel Scenarios .................................................................................................................... 76

Table 25: Average Annual Cycle Flow ................................................................................................... 78

Table 26: Average Crime rate per 1000 people between August and October 2009........................... 85

Table 27: Ogmore Valley Amenities ...................................................................................................... 90


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1. Background

1.1 Purpose of Study In September 2009, Bridgend County Borough Council with the support of Welsh Assembly

Government commissioned a valley area regeneration plan as part of the Western Valleys Strategic

Regeneration Area, with the specific tasks:

To produce a VARP to provide the strategic framework for regeneration of the Ogmore

Valley (one of the areas covered by the RDP) until 2020. The strategic framework will be

supported by an action plan to act as a guide for investment and shape the decisions of the

main national and local funding bodies for a three year period from 2010 – 2013.

Produce a baseline analysis - Collate information that exists and gathers other intelligence

from service policy and community involvement

Produce one evaluation document - Evaluation of the information in the baseline and the

direction in which the regeneration should be directed

Produce one strategy and action plan - Strategy and action plan to direct investment and

projects

The principal aim of the study is:

To provide partners and stakeholders with a clear vision, strategy and action plan for the

sustainable regeneration of the Ogmore Valley until 2020 within the wider context of the Western

Valleys.

1.2 Purpose of Report This baseline and SWOT analysis provides the detailed findings from Phase 1 of the study. An

appraisal of the study area has been undertaken from a review of existing data sources,

consultations with local and strategic stakeholders and community engagement sessions. The

analysis has focused on the strategic issues that will provide the target focus for action:

Demography

Health

Skills & Learning

Economic Investment

Built Environment

Transport and Connectivity

Social Environment

Tourism

Culture

Environment


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1.3 Study Process The development of the baseline has been undertaken through a mix of quantitative and qualitative

analysis, leading us to a synthesis of both local and strategic issues

facing the Ogmore Valley.

Specific tasks and techniques are described below:

Orientation/Familiarisation

Bridgend County Borough Council regeneration officers and members

of the study team met with key community representatives within the

Ogmore Valley as part of a valley tour where initial issues and ideas

were identified and local partnership arrangements were outlined. A

tour of the valley from Nant-y-Moel to Evanstown was undertaken, so

that the study team could orientate themselves and become

familiarised with specific sites, building and opportunities.

Policy/Key Document Review

Key local and strategic documents have been reviewed to understand

how the Ogmore Valley relates to the strategic objectives of Welsh, sub

regional and local policies in terms of strategic fit.

Statistical Collation and Analysis

Quantitative analysis of key statistics that relate to our study themes

has been undertaken with key sources taken from NOMIS Official

Labour Market Statistics, compiled by the Office for National Statistics,

StatsWales, a continually updated source sponsored by the Welsh

Assembly Government, and Neighbourhood Statistics, compiled by the

Office for National Statistics.

Community Views

To ensure local views are considered and provide emphasis to issues

and emerging ideas for the proposed action plan, a series of

community drop in sessions were held in the following communities:

The Berwyn Centre, Nant-y-Moel

The Life Centre, Ogmore Vale

Evanstown

Blackmill Residents Association, Blackmill

The sessions were publicised through local community networks and

within the specific venues, with members of the public and community

organisations identifying key issues and opportunities for action

through maps of their areas. In addition questionnaires were provided

at the drop in sessions for completion, as well as distributed through

email to local organisations and downloadable through the Council’s

web-site. See

Overall Analysis of Issues and Identification of Emerging Themes

Both quantitative and qualitative information has been assessed

Figure 1: Baseline Study

Process


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through an internal study team workshop which has led to the production of this baseline

document.

1.4 Community Engagement Process As part of the baseline gathering process, Bridgend County Borough Council were keen to ensure

that the community were given opportunities to inform the process in terms of identifying local

need so that emerging projects are underpinned by local need in addition to strategic objectives for

the western valley programme areas. The following images show the ways that the Ogmore Valley

study communicated and consulted with its local community.


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1.5 Regeneration Context The Ogmore Valley is situated at the eastern edge

of Bridgend’s valleys communities and is

strategically well placed with connections to the

neighbouring Rhondda Cynon Taff valleys to the

east and north east and to the Afan valley to the

North.

The Ogmore Valley contains a number of distinct

communities that together creates the valley.

These are Nant-y-Moel, Ogmore Vale, Wyndham,

Lewistown, Pant-yr-awel, Blackmill and

Evanstown.

As with most valleys communities, coal was an established industry with five deep coal pits within

the Valley at Rhondda Main, Aber, Penllwyngwent, Wyndham and Western with the last pit closing

in 1984. Land reclamation has been a significant regeneration activity within the valley with the area

only showing some minor scars of the heavy industry. The main employment site sits within

Penllyngwent industrial estate with remaining employment in local retail and services, and within

the public sector with a number of primary schools and community facilities located within the

valley.

Issues that face the valley are ones that face most post industrialised valleys in terms of low

economic activity, high rate of unemployment, high rate of long-term illness and, outward migration

of young people. There is also a growing divide between those residents that work out of the valley

and those tend to be permanently based in the valley in terms of access to services and wider

opportunities.

In relation to additional regeneration activities Communities First operates within the Blackmill

ward. Bridgend County Borough Council has also provided community facilities in the form of

Ogmore Vale Life Centre which has recreation, library and community meeting space. The Berwyn

Centre in Nant-y-Moel has provided a focal point for arts, cultural and community facilities but has

significant problems with its condition and layout in terms of modern day use.

1.6 Valley Character Figure 3: Ogmore Valley Today

The Ogmore Valley is primarily linear in form,

essential urban in character and density but

surrounding by a distinctly rural environment. To

the south is Blackmill electoral ward which contains

four distinct communities of Lewistown, Glynogwr,

Blackmill and further away Evanstown. These

communities are a mix of housing types and

settlement pattern: from the defined ribbon

settlements of Lewistown and Evanstown, to the

more contemporary housing estates characteristic

Figure 2: Wyndham Colliery


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of volume house builders in Blackmill.

The wider Ogmore Valley does largely maintain a form and character that is much more reminiscent

of its former industrial era. Its households are located primarily along the base of the Valley and

along branches which form sub communities such as the Wyndham and Lewistown.

Each area has its own albeit limited commercial function, with the High Street within Ogmore Vale

holding the strongest local retail offer within the Valley. In terms of employment, the valley has

three employment sites namely Penllwyngwent Industrial Estate in Ogmore Vale and Isfryn Industrial

Estate in Blackmill, and a site in Evanstown.

Whilst essentially linear in form, it is important to note the significant detachment of the Evanstown

community from the rest of the Ogmore Valley. Aside from the administrative boundary, which

defines Evanstown within BCBC, this community has much stronger ties with the adjacent Gilfach

Goch and the Rhondda Valleys and this is reflected in both strategic and local service provision.


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Figure 4: Spatial Context

Source: Base map – OS Street View, License owned by Bridgend County Borough Council


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2. Strategic Context

2.1 Strategic Policy The following section sets out relevant policy that is of significance to regeneration activities that the

Ogmore Valley needs to be aligned to. This section provides a summary of key policies and

frameworks at a national, regional and local level.

Strategic – Welsh Assembly Government

People, Places, Futures – The Wales Spatial Plan is about reflecting honestly and clearly on the way

a whole range of activities and investment occurs across Wales. It aims to ensure the Welsh

Assembly Government’s policies and programmes come together effectively with the workings of

local government, business and other partners across Wales, to enable a truly sustainable future -

one that works for all the different part of Wales. It sets a strategic, integrating agenda for the next

20 years.

The 2008 Wales Spatial Plan Update builds on the work undertaken and achievements made across

Wales since the Plan’s original adoption in 2004. The broad 20 year agenda and overall role, purpose

and principles of the Wales Spatial Plan remain unchanged. However, this Update brings the Wales

Spatial Plan into line with One Wales, and gives status to the Area work which has developed during

the intervening years.

One Wales: A Progressive Agenda for the Government of Wales was published in June 2007 and

sets a programme of government for the then new coalition government of Plaid Cymru and the

Labour Party in Wales. The document covers all areas of governmental responsibility including the

economy, health, education, social justice, the environment, culture and society, and sets out over-

arching principles for the Government to follow in all subsequent policies, programmes and

decisions.

Wales: A Vibrant Economy is the strategic framework for economic development and focuses on

encouraging sustainable growth through helping more people into work and helping to raise

earnings for those in work by maximising the value created in the Welsh economy.

Skills That Work for Wales: a Skills and Employment Strategy and Action Plan was published by

DCELLS in 2008, and builds upon and replaces the Skills and Employment Action Plan 2005. Its main

aims are three-fold: to improve skill levels nationally; to work with the Department for Work and

Pensions to get more people into work; and to improve the quality and relevance of education and

training. Through this strategy DCELLS hopes to make best use of Welsh people’s talents, to

regenerate the most deprived communities in Wales, to help families and children to escape from

poverty and to encourage businesses to grow and the Welsh economy to prosper.

Farming, Food & Countryside – Building a Secure Future was published in May 2009 and sets out a

clear vision of Welsh farming at the heart of a sustainable countryside and profitable rural economy

up to 2020. It is an over-arching strategy which builds on the earlier ‘Farming for the Future’

strategy. It covers a number of key areas including: connecting to the marketplace; producing

sustainably and profitably; safeguarding animal health and welfare, plant health and food safety;

sustaining our countryside; and encouraging innovation.

One Wales: One Planet was published in May 2009 and is the Sustainable Development Scheme of

the Welsh Assembly Government, replacing the Assembly’s former Sustainable Development Action


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Plan 2004-2007. The rationale of the new document is that the overall wellbeing of Wales is

dependent upon sustainable use of resources, a sustainable economy and society and on sustaining

the environment. Its vision of a sustainable Wales and the supporting definition of sustainable

development will be the overarching strategic aim of all of the Assembly Government’s future

policies and programmes.

The Welsh Assembly Government’s Environment Strategy for Wales was published in 2006 and is

the Welsh Assembly Government’s long term strategy for the environment in Wales. It identifies the

challenges facing the Welsh environment and sets a vision for achieving clean, healthy, biologically

diverse environment by 2026. It covers five key environmental themes including: addressing climate

change; sustainable resource use; distinctive biodiversity, landscapes and seascapes; the local

environment; and environmental hazards.

Making the Connections sets out the Welsh Assembly Government's vision of a prosperous,

sustainable, bilingual, healthier and better educated Wales which will guide the transformation of

public services and deliver services of top quality in Wales. In June 2005 the Welsh Assembly

Government published Delivering the Connections which is the action plan for taking this vision

forward. The plan sets out the improvements required in public services in Wales, incorporating

local government, the National Health Service, education, other public bodies, the voluntary sector

and the private sector to improve services. The goal is to make services more responsive to the

needs of individuals and communities; more accessible to all and open to genuine participation;

more coherent, delivering through simpler, more joined-up structures; more effective in tackling

problems and more efficient in delivery.

Regional

Western Valleys Strategic Regeneration Area – Strategy – Draft March 2009.

In the ‘One Wales’ Agreement the Assembly Government makes a commitment to “establish

integrated and cross-cutting initiatives aimed at economic development and regeneration,

particularly in areas of high deprivation - the existing models of the Heads of the Valleys Programme

and Môn a Menai will be exemplars”. The collective vision for the area identified as the Western

Valleys is that……

“By 2015 the Western Valleys will embrace a network of distinctive, vibrant, sustainable communities

that are confident and secure in themselves and with their relationship to the wider world.

Communities that are sustained by an increasing culture of self reliance and enterprise in which

everyone can fulfil their greatest potential by linking communities with opportunities, whilst

protecting their first class environment.”

The strategy identifies that the key characteristics of communities located within the proposed

Western Valleys SRA are typical of many former mining and industrial areas in decline including

some degraded landscapes, dereliction, with higher than average worklessness and poor health

outcomes and a general lack of investment over time. Conversely however, the Western Valleys also

contain some of the most striking scenery in Wales, including a gateway to the Brecon Beacons, the

Afan Forest Park and remnants of important industrial and cultural history. The area is also

recognised within south Wales as Welsh Language stronghold. The Western Valleys area contains

four primary key settlements (hubs) identified within the Swansea Bay and Western Valleys spatial

plan area as having a critical role to play in the success of the region as a whole. These are the hubs


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of Cross Hands/Ammanford, Pontardawe/Clydach, Neath and Maesteg. However, a significant

proportion of the area’s population resides in a much larger number of dispersed settlements in

semi-rural valley locations, many of which are dependent upon the area’s primary key

settlement/hubs for some amenities. Investment will need to be balanced between the key hubs

and the locally important service centres.

The programme area does coincide with the rural development programme area of operation, with

the Ogmore Valley wards being eligible for both streams of funding over the next few years.

Local – Bridgend

This section of the policy review focuses on the following documents;

Bright Future – A Community Strategy for Bridgend County 2009-2012 Bridgend County Borough Council Adopted Unitary Development Plan Bridgend County Borough Local Development Plan Bridgend County Children and Young People’s Plan 2008-11 Bridgend County Borough Corporate Equality Scheme 2009-2012 Our Vision: Fit for the Future - Bridgend County Borough’s Regeneration Strategy 2008-2021 Bridgend County Tourism Strategy 2000-2006 Your Life - in a Healthier Community Health, Social Care and Well-Being Strategy for

Bridgend County Borough Council 2008 – 2011 Community Safety Partnership 2008-11 Crime and Disorder Plan for Bridgend County Rural Bridgend Local Produce Demand Study, 2009 Rural Tourism Product Research, 2009

Bright Future – A Community Strategy for Bridgend County 2009-2012

Bridgend County Borough is considered to be a county of contrast, community, opportunity and

business. Based on this, the Strategy concentrates on six areas to address the current climate and

future improvements; or to realize the vision for Bridgend: “A bright future that celebrates and builds on the successes of our past and present”. Those areas include: Strong Communities, Young

Voices, Healthy Living, New Opportunities, Proud Past, and Green Spaces.

Within the Strategy there is acknowledgment of opportunities not being utilized and how they will

use those opportunities in the future, and acknowledgement of the past and how that can be

preserved and used in the future. There is a focus on young people in the community and building

the strategy through consultation with local residents. The Strategy shows previous progress and

how to continue that progress. The Strategy also responds to the desire and many benefits of green

spaces. Areas of specific concentration to address first include alcohol misuse, the economic

recession, emotional wellbeing, and citizen engagement.

The Local Service Board is in direct correspondence with the deliver board which consists of:

Learning and Skills Network, Children and Young People’s Partnership, HSCWB Partnership Board,

Community Safety Partnership, Never Too Old Action Team, and Regeneration and Environment

Partnership.

The Strategy aims to work within the national priorities set out by the National Assembly for Wales

in One Wales. This four year programme for government aims to achieve:

A strong and confident nation

A healthy future

A prosperous society


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Living communities

Learning for life

A fair and just society

A sustainable environment

A rich and diverse culture

The Strategy not only looks nationally, but regionally as well addressing sustainable development,

equality and Welsh language, and engagement, communication and consultation.

The Strategy ends with a 12 month action plan, addressing each of the sections previously presented

with projects, activities, milestones, responsibility, and success measure.

Bridgend County Borough Council Adopted Unitary Development Plan

The UDP replaces the old development plans for the area which comprises the Mid Glamorgan

Replacement Structure Plan, the Mid Glamorgan Mineral Local Plan for Limestone Quarrying and the

Ogwr Borough Local Plan. The plan covers the period upto 2016.

The UDP covers the whole of the County Borough of Bridgend. The County Borough is at the

geographical heart of South Wales. It covers an area of approximately 25,500 hectares, and in 2001

had a population of 128,650. The County Borough extends approximately 20km from east to west,

encompassing the Ogmore, Garw and Llynfi valleys to the north, and bordering the Bristol Channel

to the south. The largest settlements are the towns of Bridgend and Maesteg and the seaside resort

of Porthcawl. Bridgend is the largest of these settlements and is the administrative centre for the

area. The County Borough has an excellent transportation infrastructure with the M4 motorway

traversing the southern part of the County Borough in an east-west alignment, providing fast road

access to Cardiff, Swansea, and the rest of South Wales and beyond. Additionally, an inter-city high

speed rail service linking the area with the whole of the national rail network provides fast and

efficient rail transport, whilst Cardiff-Wales Airport is only 19 kilometres away.

The UDP identifies the need to tackle a contrasting set of issues within the valleys areas in terms of

deprivation. It states that these areas previously dependent upon the coal and iron industries have

suffered the most in terms of the dramatic shift in the structure of the local economy over the past

30 years or so, and have been starved of new job opportunities and of investment in general.

Increasingly, what were once cohesive and viable valley communities are becoming fragmented and

excluded from the benefits of economic growth. The falling population and changes in retail

patterns, particularly in the Ogmore and Garw valleys means that communities are unable to sustain

commercial ventures including essential shops, and increasingly community facilities need to be

heavily subsidised.

It continues by explaining that the changing fortunes of the communities of the County Borough are

closely tied in with the changes which have taken place in the economy. Many of the communities in

the County Borough owe their origins to the iron and coal industries which formed the lifeblood of

the area for much of the past 100 years. However, since the 1940s these traditional heavy industries

have gradually disappeared. New employment opportunities were created as modern manufacturing

enterprises established primarily in the southern part of the County Borough, along the major road

network. This area is now home to many important international manufacturing establishments.

Manufacturing is an important source of jobs in the local economy; however, most of the workforce

in the County Borough are employed in the service sector.


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Bridgend County Borough Local Development Plan

On the 12th May 2005, the Council adopted its Unitary Development Plan (UDP). However the

emerging Local Development Plan will supersede the UDP once adopted.

The Plan sets out the land-use planning policies of the County Borough which are used in the

determination of planning applications. These policies include land-use allocations for different

types of development (i.e. housing, employment, retailing, education, open space etc.) as well as

criteria for assessing individual proposals. Potentially the Plan has a direct effect on the lives of every

resident of the County Borough as well as major implications for landowners.

The LDP, whilst having the same purpose as the UDP, will guide development in the County Borough

up to 2021, and will be reviewed periodically. Welsh Assembly Government guidance makes the

process of preparation of LDPs much shorter than UDPs and requires Local Authorities to adopt the

Plan within four years.

The Bridgend Local Development Plan Pre Deposit Proposals sets out a vision for the LDP which

states:

“By 2021, Bridgend County Borough will be transformed to become a sustainable, safe, healthy and inclusive network of communities comprising strong, interdependent and connected settlements with improved quality of life and opportunities for all people living, working, visiting and relaxing in the area.

The catalysts for this transformation will be:

a successful regional employment, commercial and service centre in Bridgend a vibrant waterfront and tourist destination in Porthcawl a revitalised Maesteg and thriving Valley communities”

The Pre-Deposit Proposals are based around the following four themes:

To produce high quality sustainable places To protect and enhance the environment To spread prosperity and opportunity through regeneration To create safe, healthy and inclusive communities

The successful delivery of the LDP Strategy relies on three elements:

The implementation of four key strategic regeneration growth areas The development of four strategic employment sites The delivery of other targeted regeneration projects (which includes Ogmore Valley and

Garw Valley)

Bridgend County Children and Young People’s Plan 2008-11

Whilst a high proportion of children and young people in Bridgend County Borough are taking

advantage of the services, activities and opportunities available there is still room for improvement

and the new Bridgend County Children and Young People’s Plan 2008-11 address this. There are

seven core aims to give children and young people a chance to have a high quality of life including


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areas such as: education, health, access to play, leisure, sporting and culture activities, access to a

safe home an community, being respected and not being disadvantaged by poverty and having a

secure family environment. Each aim has strategic intentions and does not limit focus to urban

areas but the whole county. Aims have contributions of local partners to delivering local priorities

which are laid out in prioritised outcomes, actions, operational plan(s), service providers, resources

and sources of funding, and completion dates. Agreed performance measures and targets include

priority outcome, measure, current performance, local targets, and responsibility.

Bridgend County Borough Corporate Equality Scheme 2009-2012

The Bridgend Corporate Equality Scheme sets out the plan for delivering the Council’s services and

meeting equality duties. The scheme embodies the Authority’s commitment to be Fair, Ambitious,

Customer-focused and Efficient (FACE); and will enable local people, partner organisations and

national organisations with an overview of the Council’s priorities and planned actions for the

following three years. Overall, the ultimate goal is to improve the quality of life for those living and

working in the county borough enabling all citizens, families, and communities to take advantage of

the opportunities on offer. The Equality Scheme lays out recent achievements as well as presenting

future actions. It is the aim of the Council to update and address issues laid out in the Scheme

frequently as it is understood the environment of the county is ever evolving.

Our Vision: Fit for the Future - Bridgend County Borough’s Regeneration Strategy 2008-

2021

Fit for the Future defines regeneration as an over-arching activity delivering a balanced approach to

revitalising the well-being of communities through social, physical, and economic improvements.

The Strategy seeks to promote entrepreneurial and wealth-creating activities: it builds on and

integrates economic development and tourism, urban and rural physical regeneration, and health.

The Strategy also integrates with key values embedded in the Community Strategy. Working

alongside other major local strategies, including Bridgend CBC’s Corporate Plan, the Economic

Regeneration Strategy, the Health and Well-Being Strategy, and sub-regional plans for tourism,

transport and rural development, Fit for the Future emphasizes key actions to prepare for, take and

maximise opportunities for local people and businesses, and to attract new investment into the

Borough. Its vision is:

By 2021, Bridgend County Borough will be recognised as a self-contained,

productive sub-regional economy, with a skilled and utilised workforce, in a

place where people and businesses want to be

The strategy identifies that the County Borough has a great natural environment, and in being home

to a world-class manufacturing business. It does however identify that it needs to develop itself as a

sub-regional centre, it will need to raise its competitiveness and grow the distinctiveness of its

brand. A number of key challenges are identified by the strategy:

Challenges for businesses

At present the overall performance of the economy is not competitive. There is a productivity gap. And enterprise is also an issue.

Challenges to people

Inactivity and skills shortages in the labour market are a cause for concern.


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Improving education and skills supply is a key to future prosperity and economic activity. Success needs to be better shared to tackle deprivation, poor health outcomes and high

benefit take-up. Challenges for places

Quality of life is not highly rated against Welsh competitors. Environment and tourism are major assets, but need improved access, visibility and

differentiation from competitors. Infrastructure development will need to be focused on to attract inward investment and

support job creation. Town centre renewal is a crucial element in the regeneration of Bridgend CB.

In looking at action planning, there are a number of gaps that need addressing which have a

relationship within the rural landscape.

Strategic Aim 1: Enabling wealth and increasing enterprise

Focus Clusters

To address the productivity and enterprise challenges facing Bridgend CB, and to raise

competitiveness, Focus Clusters are proposed. The current state of clustering will be identified, and

a development programme developed. Clusters are geographically proximate groups of

interconnected companies - suppliers, service providers, and associated institutions in a particular

field, linked by commonalities and complementarities. This could be applied to food and tourism

based industries and within rural businesses that are based in the knowledge sector, innovation and

new technologies.

The Business Ideas Bank

To stimulate entrepreneurial activity and encourage enterprise, activity focusing on supply chain

development provides the ideal opportunity for a further, closely linked, transformational, action

through establishing a ‘Business Ideas Bank’. This is designed to encourage new start-ups and

provide new growth-oriented opportunities for existing businesses.

Joint procurement initiative

This is a short-to-medium action bringing together major procurement activity, involving schools,

prisons, hospitals and the local authority, to focus opportunities for local procurement, and

improved access to public sector contracts for SMEs and social enterprises. In relation to this

objective, actions need to be taken both by the public sector and the businesses themselves to

enable the local business population to maximise procurement opportunities.

Strategic Aim 2: Building up skills levels and entrepreneurial attitudes in an active labour force

Develop a Skills Strategy

This short-term Action is a fundamental first step identified by all parties as crucial to our success in

raising skill levels and integrating our approaches to skills development. It will improve and develop

labour market intelligence, guide the wide variety of skills training and education activity already in

place, and focus it to meet demand. The Strategy will target key skills gaps identified in the Strategic

and Operational Aims: young people with no skills, and the need to boost knowledge-based

business.


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Strategic Aim 3: Making a great place to live, work, visit and play

Branding Bridgend CB

Sensitivity to the issue of potential confusion between the town and the County Borough of

Bridgend underlines a more fundamental need to find a unified and unique brand for Bridgend CB.

Uniting and unifying the work of partners leading the Local Service Board and this Strategy will raise

aspirations of existing residents and businesses, allow new marketing material to highlight Bridgend

CB’s potential, and also respond to the key issue of how to differentiate Bridgend CB from its

neighbours, as well as benefit from wider investment in the region. The need to develop an image

for Bridgend CB which will attract further business investment, inward migration and tourism, is at

the heart of Fit for the Future. The brand needs to engage private and public sector service providers

in meeting local needs.

Valleys Regional Park (supported by the Rural Development Plan)

Acting as a crucial link between economic, social and environmental regeneration, this action to

strengthen the environmental networks will enhance quality of life and support tourism and leisure.

This long-term Action builds on existing work to create a Valleys Regional Park in the Heads of the

Valleys Plus area and the Valleys part of the Connections Corridor. Working with key partners,

including WAG and the Countryside Council for Wales, Bridgend CB will need to identify

opportunities to align the programme to existing investment and activity, particularly in relation to

the Rural Development Plan and projects in the Heads of the Valleys Plus area and the Valleys part of

the Connections Corridor.

Hosting a Major Event

Bridgend CB already has a strong reputation for activity sports, in particular, golf and watersports.

However, there is widespread anticipation that Bridgend CB can work with adjoining authorities and

agencies to develop and market plans for high profile, prioritised programme major events. This

action will build on existing capacity and expertise: the first actions will be developed from existing

proposals to attract wide international coverage and knock-on tourist and leisure investment

opportunities, through golf, watersports and music events. Bridgend CBC will take forward this

action, to engage stakeholders and build practical outputs linked into the new brand for Bridgend

CB.

Bridgend - a Fairtrade Town

Fair trade is being promoted as part of a WAG initiative with Wales aiming to become the world's

first Fairtrade country. With the existing recognition of Porthcawl as a Fairtrade town, Bridgend’s

Town Centre regeneration offers an opportunity to create a further Fairtrade Town, and then

Bridgend CB as a Fairtrade County Borough, strengthening both the image building and business

development aspects of Fit for the Future. The medium-term action, bringing together the majority

of businesses to promote fair and ethical trade where possible, combines wealth creation with an

ethical, environmental and marketing tool.

Strategic Aim 4: Strengthening and renewing infrastructure

21st Century Employment Sites

This long-term Action involves deepening understanding to enable us to develop a programme to

exploit opportunities already emerging, through a high quality mix of employment sites, to meet the


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demands of the changing economy and to create a mix of employment opportunities to meet and

lead development of the various skills sets and service provision within the area. These strategic

development projects are often beyond the control of Bridgend CB and could create both

opportunities and threats which should be fully explored. The potential benefits of employment and

business opportunities which could arise through value-added jobs and supply chain linkages should

be exploited. The potential negative impacts such as potential inward and outward migration and

changing requirements for health and education services will also be considered to ensure that our

Strategy is fully informed by future developments.

An Audit of Public & Third Sector assets

As part of a range of early actions to improve information and focus, identified in the strategy

development process, this audit will report on a wide range of physical assets held by the Council

and its public sector partners. Delivery capacity for the Strategy as a whole will be enhanced by a

detailed understanding of properties available for use, for change of use and for transfer into

regeneration programmes. The audit will also include assets dedicated to community use, to bring

together an overview of access and availability – through this action, options for bringing buildings

into use, changing use and identifying resulting opportunities for private and community sector

organisations will be clarified.

Implementation

Implementation of Fit for the Future will be the responsibility of the Regeneration and Environment

Partnership (REP), a sub-group of the Local Service Board. This structure is still evolving at present,

but it is envisaged that the LSB will create a Regeneration and Environment Partnership with private,

public, voluntary and community sector membership, to lead the Strategy. Delivery of projects will

be led by a variety of appropriate agencies and companies, with a co-ordination and support service

from Bridgend CBC officers.

Bridgend County Tourism Strategy 2000-2006

Tourism is recognised as an important part of the local economy. £119 million was spent in the year

2000 alone, that includes 2,430 people employed in the sector, and 3,127,000 visitors to the

Borough. This tourism strategy indicates its intention to “develop local priorities to enable the full

potential of the area to be achieved in terms of tourism.” Further to this, they state their vision as;

To develop, co-ordinate and manage tourism, in order to maximise its benefits to the local economy

whilst minimising any adverse effects on local communities and the environment.

The strategy recognises the threat to UK tourist destinations from the competition of foreign

holidays, but also recognises the tourism growth opportunities that present themselves along the

M4 corridor and in the valleys and in particular, the cluster of tourist attractions in the Garw Valley.

Following consultation with the tourism trade, council officers and members, this partnership has

led to the following 7 key issue definitions;

Tourism signposting and information provision; Quality of accommodation and product; Weak events and attractions base; The need to develop new markets; The need to enhance the image of the area in a cost effective manager; Environmental degradation and the need for improvement;


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Training and staff issues.

Key actions and objectives have subsequently been developed to provide the framework for

strategic growth in Bridgend County Borough over the next 5 years. Monitoring and review will take

place annually and involvement of the private sector will be on-going throughout the entire period

through the Tourism Forum – a group of tourism operators meeting biannually.

Finally, the document stresses the aims of the strategy as to produce an agreed strategic framework

that reflects the views of the tourism industry and identifies the way forward to achieve the vision

statement during the period 2002-2006. Furthermore, work is currently underway to extend the

strategy post 2006.

Your Life - in a Healthier Community Health, Social Care and Well-Being Strategy for

Bridgend County Borough Council 2008 – 2011

This is the second Strategy of its kind to be produced using a Health Needs Assessment to steer

health service planning for the subsequent three years. It replaces its predecessor strategy (Health

Social Care and Wellbeing 2005 – 2008), and was produced by the Health and Well-Being

Partnership. This Partnership comprises many stakeholder organisations including Abertawe Bro

Morgannwg University NHS Trust, the National Public Health Service, Bridgend Association of

Voluntary Organisations and Bridgend Community Health Council. The vision of the Partnership for

the long-term future of Bridgend County Borough is two-fold, namely:

The health and well-being of the people of the County Borough of Bridgend will be the best in Wales; and

Everyone has appropriate access to first class services delivered by organisations working together.

The aim of the Strategy is to improve people’s health and well-being, to help people to receive good

public services when and where they need them and to make sure there is fairness applied to all

people who need to get a service.

As indicated above, prior to the publication of the Strategy, the Partnership carried out a Health

Needs Assessment process, which indicated that they should focus attention over the next three

years on four main priorities:

Increasing physical activity and improving nutrition; Chronic disease prevention and management; Improving mental health and emotional well-being; and Tackling alcohol misuse.

In addition there are three themes underpinning the priorities of this plan, namely:

Reducing Health Inequalities; Healthy Living and Well-Being; and Health and Social Care.

The plan is reviewed annually by the Assembly Government, and will be replaced in 2011.

Community Safety Partnership 2008-11 Crime and Disorder Plan for Bridgend County

This is a partnership document written collaboratively by Bridgend County Borough Council, South

Wales Police Bridgend, South Wales Fire and Rescue Service, and Bridgend Local Health Board. The


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Partnership’s Vision is to make Bridgend County an even safer place to live, work and visit, through

sustained joint working between the statutory, business and third sector partners.

There are four main objectives to the plan:

Addressing Quality of Life issues; Reducing Violent Crime; Tackling Prolific and Priority Offenders; and Improving Communication and Reassurance.

Furthermore the following recommendations reflected in the Police and Justice Act 2006 and in

subsequent regulations, are embedded into the operations of Bridgend CSP:

Empowered and Effective Leadership; Visible and Constructive Accountability; Intelligence led Business Processes; Effective and Responsive Delivery Structures; Engaged Communities; and Appropriate Skills and Knowledge

The plan states that the interaction between the CSP and communities should be a two way process,

with each working together to agree priorities and actions. The premise behind this is that this

interaction will foster greater understanding between the community and partners, which in turn

will not only reduce crime and disorder but will also improve local quality of life issues and reduce

the fear of crime.

Rural Tourism Product Research, 2009

In 2009 Bridgend Rural Partnership commissioned a research project involving a comprehensive

mapped audit of tourism product in the rural wards of Bridgend CBC. The intention was that this

audit would subsequently inform future marketing and development. The audit would also be

represented in a digital map format in order to give an idea of spatial relationships between

products.

The research sought to achieve three objectives, namely, to:

Understand existing rural tourism provision and markets;

Increase community engagement in rural tourism; and

Inform future strategic rural tourism development.

The methodology for the audit was two-fold involving desk and field based research along with a

programme of community consultation, in the interests of stimulating community ‘ownership’ of

tourism within the Rural wards. The audit identified through the audit included: 28 accommodation

providers; 110 attractions (including landscape assets; crafts; folklore sites etc); 62 activity related

assets; 78 hospitality/catering providers; 14 event related assets;15 other assets (e.g. shopping;

choirs/bands; toilets etc; and 6 projects currently in development.

The research indicated that the local audience was crucial to the survival of these diverse tourism

assets although roughly 40% of respondent businesses claimed to receive significant business from

nonlocal/overseas customers. Respondents cited a range of users who support their business

including locals (classified a catch all ’everyone’); families; visitors; business and corporate;

students/schools; and, (interestingly, to a lesser extent), cyclists and walkers.


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Over 80 people attended the consultation events, and contributed to discussions on existing tourism

assets as well as opportunities for and threats facing tourism development within Rural Bridgend.

These issues are summarised below:

The need to address issues regarding identity and image;

The need to provide basic amenities at key visitor ‘hubs’;

The need to rationalise print/web-based information;

The need to further develop the accommodation offer;

The ongoing need for support for Rural tourism in terms of marketing / communication / providing strategic direction/networking;

The need to address public transport weaknesses/provide special services for walkers/cyclists;

The need to lobby against inappropriate development;

The incredible network of walking/cycling routes and the importance of securing resources to maintain them;

The importance of ensuring that community ownership is maintained;

The need to address the issue of improving the quality of many facilities; provide ongoing support for existing attractions and support developments which meet identified needs; and

The opportunity to develop strategic links.

In addition, the report sets out in detail more specific recommendations regarding product

development, including:

Enhancing the walking/cycling/riding offer;

New products centred around: o Early heritage; o Church tourism; o Views and vistas; o Informal activity breaks; o Events; and o The story of Richard Price.

Finally, these diverse issues and recommendations are summarised in an action plan aimed to

stimulate the on-going development of the tourism industry in the area.


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3. Demographic Profile

This section provides a baseline summary of the key demographic data of the study area.

In the past decade Wales has experienced a growth trend as have Bridgend County Borough and the

Ogmore Valley (Figure 5). Although lower than both Bridgend and Wales, the Ogmore Valley

population has increased at a substantial rate of 2.63% between 2001 and 2008 for a rural area

(Table 1). This is likely to be due to the overflow of the city of Bridgend as often residents are willing

to travel to the city in order to live in a rural community where the lifestyle is more relaxed and

where there is a sense of community.

Table 1: Population Change

2001 Census

Population

2008 Population

Estimate Percent Change

Ogmore Valley 7,798 8,003 2.63%

Bridgend 128,735 134,794 4.71%

Wales 2,903,085 2,995,000 3.17%

Population percent change calculated as ((X-Y)/Y)100 (i.e. ((2008-2001)/2001)100)

Source: Small Area and Local Authority data: Statistical Directorate, Welsh Assembly Government. Wales data: National Statistics (Nomis: www.nomisweb.co.uk). Census of Population, 2001. Crown copyright material is reproduced with the permission of the Controller of HMSO.

Figure 5: Population Percent Change by Area

Year on year, the Ogmore Valley

has experienced fluctuations in

population growth where some

periods underwent larger changes

(2001 to 2003) whilst others

experienced smaller changes

(2006 to 2008). This pattern is

significantly different from

Bridgend as the county borough

has had smaller fluctuations.

However, while year on year data

shows changes, the overall trend

in all three areas show population

growth.

Source: Statistical Directorate, Welsh Assembly Government

As of 2001, population distribution by age groups was relatively well distributed with peaks in the

younger ages (younger than 15), in the working age adult (30-39) and in the mature adult (50-59).

This is an economically and socially healthy population as there is a fair spread of multiple

generations. Although the Valleys have an image of being an aging population where those that

settled years ago were there to work in the mines, the proportion of elderly in the community is

quite small.


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In comparison to Wales, the Ogmore Valley has a higher proportion of 30-34 as well as youth – i.e.

young families. Similarly, the Ogmore Valley has a higher proportion of young families, but also has

a higher proportion of males 50-59 and females 75-90+.

Figure 6: Population Pyramid

Source: National Statistics (Nomis: www.nomisweb.co.uk). Census of Population, 2001. Crown copyright material is reproduced with the permission of the Controller of HMSO.

In reviewing domestic migration statistics for the Ogmore Valley it is evident that the Valley has

experienced fluctuations over the past decade, but over the period has remained constant (Figure

7). Out-migration from the Valley has continually remained lower than in-migration, leading to

overall growth.


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Figure 7: Inflow and Outflow for Ogmore Valley, 2001-2008

It is evident from Table 2 that

population growth in the

Ogmore Valley is not due to

the birth rate; in fact, as of

2008 the death rate was

higher than the birth rate

which alone would lead to an

overall population decrease.

Figure 8 shows how the death

rate has been higher than the

birth rate since 2006 and the

displays the increase in deaths

between 2007 and 2008 in

relation to the decrease in

births in the same time period.

In comparison to Bridgend and Wales, the birth rate is normal; however, the death rate is

significantly higher. This directly correlates to the age structure of the Valley, where there is a lower

proportion of elderly. It is unclear why there is a disparity between the birth and death rates,

especially considering the low proportion of elderly in the community.

Table 2: Crude Birth and Death Rates, 2008

Ogmore Valley Bridgend Wales

Crude Birth Rate 11.25 12.09 11.90

Crude Death Rate 13.62 10.73 10.71

Net Effect -2.37 1.36 1.19

Source: Neighbourhood Statistics (www.neighbourhood.statistics.gov.uk). Live Births, 2004-2008; Deaths, 2004-2008. Crown copyright material is reproduced with the permission of the Controller of HMSO.

Figure 8: Ogmore Valley Crude Birth and Death Rates, 2008


Source: Neighbourhood Statistics (www.neighbourhood.statistics.gov.uk). Population Turnover Rates, 2001-2008. Crown copyright material is reproduced with the permission of the Controller of HMSO.


23/06/2010 30

Both Bridgend and Wales have experienced similar trends in births per 1,000 population over the

past two decades, with a general decrease until 2002 followed by an overall increase as seen in

Figure 9.

Figure 9: Births per 1,000 Population

Source: Statistical Directorate, Welsh Assembly Government (StatsWales: www.statswales.wales.gov.uk)

However, unlike Wales and Bridgend, the Ogmore Valley experienced a general increase in its crude

birth rate followed by an overall decrease while both Wales and Bridgend continued to increase

(Figure 10).

Figure 10: Crude Birth Rate


Death rate is measured as the number of registered deaths each year per 1,000 residents. Whilst

the Welsh population increased overall by more than 14,000 people between 2006 and 2007 there

was an obvious increase in death rates. The increase in death rates could be due to the elderly

population, of which there has been a decrease.


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The Ogmore Valley has a significantly higher death rate than both Bridgend and Wales, which are

fairly stable and uniform as seen in Figure 11.

Figure 11: Death Rate


While there has been an increase in both birth and death rates, overall population growth in the

Ogmore Valley is most likely due to in-migration as seen in Figure 7.

3.1 Key Issues There is a possibly unsustainable growth in social housing in the Ogmore Valley while at the same

time a high death rate. It is a possibility that these are the effects of the industrial legacy.

The Ogmore Valley is experiencing a shift in the age-structure due to incoming population which can

lead to a couple of issues including the effect on schools and how to embed the new population.

Also, finding what commits the new population to the area can help the communities maintain their

new population.

3.2 SWOT

SWOT Analysis

Strengths Opportunities

Aged balanced population

In-migration: o high wage levels o supply to services o entrepreneurship

Potential to embed new population within community

Weaknesses Threats

Small net outflow of population

Higher death rate linked to historical health problems (industry, housing)

In-migration – cultural dilution

Lower birth rates – declining indigenous growth


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4. Health

This section details key health data within the study area.

In terms of the limiting long-term illness, Census Data (2001) highlights a significantly higher

proportion of the population has a limiting long-term illness (28%) than the proportion for BCBC

(24.5%) and Wales as a whole (22.7%). Within the Valley this proportion is greatest within the

Blackmill electoral ward (30.3%).

Table 3: Percent Population with Limiting Long-Term Illness

Spatial Area Limiting long term illness

Ogmore Valley 28.0%

Nant-y-Moel 26.9%

Ogmore Vale 27.0%

Blackmill 30.3%

BCBC 24.5%

Wales 22.7%


More recent health data has been compiled to form the Health Domain for the WIMD (2008). This

domain scoring combines limiting long-term illness with death rate, cancer incidence rate and

proportion of low-birth weights. The six Lower Super Output Areas (LSOAs) that form Ogmore Valley

have been ranked against the other LSOAs in Wales. All of the LSOAs in the Ogmore Valley are

within the 50% most deprived in terms of health in Wales. The worst performing LSOAs are both

Blackmill 2 and Nant-y-Moel 2, both within the most deprived 10%.

Health Perceptions Figure 12: Health Perceptions



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Consideration of residents’ perceptions of their health is considered to be valuable in predicting the

need for health and personal care services. (Research Paper 01/21, House of Commons)

For all three electoral wards within the Valley there is a lower proportion of the population who

considered themselves to be in ‘Good Health’ and a corresponding proportion who considered

themselves to be ‘Not in Good Health’. Perceptions of health are consistent with recorded health

statistics.

Incapacity Benefit

Although this benefit was been re-packaged into an Employment and Support Allowance, past

claimant statistics provide an indication of health levels of the labour force. In the Ogmore Valley,

trends suggest a general moderate improvement in claimant numbers between 2001 and 2008. As

the following table highlights, this reduction in incapacity benefit claimants has been smallest in the

Blackmill ward area, perhaps linked to the high proportion of limiting long-term illnesses already

identified.

Table 4: Claimant Counts by Year for the Valley Communities

Date Nant-y-Moel Ogmore Vale Blackmill

Nov-08 215 255 270

Nov-07 225 295 270

Nov-06 235 290 265

Nov-05 235 275 270

Nov-04 230 290 255

Nov-03 260 280 270

Nov-02 245 280 265

Nov-01 255 285 275

% Change -15.7 -10.5 -1.8


Health Facilities

The nearest hospital is 8 km south of the Ogmore Valley – the Princess of Wales General Hospital

(Bridgend). Other hospitals within relative proximity are the Community Hospital, 15km west in

Maesteg that has specialist ear, nose and throat treatment, and 9 km north of Ogmore Valley, the

New Hospital in Llwynypia, RCTCBC.

The Ogmore Valley has an adequate provision of health facilities including doctor surgeries in Nant-

y-Moel, Ogmore Vale and Evanstown, pharmacies in the Ogmore Vale and Nant-y-Moel, and also an

NHS dentist and optician in Ogmore Vale. The Evanstown area of Blackmill relies on Cwm Gwyrdd

Medical Centre located between Evanstown and Gilfach Goch. This facility was opened in February

2009 and incorporates state-of-the-art facilities for two GP Practices, accommodation for two NHS

Trusts and a Co-op pharmacy. Further services provided include community dentistry, counselling

and therapy.


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The future of Bridgend’s local health facilities and services is currently being considered as part of a

national healthcare restructuring. Consultation has indicated a significant reduction in the

differentiation between primary health care and social services which might broaden the role of

existing health facilities. Whilst there is at present no indication of a rationalisation of existing

primary health care facilities, there is always a risk of a reduction in the number of health care

venues as selected facilities expand their service provision.

In terms of child care, previous consultation work undertaken by OVCRA has indeed highlighted a

distinct lack of child-care provision within the Ogmore Valley. With the exception of the crèche

facility at the Ogmore Life Centre which provides a supportive child care service three mornings a

week for those undertaking specific activities at the centre, there are no local childcare facilities

within the Ogmore Valley. The Brynant Centre in Nant-y-Moel formerly offered child care provision

but the building has become not fit for purpose.

Outside the community, Gilfach Goch Community Centre, adjacent to Evanstown includes the Flying

Start programme, targeting high priority children, but this facility does not perform a childcare

service for the wider community.

There has however been a recent planning application for the development of a childcare facility on

land north of Ogmore Vale Primary School but this has been refused on the grounds of flood risk.


23/06/2010 35

Figure 13: Health Facilities


23/06/2010 36

Healthy Living

Other aspects synonymous with the existing and future health conditions of the Ogmore Valley are

both food/nutrition and the potential for ‘active’ lifestyles. Indeed, increasing physical activity and

improving nutrition are fundamental components of the ‘Health Challenge’ for BCBC.

Nutrition

BCBC, through their Food and Nutrition Action Plan (2008-2011) demonstrates a strategic

commitment to improving food quality and nutrition for the whole population. Within Ogmore

Valley this has translated into food co-operatives that operate from specific points within the Valley.

Consultation has revealed there is little collaboration and partnership working between each venue.

There are further opportunities to combine resources to minimise costs and market collectively.

The Berwyn Centre in Nant-y-Moel for example, currently sells approximately 60 bags a week, but

this has reduced from around 80 bags because delivery timings meant food was stored for 24 hours

before it was sold. Consequentially fruit and vegetables

went off too quickly once purchased and residents quickly

lost interest.

Another food co-operative in Evanstown, run from

Abercerdin Primary School has seen a significant decrease in

bags sold. Whilst initially 60-70 bags were being sold this

number has reduced to approximately 10. Apparently the

quality of supply is considered to be one of the main factors

affecting provision; their supplier is different to the rest of

the co-operatives in the Ogmore Valley. Other food co-

operative venues in the Valley are located in Lewistown’s Community First Office and Ogmore Vale’s

primary school.

Active Lifestyles

Consultation has highlighted the interest of BCBC in improving workplace health. A proposed

‘Healthworks’ Programme seeks to encourage healthier lifestyles of employees of businesses within

the county to reduce staff sickness rates, improve staff retention, improve productivity and reduce

levels of incapacity benefit.

As Section 9 highlights there is a strong local network of formal and informal sports facilities within

the Ogmore Valley, albeit varied in nature and quality. Consultation with OVCRA has identified that

whilst a variety of different improvement initiatives are underway (for example the approved bowls

green renovation in Ogmore Vale and pavilion improvements at Aber field) more could be done to

improve local connections with the natural environment.

Of particular note is the draft Strategy for Sport and Physical Activity (2009-2019) produced by BCBC.

The Strategy proposes a tiered approach to future sports facility provision that is likely to have

implications on the level of sports and recreational provision in the Valley. This strategic approach

to sports and recreation provision will consider the spatial distribution of existing sports and

recreation facilities within the valley to determine where future funding for such facilities should be

focused. At its relative inception, this strategy is an opportunity for the potential renewal and

expansion of existing facilities.

The Berwyn Centre Food Co-operative Image 1: Berwyn Centre Food Co-

operative


23/06/2010 37

A variety of groups such as Groundwork Bridgend, Venture Out, and BCBC rambling run local

walking, Nordic walking, and dance sessions to appeal to specific target groups and the wider

population. Consultation with providers has revealed that residents prefer to undertake activities in

groups that are directly associated with their area of residence. This has in the past constrained the

success of these activities. Residents are apparently willing to integrate with other communities on

an ad hoc basis, but to ensure longevity there must be a sense of local ownership.

Cycling - both road and mountain biking are popular within the Valley. Ogmore Valley Wheelers is

the local cycling club and runs regular club rides which utilise the local road and off-road networks.

There appears to be a strong local youth bike culture centred on the skate park in Nant-y-Moel.

Consultation has indicated the significant regional draw the facility has for children as far as

Bridgend itself because of the strength of the local bike community.

Complementary to this is the Community Cycling and Walking route which is a traffic free

sustainable link that runs throughout the Valley.

The proximity of the Upper Afan Forest is also considered important, not only in developing links

with an established visitor destination (see Section 10), but also for encouraging healthy, active

lifestyles of local residents.

4.1 Community Views Consultation highlighted the relative distance of the doctors’ surgery for residents of Blackmill as the

nearest surgery is either in Ogmore Vale or south in Bryncethin.

In Nant-y-Moel the community reported alcohol and drug abuse to be an issue affecting the

community. In addition residents highlighted a lack of healthy living initiatives that are tailored

specifically to female residents in the Valley.

Figure 14: Ogmore Valley Health Word Cloud

The above word cloud (Figure 14)

depicts the key issues in the Ogmore

Valley according to residents who

attended community consultations

in Evanstown, Ogmore Vale, and

Nant-y-Moel. Discussions indicated

concerns regarding drug and alcohol

abuse above all other problems in

the Valley, with specific mention to discarded needles. It was also mentioned that outreach workers

were had to contact. The loss of the surgery once located in the Ogmore Hall, as well as the loss of

the only NHS dentist in the Valley, were concerns for residents. Currently the closest doctor is a 3 to

5 mile journey in Bryncethin from Blackmill. Women in the Valley felt they were not well catered for

in terms of promoting a healthy lifestyle, food nutrition, and/or relaxation. Residents would like to

see a pilot well-being project for women as a target group as well as targeted outreach for abusers

of drugs and alcohol.

4.2 Key Issues As indicated both in community consultation and via qualifying research, the proximity of three

hospitals (Bridgend, Maesteg, and Llwynypia) to the Valley is an issue. However, the possibility of


23/06/2010 38

introducing a hospital to the area with such a small population to support it is understood.

Regarding the overall health of the residents in the Valley, only a few consider themselves to be in

‘Good Health’ substantiated by a high proportion of residents suffering from a limiting long-term

illness (28%). Blackmill, on the whole, has a poor view of personal health complemented by a high

proportion of people suffering from a limiting long-term illness (30.3%).

As identified in Figure 13, there are a total of four food co-operatives available, distributed

throughout the Valle in Nant-y-Moel, Ogmore Vale, Lewistown and Evanstown. The Life Centre

provides an important healthy living hub within the centre of Ogmore Vale and possibly for residents

willing to travel to the Centre. The availability of established trails for walking and cycling areas to

encourage healthy living is good throughout the Valley, although improvements can be made.

While healthy living can be sustained, parents may be unable to fully support their families as there

is a shortage of childcare provision; identified by both OVCRA and consultation workshops.

Of all the communities in the Ogmore Valley, Blackmill has become an island of ‘poor health’ and

should be focused on in the future.

4.3 SWOT

SWOT Analysis


Ogmore Vale health centre o healthy living cafe o primary health and social services

Two doctors surgeries (Nant-y-Moel and Evanstown)

2 Pharmacies in Valley

NHS Dentist/optician – Ogmore Vale

Proactive approach to nutrition by LHB (Health challenge Wales)

Full coverage by food co-operatives

Ogmore Vale Life Centre – important community sports facility

Well provided outdoor sports facilities in Nant-y-Moel

Healthy Living centre initiative e.g. Venture Out

Proximity of three hospitals, (Bridgend, Maesteg, and Llwynypia)

All necessary health facilities are available within the Ogmore Vale.

A total of four food co-operatives available within the Ogmore Valley in Nant-y-Moel, Ogmore Vale, Lewistown and Evanstown, existing initiatives that encourage health eating.

Availability of established trails for walking and cycling areas to encourage healthy living.

The Life Centre provides an important healthy living hub within the centre of Ogmore Vale.

Awareness of food co-op’s in Valley

Potential community growing scheme

Immediate trails/network/landscape

Potential to target improved workplace health through a proposed ‘Healthworks’ Programme.

Potential BCBC investment in existing healthy living facilities through the emerging Strategy for Sport and Physical Activity.

Potential to encourage community food growing schemes to encourage health lifestyles.

Further promotion of healthy living opportunities through signposting and marketing/promotional material.

To encourage more inter-valley healthy living activities to maximise effectiveness of initiatives such as Venture Out and BCBC rambling.

Opportunity to develop childcare provision at Evanstown Community Centre.


23/06/2010 39

Weaknesses Threats

Signify health problems particularly in Blackmill ward percent of people suffering long term illness

Post-industrial health problems

Pocket of Nant-y-Moel in highest 15% for in reference to health

Only 14 allotments available in Evanstown – demand for future self sufficiency

High proportion of Valley suffering from a limiting long-term illness (28%), particularly focused in Blackmill (30.3%)

WIMD 2008 identifies Blackmill 2 and Nant-y-Moel 2 as two LSAOs within the most deprived 10% in Wales in terms of health.

Low proportion of residents considers themselves to be in ‘Good Health’, particularly in Blackmill.

A shortage of childcare provision within the Valley identified by both OVCRA and consultation workshops.

A general decline in the number of food bags sold by the food co-operatives within the valley related to quality and availability of produce.

The recent refusal of the Ogmore Vale Crèche proposal on the grounds of flood risk highlights a constraint to further health facility provision.


23/06/2010 40

5. Skills and Learning

Overview

The Ogmore Valley HARP study area comprises the catchment area for Ogmore Secondary school,

and includes three primary schools, all of which are English medium. The nearest Welsh medium

primary school is located in Pontycymmer, in the neighbouring Garw Valley. Primary schools in the

Ogmore Valley are generally undersubscribed and the number of surplus pupil places across schools

in the area remains a concern for the LEA.

Ogmore Secondary school is the nearest English medium high school, located in Brynmenyn and

which includes a Sixth Form. A new Welsh medium secondary school opened in 2008, on the

original upper school site of the English-medium Maesteg Comprehensive School in Llangynwyd.

Welsh medium pupils of Years 7 and 8 from the Ogmore Valley can now attend the new school, but

for those in Years 9 and above pursuing Welsh-medium provision, the only option currently is to

travel over the border into Rhondda Cynon Taff to Ysgol Gyfun Llanhari, a Welsh-language

Comprehensive school catering for Years 7 to 13.

For pupils who decide to access post-16 education in a Further Education institution, Bridgend

College has campuses in Bridgend, Pencoed, Bridgend Industrial Estate, Maesteg, and Pyle. The

college offers a full range of courses from Pre-Entry right up to Degree and Masters level in over 20

vocational areas. The majority of courses are delivered at the Bridgend campus, whilst the other

campuses are predominantly engaged with delivering the more vocational courses.

In additional to the Higher Education (HE) offer at Bridgend College, Universities in Swansea, Cardiff

and Pontypridd are the nearest HE institutions to the study area.

Primary Education Facilities

The extent of the educational offer in the Ogmore Valley at a Primary Level is comparatively good

given that each of the three wards encompassed by this VARP area is served by a local English

medium primary school, as indicated in the table below:

Table 5: Pupil Population, Free School Meals and SEN

Ward School Pupil

Population

January 2009

Percentage of pupils

entitled to free school

meals

Percentage of

pupils on SEN

register

Blackmill Abercerdin Primary School (Age Range 3 –11)

168 22% 51%

Nant‐y‐Moel Nant-y-Moel Primary School (Age Range 3 –11)

197 23% 42%

Ogmore Vale Ogmore Vale Primary (Age Range 3 – 11)

406 21% 26%

Source: Pupil Level Annual Schools' Census (PLASC). Statistics for Wales, Welsh Assembly Government


23/06/2010 41

As can be seen above, both Abercerdin Primary and Nant-y-Moel Primary have a significant

proportion of pupils on the Special Educational Needs (SEN) Register – at 51% and 42% respectively,

against a Wales average of just 10%. However, recent Estyn reports show Abercerdin (2008) as “a

good and happy school where staff and pupils successfully fulfil its key aim of working together in

order to achieve their best…… the school has made significant improvements in a number of

important aspects….” Nant-y-Moel was recognised (2008) as “A good school. Standards of

achievement, the quality of teaching and leadership and management are good…. Pupils are very

well cared for and supported in the inclusive school”. Ogmore Vale was said (2005) to be “a very

good primary school with outstanding features where pupils are taught well and make good progress

overall”.

A Special Educational Needs unit is in place in Ogmore Vale Primary School only, and interestingly

not in Abercerdin, which has over half its pupils registered SEN. It is worth noting that every school

in the Ogmore Valley caters for pupils from the age of three years, meaning that local nursery school

provision is available to children in each of the three wards in the study area.

Ysgol Gynradd Cwm Garw located in Pontycymmer, is the nearest Welsh medium Primary school,

catering for 3 – 11 years. In 2009 the pupil population in this school was 143, the percentage of

pupils of entitled to free school meals was 20% and the percentage of pupils on Special Educational

Needs (SEN) register was 31%.

Given that there is currently an English language primary school in each ward, transporting children

to English-medium provision is not a major issue for children living in the Ogmore Valley. Moreover,

Bridgend CBC will provide free transport to Welsh medium pupils of primary age to Ysgol Gynradd

Cwm Garw, a Welsh medium primary school catering for 3 – 11 years, located in Pontycymmer in the

neighbouring Garw Valley. Free transport provision to this school is provided from the Ogmore

Valley, and in the current academic year, the Local Authority is transporting almost 30 pupils from

the Ogmore Vale / Nant-y-Moel area, to the Welsh medium school in Pontycymmer.

In common with many areas across Wales and the rest of the UK, the Local Education Authority

(LEA) is facing difficult decisions over maintaining the most severely undersubscribed schools in rural

areas of Bridgend, and shortfall in meeting full pupil capacity is an issue for primary schools located

in the Ogmore Valley, to a greater or lesser extent. There are feasibility studies currently underway

to look at potential mergers of schools with 25% or more surplus places, to fit in with the School

Modernisation Programme.

The table below shows changes in performance at Key Stage 2 between 2004 and 2008, within six

sub-wards of the Ogmore Valley. Whilst these figures show only marginal improvements generally

across the whole of the Ogmore Valley, they indicate some variation across the sub-areas within the

three wards, with the widest disparity between Blackmill 1 and Ogmore Vale 1. This could perhaps

reflect the comparatively high proportion of pupils registered SEN in Blackmill. Most sub-wards

experienced only nominal changes in scores. However it is worth noting that Ogmore Vale 1 is the

only one of the six sub-areas which had a decreased score between 2004 and 2008, whilst the

greatest improvement in point score was in Nant-y-Moel 2.


23/06/2010 42

Table 6: KS2 Average Scores

Area KS2 average point score 2004 KS2 average point score 2008

Blackmill 1 73 79

Blackmill 2 79 79

Nant-y-Moel 1 81 81

Nant-y-Moel 2 81 87

Ogmore Vale 1 88 85

Ogmore Vale 2 85 86

Source: Indicator data for Education domain, WIMD 2005

Indicators for the percentage of pupils achieving expected levels of attainment at various levels

show some significant changes over the last three years. This is to be expected to some extent, as

numbers of pupils in a given year may be small and so subject to significant variation in terms of

average ability. However, in general terms it can be seen that both Abercerdin and Nant-y-Moel

show a trend of improvement at KS1 (although still significantly below the Bridgend or Wales

average), and at KS2. Nant-y-Moel in particular exceeds the County and Welsh average scores at

both levels. Given the comparative economic and social disadvantage in the area, it can be seen that

the primary schools in the Ogmore Valley are performing well in terms of value added.

Table 7 Percentage of Pupils Achieving the Core Subject Indicator at Key Stages 1 and 2

Ward School Percentage of Pupils

Achieving the Core Subject

Indicator at KS1

Percentage of Pupils

Achieving the Core

Subject Indicator at KS2

2007 2008 2009 2007 2008 2009

Blackmill Abercerdin Primary School 59% 74% 75% 65% 73% 81%

Nant-y-Moel Nant-y-Moel Primary School 92% 93% 100% 86% 95% 97%

Ogmore Vale Ogmore Vale Primary School 66% 82% 77% 84% 62% 77%

Bridgend 82% 81% 81% 76% 77% 79%

Wales 80% 81% 81% 74% 76% 77%

Source: Statistical Directorate, Welsh Assembly Government (StatsWales: www.statswales.wales.gov.uk) 2009

In terms of Primary School grant streams which are additional to core LEA funding, there are a

number of different programmes operating in schools in the Ogmore Valley. Regarding Basic Skills

Cymru funding, the following table show which of the individual grant programmes are currently

being used in the schools within the Ogmore Valley.


23/06/2010 43

Table 8: Basic Skills Programmes Running in the Ogmore Vale

School Language and

Play/Number

and Play

Family

Programmes

Strategic

Intervention

Grants

Training

Grants

Quality

Standard

projected

date for

award

Nant-y-Moel Y N Y Y Autumn 2010

Ogmore Vale N Y Y Y Spring 2011

Abercerdin TBC TBC TBC TBC Summer 2011

Source: Bridgend County Borough Council.

It is worth noting that Family Programmes (which tackles intergenerational basic skills needs,

through involving parents and children in the programme) is only running in one of the schools in the

Ogmore Valley. However, all schools in the area currently hold the Quality Mark and each of them

are anticipated to attain Quality Standard status by 2011.

RAISE funding has been used on a cluster basis across Bridgend, so that there is consistent approach

in all feeder schools to a given secondary schools. However, none of the three schools in the

Ogmore Valley are receiving RAISE funding for the current academic year (Abercerdin, Ogmore Vale

and Nant-y-Moel did not apply).

However, there are a number of other grants available to all schools within the Borough including:

WAG Energy Grant; WAG Special Grant; Foundation Phase Funding; Funding for Induction/Early

Professional Development; Professional Headship Induction Programme Funding; Social/Additional

Educational Needs; and Minority Ethnic Achievement Grant.

Secondary Education Facilities

Ogmore School is the nearest secondary school to the study area and is located in Brynmenyn, to the

south of the Ogmore Valley. It is a co-educational school with 760 pupils, and includes a Sixth form.

Free transport is provided to pupils who fall in the catchment area, and thus there are no transport

cost implications for secondary school pupils in the Ogmore Valley. The other alternative for pupils

of secondary age is to attend Ynysawdre Comprehensive School, in Tondu, just over a mile west of

Ogmore School.

However there are plans in place to alter current secondary provision in this area fairly radically,

through the proposed amalgamation of Ogmore School and Ynysawdre Comprehensive School. The

draft scheme is in line with the School Modernisation Programme and would replace the two

existing institutions with a single school with an age range of 11 – 18 years. The new school would

operate on one budget, under one head teacher and with one group of staff. It would initially open

on interim arrangements, operating on both the existing sites at Ogmore and Ynysawdre. However,

further development of the facilities and overall standard of accommodation at the Tondu site

would mean that within a period of three years the new school would operate entirely on the Tondu

campus.

Following on from a study into the feasibility of this amalgamation, public consultation took place

during September and October 2008. The official consultation paper produced by Bridgend CBC


23/06/2010 44

identified a number of benefits for the proposed amalgamation of the two schools, including

reducing numbers of surplus secondary places in the area and the consequential costs benefits, and

extending the choice of academic subjects at Key Stages 4 and 5 and in extra-curricular activities.

One point which was made in the initial Consultation Paper produced by Bridgend CBC which is

particularly worth noting is that: “investment in education in the Garw, Ogmore and Valleys Gateway

area is overdue and a new learning campus would generate an environment that would be a model

for the future and encourage young people to continue their education beyond 16.1”

For pupils of secondary school age in the Ogmore Valley the travel implications of the proposed

change would be minor, requiring an additional extra mile’s journey each way, using Local Authority-

funded transport. However, despite the apparent evidence of the value of the merger, there has

been considerable local objection, including from communities within the Ogmore Valley. The

proposed scheme has now gone before the Assembly Minister and has been approved.

Secondary provision for Welsh speakers has historically been fairly limited across the whole of the

Borough. However in 2008 Bridgend CBC invested more than £1 million in a new Welsh medium

secondary school in Llangynwyd, on the original upper school site of the English-medium Maesteg

Comprehensive School; Ysgol Gyfun Gymraeg (YGG) Llangynwyd is the County Borough’s first

Welsh-medium secondary school.

To accommodate for this new school, Maesteg Comprehensive was moved to a new site, but only at

the end of the 2007-2008 academic year. Consequently, this resulted in a very short period of time

to undertake the necessary refurbishment work and alterations prior to the opening of the new

Welsh-medium school in September 2008. It was therefore decided that new pupils would be taken

on incrementally with Year 7 provision only being offered in 2008-2009, but that a new intake will

enrol each year2. The school will ultimately cater for up to 850 pupils aged between 11 and 18.

Now approaching the end of the first term of its second year, the school is currently taking Years 7

and 8 pupils. However, for secondary age pupils in the Ogmore Valley seeking Welsh medium

provision in Years 9 and above, the only option it to travel over the border into RCT to Ysgol Gyfun

Llanhari, a Welsh-medium Comprehensive school which includes a Sixth Form.

The table below shows changes in performance at Key Stage 4 and Key Stage 5 between 2004 and

2008, across six sub-wards in the Ogmore Valley. Compared with the above Key Stage 2 scores, the

figures in relation to Secondary School Key Stages show greater differentiation, and, more

importantly, a higher incidence of declining standards between 2004 and 2008. As was the case at

Key Stage 2, the average scores attained by pupils resident in Ogmore Vale 1 in 2004, at both Key

Stages 3 and 4 are the highest, and at a secondary level, Ogmore Vale 1 also attained the highest

scores at both Key Stages in 2008.

1 Bridgend County Borough Council Proposal to Amalgamate Ogmore School and Ynysawdre Comprehensive School.

Consultation Paper. September 2008.

2 Existing pupils will progress throughout Key Stages 3, 4 and potentially 5. Thus the first pupils to enter the school would

reach sixth form level by 2013 and 2014.


23/06/2010 45

Table 9: KS3 and KS4 Average Scores

Area KS3 average point score 2004

KS3 average point score 2008



Blackmill 1 93 93 38 26

Blackmill 2 89 90 19 28

Nant-y-Moel 1 99 97 29 27

Nant-y-Moel 2 93 96 39 35

Ogmore Vale 1 103 102 40 37

Ogmore Vale 2 98 101 35 35

Source: Indicator data for Education domain, WIMD 2005/2008

There were notable (and contrasting) changes in scores in the two sub-areas of Blackmill, in terms of

Key Stage 4 scores. At Key Stage 3, scores in both areas remained fairly consistent between 2004

and 2008, however at GCSE level (Key Stage 4), by far the greatest decline in points across the six

sub-areas was evident in Blackmill 1 (twelve points), whilst in Blackmill 2, the score rose by some

nine points.

In terms of individual schools data on achievement of core subject indicators at Key Stages 3 and 4,

all of the schools taking Ogmore Valley pupils achieved results close to or in excess of the Bridgend

and Wales averages at KS3. However, results at KS4 were considerably lower than Bridgend or

Wales’s average in the two English medium comprehensive schools.

Table 10 Percentage of Pupils Achieving the Core Subject Indicator at Key Stages 3 and 4

School Percentage of Pupils Achieving

the Core Subject Indicator at KS3

Percentage of Pupils Achieving the

Core Subject Indicator at KS4

2007 2008 2009 2007 2008 2009

Ynysawdre Comprehensive School 34% 56% 64% 30% 37% 29%

Ogmore Comprehensive School 57% 54% 61% 30% 35% 36%

Ysgol Gyfun Gymraeg

Llangynwyd School3 - - - - - -

Ysgol Gyfun Llanhari 60% 66% 53% 40% 36% 42%

Bridgend 58% 58% 59% - 43% 45%

Wales 57% 60% 61% 40% 44% 46%

Source: Source: Statistical Directorate, Welsh Assembly Government (StatsWales: www.statswales.wales.gov.uk) – PLASC

2007-9

3 No data available yet.


23/06/2010 46

Further Education and Adult Community Learning Provision

Bridgend College is the main Further Education (FE) provider in the locality, with campuses in

Bridgend, Pencoed, Bridgend Industrial Estate, Maesteg and Pyle. The college offers a full range of

courses from Pre-Entry up to post-Graduate, including:

GCSEs and Introductory Diplomas;

NVQs Levels 1 – 3;

AS & A2 Levels and National Diplomas;

Higher National Certificates;

Foundation Degrees and Higher National Diplomas;

Bachelor Degrees, Graduate Diplomas & Certificates; and

Master Degrees, Postgraduate Diplomas & Certificates.

The college is currently offering courses in more than 20 vocational areas, of which the majority are

delivered at the Bridgend Campus. Land-based and Sport courses are based at the Pencoed Campus,

and from December 2009, the new ‘state of the art’ Construction Academy will also be based on

this site. The Education and Training Department is based at the Bridgend Industrial Estate and this

is also where New Media courses are delivered. Moreover, Bridgend College was one of the first

Centres in Wales to pilot the Welsh Baccalaureate, and the comparatively new programme is now

offered in a wide range of subject areas.

Bridgend College also offers commercial training to local and national employers, through work-

based training, modern apprenticeships and assessment programmes. The Bridgend College

Enterprise Centre and the Centre for Engineering Maintenance and Manufacturing Technology are

particularly targeted towards WBL. Adult Community Learning (ACL) courses are delivered at the

community campus at Maesteg, and Bridgend College is an accredited Learndirect Centre offering a

range of flexible courses for both business and personal use.

However, it is worth noting that the majority of academic courses are delivered at the Bridgend

Campus, and therefore potential students from the Ogmore Valley area wishing to access

mainstream provision are required to travel down into Bridgend itself.

In addition to the ACL provision delivered by Bridgend College, Bridgend CBC run an extensive ACL

Programme, offering courses in Art; Computers; Cookery; Crafts; Fabric Crafts; Dance; Health,

Beauty & Wellbeing; Horticulture; Languages; Music; Photography & Video; Skills for Life; Social

Studies; and Family History. For 16-18 year olds, all provision is free, for those aged 19 years and

above, course costs range between £20 and £40. Nominal fees are charged to those on benefits or

Pension Credits. All courses offered in the ACL Programme are OCN accredited, involving continuous

assessment throughout the course in place of exams.

There are two venues in the Ogmore Valley where Bridgend CBC ACL courses are delivered including:

the Evanstown Community Centre and the Ogmore Valley Life Centre in Ogmore Vale. In addition

Bridgend CBC funds Cyberlink, a Library and Information Service’s mobile ICT training unit, which has

been providing free access to computers and the internet across the County Borough for almost

seven years


23/06/2010 47

Educational attainment and General Skill Levels

At the time of the 2001 census, skill levels within the Ogmore Valley area compared poorly with

standards in the County Borough as a whole, and to greater extent with average figures across

Wales. In essence, there was a much greater incidence of citizens living in the study area with no

qualifications, and fewer proportions of people with higher level qualification. The table below

illustrates this in more detail.


23/06/2010 48

Table 11: Qualifications by Large Region, 2001

Qualification Level Wales Bridgend Ogmore Valley

All People 2,075,346 92,413 5,455

No Qualifications 33% 36% 49%

Level 1 15% 16% 16%

Level 2 20% 19% 15%

Level 3 7% 5% 4%

Level 4/5 17% 16% 8%

Other qualifications/level unknown 7% 8% 8%


Almost half the people living in the Ogmore Valley had no qualifications in 2001, compared with a

third of the national population. Furthermore, the percentage of people in the study area with a

Level 4 or Level 5 qualification was a little over half the proportion for Wales as a whole.

The table below breaks down the data to a ward level, showing the differentiation in qualification

levels across the three wards in the Ogmore Valley.

Table 12: Qualifications by Ward, 2001

Qualification Level Ogmore Valley

Blackmill Nant-y-Moel Ogmore Vale

All People 5,455 1,624 1,606 2,225

No Qualifications 49% 54% 48% 45%

Level 1 16% 14% 18% 17%

Level 2 15% 13% 15% 17%

Level 3 4% 3% 4% 4%

Level 4/5 8% 9% 7% 9%

Other qualifications/ level unknown

8% 8% 8% 8%


Blackmill had the highest proportion of residents without a qualification, although all three wards

had roughly half their population falling within this category. However, Blackmill had a fractionally

higher proportion of people with a Level 4 or Level 5 qualification, although all three wards had

significantly lower percentage of people qualified to a higher level, compared with the county as a

whole. Overall however, there is comparatively little variation in the pattern of qualifications across

the three wards.

5.1 Key Issues Ogmore Valley, in common with many areas of Wales faces over-provision of primary

schools, with falling roles expected to be sustained in the medium term. All three schools

offer a high standard of teaching and learning, with Key Stage 2 achievements in line with or

significantly exceeding Welsh averages.

Blackmill and Nant-y-Moel experience very high levels of pupils entering school with special

educational needs (although not statemented). This may be a parenting issue, which would


23/06/2010 49

bear further investigation. However, average pupil performance is quickly brought up to an

expected level, showing excellent value added, in Nant-y-Moel in particular.

Welsh medium primary education is not currently available in the Ogmore Valley, although

pupils can access this in the Garw Valley, at Ysgol Gynradd Cwm Garw, which is easily

reached.

Surplus English-medium secondary places in the area are being addressed by the planned

amalgamation of Ogmore School and Ynysawdre Comprehensive, which is currently awaiting

a Ministerial decision.

Welsh-medium secondary education is well catered for by the new Ysgol Gyfun Gymraeg

Llangwynyd (Maesteg).

A current issue for pupils from across the Ogmore Valley is the sharp decline in achievement

between KS3 and KS4. Whilst achievements at KS3 are at or above Wales’s average (2009),

there is a much sharper fall off in results at KS4, than in Wales as a whole or in Bridgend. This

may reflect social pressures in the communities where pupils live.

Qualifications are a major issue for the Ogmore Valley, with only half the proportion of the

population qualified to level 4/5 as in Bridgend or Wales as a whole. This is likely to be

strongly linked to poverty and deprivation, as it will impact strongly on the ability to secure

quality employment or to achieve average or above average wages. In addition, almost half

of the residents of the Ogmore Valley have no qualifications at all – half as much again as in

Wales as a whole.

5.2 SWOT

SWOT Analysis


Primary – well provided for in Blackmill, Nanty-Y-Moel and Ogmore

Welsh medium secondary in Brynmenin and primary in Pontycymmer

Free transport to secondary schools

Generally good attainment at key stage 3

Good vocational links

Close proximity to university

Physical modernisation of Nant-y-Moel primary school

Creating a good place to live … housing driven

Weaknesses Threats

Declining primary school numbers

Pupils start education at low skills level –parenting skills issue

Attainment tails off beyond key stage 3 due tom community pressure

50% of working age – no qualifications (36% Wales) – Blackmill is the worst

8% have degree/master (17% Wales)

Future of secondary schools – under capacity?

Sustaining population growth?

Demographic change o High death rates

Primary School future


23/06/2010 50

6. Economic Investment

The percentage of all people of working age population4 is higher in the Ogmore Valley than in

Bridgend or Wales as seen in Table 13. While the percentage of females of working age is slightly

lower, the percentage of males of working age is much higher, creating a male dominated economy

in the Valley.

Table 13: Percent Working Age Population, 2001

All People – Working

Age Males – Working Age

Females – Working

Age

Ogmore Valley 61.3% 67.0% 55.8%

Bridgend 60.4% 64.8% 56.2%

Wales 60.2% 64.4% 56.1%

Source: National Statistics (Nomis: www.nomisweb.co.uk). Annual Business Inquiry, 2007. Crown copyright material is reproduced with the permission of the Controller of HMSO.

As of 2007, employment in the Ogmore Valley was mainly in four sectors; public administration,

education and health, manufacturing, distribution, hotels and restaurants, and other services.

Compared to Bridgend and Wales, the Ogmore Valley has a higher proportion of those in the

manufacturing sector and a significantly higher proportion of those in the other services sector.

Considering the industrial history of the Valley it appears there has not been a shift in occupational

attainment.

Table 14: Employment by Broad Sector, 2007

Industry Ogmore Valley Bridgend Wales

Total Employed 900 55,948 1,186,629

Agriculture and fishing (SIC A,B) 0.00% 0.10% 1.40%

Energy and water (SIC C,E) 0.00% 0.20% 0.60%

Manufacturing (SIC D) 24.00% 17.10% 13.60%

Construction (SIC F) 2.22% 5.60% 5.00%

Distribution, hotels and restaurants (SIC G,H) 21.56% 21.60% 23.30%

Transport and communications (SIC I) 3.89% 2.90% 4.30%

Banking, finance and insurance, etc (SIC J,K) 4.78% 15.50% 14.10%

Public administration, education & health (SIC L,M,N) 26.11% 32.90% 32.60%

Other services (SIC O,P,Q) 17.44% 4.00% 5.20%

Percentage of a particular industrial group as a proportion of those within all industrial groups of that particular sex.

Source: National Statistics (Nomis: www.nomisweb.co.uk). Annual Business Inquiry, 2007. Crown copyright material is reproduced with the permission of the Controller of HMSO.

4 The working age population comprises men aged 16-64 and women aged 16-59.


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6.1 Business Development and Enterprise Business units in Ogmore Valley are mainly found in six sectors including retail, agriculture,

production, hotels and catering, property and business services, and public administration and other

services. Interestingly, there is a high proportion of agriculture business units but a low proportion

of those working in the agriculture sector. Retail, production, hotels and catering, and public

administration and other services in the Ogmore Valley are significantly higher than in Bridgend and

Wales. It is notable that hotels and catering units are high in comparison to other sectors as it is

difficult to find these assets in the Valley. While there is a higher proportion of business units in the

property and business services sector in the Ogmore Valley, this value is comparatively lower than

both Bridgend and Wales.

Table 15: Business Units by Sector, 2007

Industry Ogmore Valley Bridgend Wales

Total Business Units 130 3450 97030

Agriculture 11.54% 3.62% 16.12%

Production 11.54% 8.41% 6.66%

Construction 7.69% 11.59% 9.78%

Motor Trades 3.85% 5.07% 4.25%

Wholesale 3.85% 4.93% 4.48%

Retail 19.23% 17.10% 13.63%

Hotels & Catering 11.54% 9.42% 8.56%

Transport 3.85% 4.49% 3.64%

Post & Telecommunications 0.00% 0.58% 0.84%

Finance 0.00% 1.16% 1.32%

Property & Business Services 11.54% 20.14% 17.59%

Education 3.85% 3.48% 2.89%

Health 0.00% 2.03% 2.57%

Public Admin & Other Services 11.54% 7.97% 7.69%

Percentages: the percent of all units in broad industry within each region

Source: Neighbourhood Statistics (www.neighbourhood.statistics.gov.uk). VAT Based Local Units by Broad Industry Group, March 2007. Crown copyright material is reproduced with the permission of the Controller of HMSO.

Overall, Bridgend has a lower business registration rate than both Wales and the United Kingdom,

meaning there are fewer start-ups in the area.


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Entrepreneurship Figure 15: Business Registration Rates

5, 1996-2007

Source: National Statistics (Nomis: www.nomisweb.co.uk). Annual Business Inquiry. Crown copyright material is reproduced with the permission of the Controller of HMSO. Statistical Directorate, Welsh Assembly Government 6

VAT registrations provide an indication of business development activity at the local authority level.

The percentage change in business stock for BCBC between 2003 and 2007 has been considered by

sector and compared with figures for Wales and the United Kingdom as a whole.

The most significant growth sectors for Bridgend are considered to be ‘Construction’, ‘Real Estate’

and ‘Education; health and social work’. These growth areas are largely consistent with those of

Wales and the United Kingdom as a whole.

Some sector growth has been higher than that of Wales and UK figures: ‘Manufacturing’,

‘Construction’ and ‘Public Administration; Community Services’ have seen proportionately greater

increases in BCBC. Conversely ‘Financial Intermediation’ and ‘Mining and Quarrying; Utilities’, which

have experienced significant growth in Wales and the United Kingdom have been notably lower in

BCBC.

5 Number of start-ups per 10,000 people working age population

6 [000960] Labour market data by Welsh NUTS2 area, gender and age, rolling annual averages (NS)


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Figure 16: Change in VAT registrations between 2003 and 2007

Source: National Statistics (Nomis: www.nomisweb.co.uk). Annual Business Inquiry. Crown copyright material is reproduced with the permission of the Controller of HMSO. Considering overall change in VAT registrations, there is an indication that BCBC has experienced a

proportionately greater increase in the number of business registrations between 2003 and 2007

than for both Wales and the United Kingdom as a whole.

The Regeneration Strategy ‘Fit for the Future’ (2008) for BCBC expresses a commitment to

developing enterprise that is likely to garner positive economic effects on the Garw Valley area.

Importantly, BCBC Regeneration Unit has already begun connecting the WVSRA with the outcomes

of the Regeneration Strategy (BCBC Report to Cabinet, September 2009).

Figure 17: Percent Change in VAT Total Registrations 2003-2007

Source: National Statistics (Nomis: www.nomisweb.co.uk). Annual Business Inquiry. Crown copyright material is reproduced with the permission of the Controller of HMSO.


23/06/2010 54

6.2 Jobs, Inactivity and Worklessness The economic activity rate for the Ogmore Valley is slightly lower than that of Bridgend and Wales

(Table 16) while the economic inactivity rate slightly higher, with the majority of those inactive being

in the ‘permanently sick / disabled’ category followed by those who are retired (Table 17).

Table 16: Economic Activity, 2001

Economic Activity Rate

All Male Female

Ogmore

Valley 59.13% 67.13% 51.24%

Bridgend 60.95% 68.24% 53.89%

Wales 60.98% 67.74% 54.51%

All people aged 16 to 74 who were usually resident in the area at the

time of the 2001 Census; Gender percentages are proportions of the

gender population

Source: National Statistics (Nomis: www.nomisweb.co.uk). Census of Population, 20017.

Crown copyright material is reproduced with the permission of the Controller of HMSO.

Table 17: Economic Inactivity, 2001

Economically Inactive

All Retired Student Looking after

home / family

Permanently

sick / disabled Other

Ogmore Valley 40.87% 12.83% 3.19% 7.19% 13.42% 4.24%

Bridgend 39.05% 14.54% 3.36% 6.48% 10.73% 3.94%

Wales 39.02% 14.81% 5.12% 6.39% 9.22% 3.48%

All people aged 16 to 74 who were usually resident in the area at the time of the 2001 Census

Source: National Statistics (Nomis: www.nomisweb.co.uk). Census of Population, 20018.

Crown copyright material is reproduced with the permission of the Controller of HMSO.

As seen in previous graphs, men are more economically active then women in all three areas. As

such, male claimants (9.4%) in the Ogmore Valley are notably higher than female claimants (3.2%) as

well as Bridgend and Wales. Overall, the number of claimants in the Valley was higher than in

Bridgend and Wales which can be seen in Figure 18. However, as of 2001, unemployment in the

Valley was not much different than in Bridgend and Wales.

7 Table CAS028 Sex and age by economic activity; Table population: All people aged 16 to 74

8 Table CAS028 Sex and age by economic activity; Table population: All people aged 16 to 74


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Table 18: Claimant Count, 2009 and Unemployment, 2001

Claimant Count (%) Unemployment (%)

All Male Female All Male Female

Ogmore Valley 6.5% 9.4% 3.2% 4.0% 2.6% 1.3%

Bridgend 4.8% 6.8% 2.6% 3.5% 2.2% 1.3%

Wales 4.3% 6.2% 2.3% 4.0% 2.3% 1.2%

Population values for Ogmore Valley calculated using rate and number for individual wards then summing population for the Valley wards and summing numbers for the Valley wards.

Economically active but unemployed of working age.

Source: National Statistics (Nomis: www.nomisweb.co.uk). Census of Population, 2001 & Claimant Count, October 2009. Crown copyright material is reproduced with the permission of the Controller of HMSO.

Figure 18: Total Claimant Count Rates

Overall, industry type occupations in

the Valley had higher percentages than

in Bridgend and Wales as seen in Figure

19. The proportion of people in

elementary occupations in the Ogmore

Valley is considerably higher at 20.5%

as compared to Bridgend (13.3%) and

Wales (13.3%). Likewise, those in

process; plant and machine operatives’

occupations and those in skilled trade’s

occupations are also higher in the

Valley than in Bridgend and Wales.

Those in professional occupations are

much lower in the Valley than in

Bridgend and Wales; however, there is

a possibility there will be an increase in

this sector as there has been an in-

migration of people working in the city of Bridgend but living in the Valley communities.

Source: National Statistics (Nomis: www.nomisweb.co.uk). Claimant Count with Rates and Proportions. Crown copyright material is reproduced with the permission of the Controller of HMSO.


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Table 19: Occupational Structure, 2001

Ogmore Valley Bridgend Wales

All People 2,969 52,863 1,186,256

Managers and Senior Officials 8.79% 11.97% 12.24%

Professional Occupations 5.29% 8.91% 10.43%

Associate Professional and Technical Occupations 9.70% 13.71% 12.80%

Administrative And Secretarial Occupations 8.29% 10.79% 12.15%

Skilled Trades Occupations 15.26% 12.70% 13.44%

Personal Service Occupations 8.66% 7.89% 7.44%

Sales and Customer Service Occupations 7.68% 8.31% 7.98%

Process; Plant and Machine Operatives 15.89% 12.38% 10.20%

Elementary Occupations 20.48% 13.34% 13.33%


Figure 19: Occupational Structure, 2001


Economically active residents of Bridgend CBC, on average earn less than the average resident

earnings in Wales. However, workplace earnings in Bridgend CBC are higher than those in Wales as

well as higher than resident earnings, meaning that there is proportion of people who work in


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Bridgend CBC but do not live in Bridgend CBC.


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Figure 20: Average Gross Weekly Earnings9 (£), 2008

Source: National Statistics (Nomis: www.nomisweb.co.uk). Annual Survey of Hours and Earnings, 2008. Crown copyright material is reproduced with the permission of the Controller of HMSO.

Employment Sites

The provision of employment sites within the Ogmore Valley have formed part of a ten year

improvement plan led by BCBC due to close in March 2010. There are three distinct employment

sites within the area that, due to the relative distance from Bridgend and the M4 corridor, largely

serve local businesses.

Penllwyngwent Industrial Estate

Penllwyngwent Industrial Estate is the largest employment site located furthest away from the M4

and Bridgend. The premises are a mainly small to medium sized units with capacity to accommodate

further businesses. Consultation has indicated that the vacancy rate is not of concern, indeed BCBC

are looking to further expand the provision further in the estate in two phases: the first looking to

infill the existing premises and second to expand the area to the north of existing units. Emphasis

for both development phases will be on the provision of starter units to meet an identified shortage

in this small to medium sized unit provision.

Enquiries by prospective tenants are generally from local valley-based businesses looking to expand

but remain in the area. The lack of interest from external businesses/investors is primarily

attributed to the relative distance from the M4 (10km), access issues along the connecting route and

the availability of alternative sites more strategically placed.

Independent research undertaken by OVCRA did highlight the need to develop further variety of

units at this Estate.

9 Resident earnings: This data set provides information about earnings of employees who are living in an area, who are on

adult rates and whose pay for the survey pay-period was not affected by absence.

Workplace earnings: This data set provides information about earnings of employees who are working in an area, who are

on adult rates and whose pay for the survey pay-period was not affected by absence.


23/06/2010 59

Isfryn Industrial Estate

Alupack is currently the largest employer in the Valley and is based in the Isfryn Industrial Estate in

Blackmill. In the adjoining site a proposed mix use development led by Barratt Homes has the

potential to offer an additional service centre for encouraging enterprise through a ‘Rural Centre of

Excellence’ and, in addition 8 live-work units.

Coronation Works, Evanstown

This is a privately owned building known locally as the General Factory. It has been vacant for over

10 years and the property is both an eye sore (located at the gateway entrance to Evanstown) and a

health and safety hazard. Recently a local child who had climbed onto the roof of the building to

retrieve a ball was reported to have fallen through the panelling.


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Figure 21: Economy Map


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Enterprise Development

Despite some signs, albeit limited, of indigenous entrepreneurial spirit, OVCRA have identified the

need to provide further support for start-up businesses. OVRCA in fact specifically target the need

for support for apprenticeship placements as means to encourage local people to become involved

in existing employment bases.

6.3 Community Views There are direct correlations between the quantitative evidence and quotes from residents in the

Ogmore Valley. Residents know and are concerned that “there are very few local jobs” and that the

situation is not improving: “Sun-Pat Factory [is] closing in Talbot Green [and this] will have a big impact on local jobs” (example from the Evanstown consultation).

Figure 22: Ogmore Valley Economy Word Cloud

As seen in the skills and learning section of this

report, it is evident to residents that and “young people don’t stay in school to get their

qualifications.” Throughout the Valley residents

continually mentioned the need for “provision of local training [courses]” such as construction and

traditional training (Evanstown). Bike mechanics

training was also mentioned (Nant-y-Moel) as “the popularity of biking for young people has led to some aspiring for a career in cycling e.g. bike mechanics/competing/or general outdoor pursuits.”

“It is not practical in terms of cost and time for young people to travel to Maesteg.” The Valley,

and specifically Ogmore Vale, is more suited to

“lighter industries [as] the roads are not large enough for HGVs.” The youth and young adults

face a cost barrier in being able to leave the Valley

for further education, activities, and jobs; thus,

local residents see a need to find a way to provide

one or more of these in the Valley to some extent.

However, it must also be noted that there are some residents who won’t travel even within the

Valley, for example from Nant-y-Moel to Ogmore Vale, unless absolutely necessary. Those in

Ogmore Vale feel that “employment should be focused around Bridgend and sites like Brackla.” In

Evanstown the General Factory site could be cleaned up “used as a site for significant local employment.”

Shopping in the Valley’s appears to be an issue to local residents. Evanstown has a lack of local

shops while people in Ogmore Vale will shop in the supermarkets in Bridgend and sometimes

Treorchy. This has led to a “lack of local expenditure because services are focused on Bridgend.”

As housing in the Valley is cheap in comparison to Bridgend, there is an opportunity to attract new

families from the urban centre via promotion of a rural community lifestyle near an urban centre.


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An opportunity for the economy of the Valley was stated in Ogmore Vale: “Should focus on

generation tourism and provide necessary infrastructure: paragliding, for example, is not signposted,

access to nature/activity sports, linking valleys up with other valley sport themes.” In Evanstown

people felt that there was a need for “local role models to get young people involved in activities -

need inspiration!”

Issues common to all settlements is the lack of local jobs provided in the area, particularly for

younger people. In addition to this, younger people do not have sufficient qualifications to enter

employment, and residents thought there should be more focus on creating vocational training

opportunities, so that young people have correct skills. One particular respondent referred to the

lack of local role models for whom young people can aspire to.

Consultees at the Evanstown workshop session also highlighted their concern regarding the Sun-Pat

factory closure in Talbot Green and its impact on local unemployment.

6.4 Key Issues The Ogmore Valley appears to be highly dependent on the manufacturing industry creating a lack of

diversity in industries, which in turn puts the local economy in a vulnerable position. The Valley is

also very dependent on specific skilled trades (i.e. manufacturing). Employment growth has been in

manufacturing, construction, public administration, and community services. Penllwyngwent

Industrial Estate has recently been the recipient of BCBC investment as part of the Industrial Estates

Improvement Programme.

The availability of employment land and a range of premises, including modern units of various sizes

to attract businesses and strengthen employment, are currently an issue in the Valley. There has

been a marked reduction in the number of business enquiries, although in line with the economic

downturn of 2008/2009. Attractive rents for industrial property are relative to the county average;

however, there is an observed shortage in 500 sq ft and smaller properties in the valleys area.

Between 2003 and 2007, the Valley experienced a greater relative growth in the number VAT

registrations in BCBC in comparison to Wales and UK as a whole.

Overall, the population has few workforce qualifications and has minimal skills. Due to some data

being out-of-date (i.e. from the 2001 census), the statistics might not be displaying what is actually

happening. For example, in skilled trades and registered businesses one would expect to see high

values of construction workers, but this is not what is shown in the values.

Travel to work is an issue in the Valley as many of the residents cannot afford to leave the Valley.

Therefore, the question of opportunity for employment in the Valley is raised. Entrepreneurship

numbers in the Valley are low, reflecting the education levels of the residents and the lack of start-

up units for willing residents to rent/buy.


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6.5 SWOT

SWOT Analysis


High manufacturing base

Not dependent on public sector employment

Average resident earnings

The availability of employment land and a range of premises including modern units of various sizes to attract businesses and strengthen employment.

Penllwyngwent Industrial Estate has recently been the recipient of BCBC investment as part of the Industrial Estates Improvement Programme.

Employment growth in Manufacturing, Construction, Public Administration; Community Services.

Between 2003 and 2007, a greater relative growth in the number VAT registrations in BCBC in comparison to Wales and UK as a whole.

Attractive rents for industrial property

Target employment opportunities within identified strategic growth sectors such as tourism, renewable energy and construction

Further develop an entrepreneurial culture through focused community development

Further extension of the Penllwyngwent Industrial Estate to includes smaller business start-up units.

Redevelopment of the Coronation Works site in Evanstown to reflect local business needs and other mixed uses.

Potential redesign of Isfryn Industrial Estate to include live/work units and a rural centre of excellence.

Further integration between the findings of ‘Fit for the Future’, BCBC’s Regeneration Strategy and the funding opportunities with WVSRA.

Need for a skills centre to ensure training opportunities are available locally.

Weaknesses Threats

Small percentage in farming agriculture, forestry employment

Poor representation in financial services

No constriction firms of any size

Low number of construction business units

Lots of small retail units nothing of significant size

Low business registration rate – lack of entrepreneurship

Low economic activity rates especially in females (37%) compared to 54% at Wales level

High unemployment in Ogmore Valley

High percentage of skilled trade = VAT registered

Low mangers and senior officer professional occupation representation

Physical constraints to valley

Limited interest to invest from external companies

Employment decline in Financial

Large employer – Alupac – vulnerability

Growth in sectors that are vulnerable to economic downturn (Manufacturing, Construction)

Globalisation of businesses has and will continue to put local low-skilled employment opportunities at risk


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Intermediation, Mining and Quarrying; Utilities

A marked reduction in the number of business enquiries, although in line with the economic downturn of 2008/2009

An observed shortage in 500 sq ft and smaller properties in the valleys area


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7. Built Environment

7.1 Housing

Tenure

According to Census Data 2001, the proportion of its housing stock in owner occupation is broadly

similar to BCBC and the national average. However within Blackmill there is a significantly lower

proportion owner occupied dwellings (67.9%), in comparison to the 77% of BCBC’s stock and 71% for

Wales as a whole. This is due to a significant amount of Valleys 2 Coast housing stock.

Figure 23: Housing Tenure


In terms of the WIMD, the contributory ‘housing’ domain integrates the number of dwellings

without central heating and the number considered overcrowded (excluding all student households).

The majority of LSOAs in Ogmore Valley are in the least deprived 50% but LSOAs Blackmill 1 and 2

are in the most deprived 10-30% of areas.

Affordability

Between 2001 and 2008, the average house price in BCBC has increased from £61,000 to £139,000

which is an increase of 128% (HM Land Registry). Since the onset of the recession during 2008/2009

there has been a downward trend in house price at the UK level, however the impact on the housing

market has been more significant in some regions than others. Over the past year (August 2008-

August 2009) house prices declined in Bridgend CBC; the average value of a property has dropped by

£13,119 (-9.8%), this is compares with the Welsh average, where the value of properties dropped by

£9,737 (-7.3%). This would suggest that the housing market in Bridgend has been more vulnerable

to the economic downturn.

In addition, the housing market in Bridgend is split into two housing markets- the Southern Market

area and the Northern Market area. The Northern Market area covers the Valleys areas which are

north of the M4 corridor, and house prices tend to be lower.


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A Housing Needs Assessment for Bridgend CBC was undertaken in 2002, and subsequently updated

in 2006. The assessment presents some key findings in relation to housing affordability in Bridgend,

although it should be noted that the assessment was undertaken when the housing market was

buoyant and house prices were relatively high, which meant more people were excluded from the

housing market. The assessment revealed that dual earning households were likely to be able to

afford one and two bedroom properties, particularly in the Northern Market area applicable to this

study, but that single household earners would continue to struggle to afford properties.

The Housing needs Assessment (2002) also revealed that: 14.7% of households within the County

Borough are living in unsuitable housing - of this 9.2% of households need to move to solve their

housing problems. Of the percentage that needs to move, 88% cannot afford to buy or rent a

suitable home.

The most significant shortfall of affordable housing is two bedroom homes and most affected are

single person households.

The local housing strategy identifies a shortage of affordable housing in the county, both in the

intermediate and the socially rented- critically there is a shortage of supply of social rented

accommodation resulting from a low turnover of properties and reduced housing stock because of

right to buy.

The 2006 updated Housing Needs Assessment used a method of affordability testing, which revealed

that nearly a quarter of households in Bridgend CBC would be unable to afford market housing if

they were to move at that time. The results revealed that households in the rented sector had more

difficulty in being able to afford market housing (91.4% of households in Registered Social Landlord

sector and 75.2% in private rented sector were unable to afford market housing).

The average house price in August 2009 in for Bridgend County stood at £121,328 Table 20 shows

the average house prices for different types of properties in Bridgend County. Consultations with

local estate agents in February 2010 established further price deflation had occurred, with some

detached and semi-detached properties were available for sale at between £70,000-80,000.

The Ogmore Valley has not benefited from recent additional affordable housing provision. Much of

the housing stock in the Upper Valley Settlements consists of traditional mining terraces, some of

which have fallen into disrepair. Housing choice is therefore a significant issue for this area.

Table 20: House Prices August 2009

Type Value

Detached £183,932

Semi detached £109,232

Terrace £71,539

Maisonette/Flat £77,076

Source: House Price Index Report, Land Registry


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Local Authority

Bridgend CBC transferred its housing stock to one of four Registered Social Landlords (RSLs) which

for the Ogmore Valley is Valleys 2 Coast (V2C). Both BCBC and V2C keep waiting lists for V2C

housing stock. BCBC remain responsible for the priority tenants and V2C the remainder.

The Housing Affordability Statement 2009, shows the number of properties owned by the LA and

RSL’s, as of March 2009. Within the Ogmore Valley, there is a total of 366 units owned by RSLs. Of

these, 257 have assigned to the Council’s Housing Register (as at 31st March 2009), and a further 20

for the 2008/2009 period by RSLs. This indicates a slight surplus of RSL owned properties.

In Evanstown, which for the purposes of the Housing Affordability Statement has been separated

from the Ogmore Valley, there is a total of 79 units owned by RSLs. 77 of these units have been

allocated via BCBC’s housing register, and the remaining 2 assigned via the RSL list. The social

housing stock in Evanstown is therefore working at capacity, and consultation has similarly indicated

the demand for social housing in this location is greatest.

Consultation with V2C reveals that they manage a largely similar number of houses and flats within

the Ogmore Valley area. Whilst their stock is spread throughout the Valley, anecdotal evidence

suggests that it is more difficult to let properties in the northern part of the Ogmore Valley

(particularly in Nant-y-Moel).

In terms of future demand for this social rented housing in the Ogmore valley, although it was

anticipated that there would be increased demand for such housing as a result of the recession and

more people in unemployment, demand for this housing is reported to remain relatively low.

The Housing Strategy (2006) does however highlight the intention of Bridgend Housing Partnership

to develop a Common Housing Register to replace the separate waiting lists. Whilst this has not yet

been implemented, consultation has indicated the recent appointment of a Housing Register co-

ordinator marks the start of this process.

Private Sector Housing

Consultation with BCBC confirmed that there are no housing renewal areas within the study area,

however, the social and economic profile of the area means that mandatory improvement grants are

available to a significant proportion of the study area.

Stock Options

A housing stock conditions survey and business plan currently at the final draft stage will provide the

most up to date assessment of the quality of local housing provision in the Valley. This is due to be

published imminently, the findings of which are expected to be incorporated into this baseline study.

The 2006 housing strategy produced by BCBC highlighted that the Welsh Quality Housing Standard is

on target to be met by Registered Social Landlords by 2012, much of which is the direct result of

housing stock transfer and the improvement programme of Valleys to Coast housing.

BCBC transferred its housing stock to Valley 2 Coast, a Registered Social Landlord created following a

majority vote from tenants.

New Developments

The pre-deposit LDP (2007) identified that the Ogmore Valley had 6 allocated sites for residential

development in the existing UDP. Up until 2007, two of the sites had been fully developed with


23/06/2010 68

another two nearing completion. A significant level of housing has also been delivered through the

development of infill sites.

A planning application is currently under determination for a mixed use development comprising 43

dwellings work units and enterprise centre in Blackmill, which has been submitted by Barratt's, this

would form an extension to a fairly recent Barratt development adjoining the application site.

7.2 Community Views No specific housing comments were received from community workshop sessions.

7.3 Key Issues The Valley could be a popular location for new families and commuters, in particular for dual earning

households, moving to the area due to its proximity to the city of Bridgend and the relatively low

cost of housing (the Valley has more affordable housing for private owners resulting from a higher

than national average fall in house prices for BCBC as a whole). The Ogmore Valley is currently on

track to meet Wales Quality Housing Standard by 2012 and retains a good level of social housing

stock with a net surplus in properties. To date there is an issue of dual housing register (V2C and

BCBC); however there is planned centralisation of this register.

7.4 SWOT

SWOT Analysis


Appointment of a Common Housing Officer

Comparatively lower house prices make the Valley an attractive place to live for commuters, in particular for dual earning households

Good level of social housing stock – a net surplus in properties.

No major issues with overcrowding or lack of central heating in comparison to the rest of Wales (WIMD, 2008)

On track to meet WQHS by 2012

More affordable housing for private owners resulting from a higher than national average fall in house prices for BCBC as a whole.

New housing development opportunity within Blackmill housing land allocation next to Isfryn Industrial Estate.

Potential housing incorporated in a revised land-use allocation in Coronation Works, Evanstown.

Weaknesses Threats

Focus on Blackmill for affordable housing provision – created large areas of single tenure with related social/economic issues

A lack of smaller 1 or 2 bedroom affordable dwellings – properties are often too large for the applicant and therefore not very cost effective.

Poor housing condition in Blackmill 2 (LSOA)

A higher than national average fall in house prices within BCBC could deter house builders from investing in property.


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7.5 Infrastructure

Utilities

Consultation did not highlight any particular issue with utility provision within the Ogmore Valley.

Mineral Resources

The British Geological Survey is currently developing a revised National Minerals Map and Aggregate

Safeguarding Map for Wales set to be published in June 2010. Existing mapping does not however

identify any areas which have been safeguard for their extractive potential. This includes both sand

and gravel, and area for potential mineral exploration.

Mobile Phone Coverage Figure 24: Example of Second Generation Mobile Coverage

Source: www.search.orange.co.uk

Mobile phone coverage for major networks appears to serve the Valley well. Services are generally

either ‘good’ or ‘very good’ but with potential mobile reception difficulties in Nant-y-Moel, the most

northerly point in the Valley.

Mobile phone reception in the Valley is not however consistent across all networks; there are

significant variations in signal provision. Network provider mapping shows that Orange is believed

to have the best coverage and ‘3’ the worst.

Third generation mobile phone technology (internet) is much more infrequent with the strong signal

quite usefully around the Penllwyngwent Industrial Estate.

Source: www.search.orange.co.uk


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Broadband Availability

General access to broadband appears to be freely available in the Valley. Indeed, consultation

revealed that residents and local organisations have access to broadband – not one consultee

identified this as an issue.

Discussion with a broadband service provider does indicate that whilst ‘home’ speed broadband is

available throughout the valley, business grade broadband is very limited. Businesses share an

Applogic Broadband Systems Ltd (ABSL) connection and, combined with the relative distance from

the exchange serve, significantly reduces the potential receive higher speed broadband in the Valley.

This limit to the provision of business grade provision has the potential to constrain indigenous

business growth and deter new investment for ICT centric industries.

7.6 Consultation Consultation workshop did not highlight any particular issues associated with the infrastructure

provision of the Valley.

7.7 Key Issues There is adequate provision of core facilities to facilitate planned development in the Ogmore Valley.

In relation to communications technology there is largely adequate mobile phone coverage,

although Nant-y-Moel appears to be a mobile phone black spot. There is a constraint to ICT

development as there are known difficulties with 3G/internet access – constraint to ICT

development. Limited availability of business grade broadband also generates a constraint to

growth.

7.8 SWOT

SWOT Analysis


No mineral extraction has been safeguarded within the Ogmore Valley – Any further opportunity to promote the landscape can occur without the threat of major extraction.

Largely adequate mobile phone coverage

Weaknesses Threats

Nant-y-Moel a mobile phone black spot

Difficulties with 3G/internet access – constraint to ICT development

Relatively limited business grade broadband – constraint to growth


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8. Transport and Connectivity

8.1 Strategic Connections The main road corridor in the Ogmore Valley is the A4061 which runs northwards from Bridgend

town centre, connecting the communities of Blackmill, Pant-yr-awel, Lewistown, Ogmore Vale,

Pricetown and Nant-y-Moel. The A4061 also links with two arterial roads: the A465 (Heads of the

Valleys) 20 kilometres north of the Ogmore Valley and the M4 corridor (Junction 36) 5 kilometres

south.

Evanstown is detached from the rest of the study area east of the main Ogmore Valley and

connected by the A4093, the road connecting Bridgend’s Valleys to the Rhondda Valleys of Rhondda

Cynon Taff County Borough Council (RCTCBC). Evanstown is adjacent to Gilfach Goch (RCTCBC)

community and has stronger natural linkages with larger settlements to the east of the Ogmore

Valley, such as Porth and Pontypridd (RCTCBC).

Consultation with BCBC did emphasise the important yet constrained strategic linkages between the

M4 corridor and the Ogmore Valley; access at the southern end of Ogmore Valley south of Blackmill

is a frequent bottleneck – the existing road capacity is insufficient to carry road users during peak

periods. This is emphasised in the emerging Local Development Plan which highlights the potential

to improve the accessibility between the M4 and the Ogmore Valley.

In addition, the relative exposure of the A4061 to the north of the Ogmore Valley and beyond

Treorchy towards the A465, constrains the year-round potential of this route to be a strategic

connection.

In terms of travel times, the following table presents average journey time between the Ogmore

Vale (Ogmore Valley Centre) and strategic settlements. With the exception of Brecon, it is possible

to access all of South Wales’ major service centres 45 minutes.

Table 21: Average Road Journey Time

Ogmore Vale to: Av. Road Journey Time

Bridgend 16mins

Treorchy 15mins

Pontypridd 34mins

Brecon 1hr 8mins

Swansea 41mins

Cardiff 36mins

Newport 43 mins

London 3hrs 17mins

Source: www.aa.com/routeplanner

8.2 Car Ownership As indicated in Figure 25 the proportion of people who do not own a car within the Ogmore Valley is

over 5% greater than the average for BCBC and Wales as a whole. Whilst the proportion with one


23/06/2010 72

car is broadly in line with the BCBC and Wales as whole, the proportion with more than one car is

significantly lower.

These differences in car ownership indicate a lack of local mobility that might have significant

implications for access to potential employment and access to wider services. The significantly

lower proportion of residents with 2 or more cars could also indicate a lower level of disposable

income in the Valley than the average for Bridgend and Wales as a whole.

Figure 25: Car Ownership



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Figure 26: Transportation Map


23/06/2010 74

8.3 Travel to Work Figure 27 and Figure 28 show statistics for mode and distance travelled to work by residents within

the Ogmore Valley, BCBC and Wales.

The data shows the highest proportion of residents within the Ogmore Valley travel to work by car

or van (60.8%), and this is broadly in line with the average for BCBC and Wales. The results also

reveal that the percentage of residents in the study area that travel to work by bus, minibus or coach

(8.6% of residents), is markedly higher than the average for BCBC (4.2%) and Wales (5.3%).

In terms of travel to work distances, residents in the Ogmore Valley most commonly travel between

10 and 20km as opposed to less than 2km for BCBC and Wales as a whole. The greater proportion

travelling further to work from the Valley highlights a comparatively narrow employment base

within the locality that largely rural in character and the reliance on larger settlements outside the

valley for employment opportunities along the M4.

Figure 27: Mode of Travel to Work



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Figure 28: Distance Travelled to Work


8.4 Sustainable Travel

Bus

Most of the settlements appear well served by public bus services. They are operated by both Stage

Coach and First Cymru to the settlements of Blackmill, Ogmore Vale and Nant-y-Moel, and run every

twenty minutes on Mondays-Saturdays throughout the day. In both evenings and weekends,

services are less frequent, running every 1 to 2 hours. Consultation with BCBC indicates this service

is unusually frequent in comparison to surrounding valley areas, particularly within RCTCBC.

Table 22: Bus Service

Bus

Operator Bus Services Frequency Start/Finish Stops Include

First Cymru 21/22

Every 20mins peak

times, every hour off

peak

Bridgend/Nant-y-Moel Blackmill, Ogmore

Vale, Price Town

Stage Coach 172 Hourly Aberdare/Porthcawl

Gilfach Goch,

Glynogwr,

Blackmill, Bridgend

Stage Coach 150 Every half hour + Evanstown/Pontypridd Gilfach Goch,

Tonyrefail, Porth

Source: www.traveline-cymru.info


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Notwithstanding a clearly strong level of direct bus service provision between Ogmore Valley and

Bridgend town centre, there are no direct linkages from within the area north towards Treorchy and

west to the neighbouring Garw Valley. Public transport in this context does not facilitate inter-valley

links and re-emphasises the importance of Bridgend as a service hub for the area.

There are also no direct bus routes from Evanstown to Bridgend town centre, reinforcing its linkages

east towards the Rhondda Valleys. Residents are either required to walk to the bus stop in Gilfach

Goch (Oak Street) or catch the bus from Evanstown and change at Gilfach Goch in order to link with

Bridgend.

Rail

There are no stations within the Ogmore Valley; however, the following stations are in relative

proximity of the Valley:

Table 23: Rail Station Proximity

Station Proximity to Ogmore Valley Direct connections

Treorchy 5km north (no direct bus) Pontypridd, Cardiff

Porth 8.5km east Pontypridd, Cardiff

Bridgend 12km south Cardiff, Bristol, London (East)

Neath, Swansea (West)

Source: www.google.co.uk/maps

The lack of direct rail connections within the Valley should be regarded as a weakness but in part

addressed by the strong provision of connecting bus services with these locations.

Travel Scenarios

In order to examine potential difficulties in using public transport, the following three scenarios have

been developed:

Scenario 1: Resident Evanstown employed at MacArthur Glen Retail Park, Bridgend

Scenario 2: Young family of four (two adults, two children) in Ogmore Vale taking a day trip to

Swansea’s National Maritime History Museum.

Scenario 3: Resident of Lewistown, Blackmill, unemployed and without a car but has a job offer in

Bridgend.

Table 24: Travel Scenarios

Scenario Key Characteristics Option 1: Drive

(Return Cost/Duration)

Option 2: Public transport

(Return Cost/Duration)

1

Bridgend

Employee

Evanstown resident,

works in MacArthur

Glen Retail Park

Bridgend (9am-5pm),

car owner.

£8 (40p/mile)

40 minutes

£3.75

126 minutes (plus has to

arrive 20 minutes early and

walk to Gilfach Goch)


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2

Day-

Tripper

Young family of four

living in Ogmore Vale,

day trip to Swansea

on Sunday.

£21.60 (40p/mile)

120 minutes

£25.50

(Family bus ticket: £12.50,

Train ticket with family

savings card: £13)

3hrs 02 minutes

3

Jobs

Seeker

Lewistown resident,

car-less, unemployed

but has a job

interview in Bridgend

town centre

No car £3.75

52 minutes

Presentation of three scenarios local resident travel highlights how in scenario 1, where the resident

has the choice of transport mode, the bus option is significantly cheaper but unfortunately takes

over twice as long to get there. Similarly, for day-tripping to an attraction in the wider region, public

transport, despite applying available discounts which make the cost of travel more comparable to

the cost of driving, it remains more expensive and over double the journey time. More positively

however, Scenario 3 highlights the usefulness of a regular local bus service for people without access

to a car.

Consideration of scenarios has indicated that whilst the cost of public transport is largely

comparable or even cheaper than car travel, the additional time required to us it does not make it an

attractive alternative.

Community Transport

Ogwr Transport for the Elderly and Disabled (OFTED) provides on-demand community transport

support for residents over 60 or somebody with a disability. The service is based in Bridgend in

proximity to the Royal Hospital, and can be requested from throughout the local authority including

both the Ogmore and Garw Valleys.

Consultation with OFTED indicates community transport is in high demand in these areas, most

commonly used to link residents with the hospital or for shopping trips. The service has grown

significantly in recent years and is currently running at near to full capacity. The business would like

to expand further but is largely constrained by the size of their storage area for which they are

currently trying to source funding to extend.

Within the Ogmore Valley GLT Travel (Blackmill), Burrow’s Coaches (Ogmore Vale) and Mainline

Coach Hire (Evanstown) all have a community transport function which primarily serve the elderly

and mobility impaired but is also used by a broader local population on an ad-hoc basis.

Consultation has indicated that these services are running at or under existing capacity, indicating

that supply of this transport mode broadly meets local demand.

Walking and Cycling

National Cycle Route 4 (Celtic Trail) runs from the Severn Bridge through to Pembrokeshire Coast

National Park, and crosses through Evanstown and Blackmill. People using this cycle route are able

to travel to Bridgend using cycle route 885 which deviates from National Cycle Route 4 at Sarn.


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Monitoring of the use of the cycle route has been undertaken by Bridgend CBC. The data below

shows the number of users of the cycle route in Blackmill over successive years; the data reveals that

on average the number of cyclists using these routes has increased between 2007-2009.

Table 25: Average Annual Cycle Flow

Anecdotal evidence suggests that residents in Evanstown tend not to cycle, less still to commute.

The cycle route from Evanstown to Bridgend town centre consists in part of on road cycling, and

residents raised concerns over safety when cycling along such a narrow and winding road.

A community route (which is a shared cycle and pedestrian path) follows the disused railway line up

the Ogmore Valley (passing the settlements of Lewistown, Ogmore Vale and terminating in Nant-y-

Moel). This offers people a traffic free route from Nant-y-Moel to National Cycle Network 4 at Sarn.

Community consultation revealed that this community route would be better used if lighting was

implemented along the path, as it would improve security and safety, particularly during the early

mornings and evenings.

A Community Access Plan (2008) for the ward of Blackmill was prepared and investigates how

residents tend to travel in the area and identifies any barriers to people using the community routes.

The most common response was that poorly maintained surfaces prevented people from accessing

local facilities by foot or bike.

8.5 Parking Consultation within BCBC revealed that parking is an issue within the Ogmore Valley. There is a

limited amount of off street parking, which means a significant amount of on-street parking takes

place which can create problems for accessibility in the area where the road is narrow.

Source: Data supplied from Sustrans representative


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8.6 Consultation Consultation highlighted residents can be isolated due to the difficulties they face in accessing public

transport to travel to Bridgend town centre. Complaints were largely attributed to the number of

changes residents are required to make, as opposed to frequency of the service. Anecdotal evidence

suggests that using the bus can be a costly affair, in particular for short journeys.

That said, bus services to Pontypridd are more accessible, although there is a perception from

residents that bus services to Pontypridd are poor and infrequent, with some residents indicating

that only one bus goes to Pontypridd a day. Bus timetable information shows that Stage Coach

operates a frequent bus service to Pontypridd from Monday to Saturday (at least every 20 minutes),

with the bus stopping at Evanstown community centre.

Although mainline travel operates from Evanstown, there is a perception that there is limited

community transport available. Consultation revealed a keenness for a community transport scheme

to be developed and promoted. The environmental group are looking to develop the Book a bus

scheme- to allow residents to access services and employment in Bridgend town centre.

Investing money in a community transport scheme within Evanstown, to travel to Bridgend town

centre at key times (morning and evening for work and on weekend for shopping) depending on

level of demand for service.

8.7 Key Issues A benefit to the Valley is the strategic connection North and South through the main Valley (A4061)

which also enables regular bus services for the main Ogmore Valley route. However, on-street

parking accentuates congestion issues on the A4061 and increases journey times to both public

transport and personal transport. Private car journey time to Cardiff, Swansea and Newport is less

than 45 minutes.

Public transport seems to affect the residents of Evanstown due to its divorced nature from the

other settlements in the Ogmore Valley.

No direct bus services to Bridgend from Evanstown and they are not operated frequently or

at appropriate times- this places a barrier on accessing employment, retail and other

services easily

Possibility of providing a mini-bus which travels to Bridgend town centre from Evanstown at

key times – on the weekends/ early morning on weekdays- so that people can access

employment opportunities in Bridgend and are able to shop and use services on the

weekend

Opportunity to provide a set fare for one journey from Evanstown to Bridgend (not a

number of fares for each change?)

Addressing the misconception about the frequency of bus services to Pontypridd from

Evanstown through stronger marketing/communication – would this be a cost RCT would

need to cover?

One medium (i.e. just rail or just bus) public transport to the Valley is limited by no direct rail links in

the Valley; there are good bus service linkages with nearby stations. To further limit mobility within

in the Valley buses become less frequent to and from Evanstown, whit no direct services to

Bridgend, and no further transport to Gilfach Goch on than walking or cycling.


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A high proportion of residents travel to work by bus, minibus or coach. This is likely to be linked to

the high proportion without access to a car. Those interested in walking and cycling have access to

strategic routes within the Valley.

8.8 SWOT

SWOT Analysis


Strong strategic road through the Valley (A4061)

10 minute travel time to Bridgend by car

Regular bus services for the main Ogmore Valley route

NCR 4 runs through Evanstown and Blackmill, and links well the established Community Walking and Cycling Route.

A general increase in the number of cyclists using NCR4 between 2007 and 2009.

A general strong provision of community transport opportunity using both established businesses in the Valley and OFTED in Bridgend.

Whilst no direct rail links in the Valley, there are good bus service linkages with nearby stations.

A high proportion of residents that travel to work by bus, minibus or coach, likely to be linked to the high proportion without access to a car.

Private car journey time to Cardiff, Swansea and Newport less than 45 minutes.

Provision of community transport for Evanstown residents to Bridgend

NCR 4 links to local route 885 to Bridgend town centre

Improve local access to Community Walking and Cycling Routes and other trails

Potential to light walking and cycling routes to improve security and encourage usage in mornings/evenings

Improved community transport opportunities for Evanstown residents

Install lighting on Community Route to encourage wider use, particularly in mornings and evenings.

Potential to introduce a set fare for residents in Evanstown that travel to Bridgend to avoid having to buy two bus tickets.

Consideration for adequate off-street car parking to facilitate traffic flow through the Valley.

Further cycle infrastructure at schools and Valley businesses to encourage cycling. E.g. covered bike sheds, drying-off facilities.

Weaknesses Threats

Low take-up of public transport in spite of quality and level of provision

Buses less frequent to and from Evanstown – no direct services to Bridgend – walk to Gilfach Goch

Actual or perceived poor maintenance of cycle/walking routes.

Constraints/ restrictions on A4061 – vehicle flow/access affects journey times

Northerly road links to the A465 Heads of the Valleys are occasionally impassable in wintry conditions

On-street parking accentuates congestion issues on the A4061 and increases journey times

Local highway widths could restrict the potential to develop cycle/pedestrian links


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9. Social Environment

9.1 Local Services The ‘Geographical Access to services’ domain ranks LSOAs according to their relative connectivity to

key community facilities. The average time taken for every household in the LSOA to travel by

walking or public services to the following community facilities:

Food Shop;

GP Surgery;

Primary School;

Post Office;

Public Library;

Leisure Centre;

NHS Dentist;

Secondary School;

Transport Nodes is one of the WIMD’s contributory domains.

In terms of the access to services domain, LSOAs in both Nant-y-Moel and Ogmore Vale are all within

the least deprived 50%. Blackmill 2 however is in the most deprived 10-30% and Blackmill 1 in the

most deprived 30-50%, indicating the relative difficultly residents of this ward have in accessing key

services. The following local services have been identified for the Ogmore Valley, split into both

retail and community venues:

Nant-y-Moel Detail

Retail 3 Convenience stores (Spar, ‘Nant-y-Moel Superstore’, and ‘Corner

Convenience Store’)

Seasonal Gift Shop

Hair Salon

Sofa Suite Vendor

Butcher

Farm shop (detached from village centre)

3x Takeaways (Fish and chips, Indian and Kebab)

Community

Venues

Berwyn Centre (including library)

Memorial Hall

Girls and Boys Club (whilst built for the youth is well used by the wider

community for meeting and events)

Bryan Centre (shut due to structure issues)

3x pubs (Blaenogwr, Welsh Brewers and Nant-y-Moel Social Club and

Institute)

Horeb Baptist Chapel

Nant-y-Moel rugby club

Wyndham Bowls Club

Nant-y-Moel Boys and Girls Club

See Figure 28 for local sports/recreation venues


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Ogmore Vale Detail

Retail Food store

Bakery

4x takeaway food stores (2x Chinese, Café, fish and chips)

Reconditioned Computers shop

3x hair salons

5x food stores (inc. Londis and Spar)

Community

Venues

Ogmore Vale Life Centre (including library and gym and hall)

Wyndham Boys and Girls Club

Ogmore Vale Rugby Club

Ogmore Vale Youth Centre

5x pubs (Corbett Arms Hotel, Fox and Hounds, Constitutional Club, Non-

Political club, and Wyndham Arms)

Calvary Baptist Church

Christ Church Methodist

See Figure 29 for specific sports/recreation venues

Blackmill Detail

Retail Murco Petrol Station

Café (Blackmill)

Ye Olde Ogmore Function Hall and Dining Room (Evanstown)

Jo’s newsagents (Evanstown)

Post Office, Lewistown

Residents of Evanstown are also in proximity to a Co-operative food

stores, and DJ Minimarket in Gilfach Goch.

Community

Venues

Blackmill Youth and Community Centre

Lewistown Communities First Office

Lewistown Sports and Athletics Club.

Paran Chapel

Glynogwr Chapel

St Tyfodwg Church

In adjacent Gilfach Goch, there is also Gilfach Goch’s Community Centre,

St Barnabus Church

Other clubs in adjacent Gilfach Goch include Gilfach Goch boxing Club,

Bowling Club, Rugby Football Club, Bowling Club, an ex-serviceman’s club,

festival club and Irish Pub.

Abercerdin sports hall and youth club

See Figure 28 for specific sports/recreation venues

Figure 29: Sports and Recreation Map


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Ogmore Valley has a relatively strong provision of basic local services, focused within the

communities of Nant-y-Moel, Ogmore Valley and sub-centres of Blackmill electoral ward. The retail


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offer serves primarily the local population, with the exception of trade from vehicular traffic through

the Valley and potential internet/satellite trading performed by the Organic Farm producer in Nant-

y-Moel.

There is clearly a strong provision of community venues, both as activity specific facilities and as

multi-use premises. This study acknowledges the commissioning of BCBC’s Four Site Feasibility

Study (September 2009) for which a full rationalisation of existing community facilities and their role

and function will be undertaken. An initial appraisal does however identify a varied level in the

quality of provision.

The Outdoor Sport Audit (2006) found that there is an overall surplus of playing fields in the Ogmore

Valley, however in terms of Children’s play space there is a deficit.

Berwyn Centre, Nant-y-Moel

In summer 2007 it became apparent that there were major problems with the condition of the

Centre’s roof and ceiling and, following a survey, the theatre was closed on health and safety

grounds. A further condition survey revealed that, although the structure of the building is

fundamentally sound, a considerable amount of work will be needed to eradicate damp and upgrade

electrical and ventilation systems if the Berwyn Centre is to have a long-term future. The cost of this

work is estimated at between £450,000 and £500,000.

Survey undertaken by Audience Wales in Summery 2008 indicated widespread support for the

Berwyn Centre within the community and especially for developing enhanced children’s, youth and

family events programming. The library attracts the highest proportion of visitors to the Centre and

there is strong support for increasing the number of computers available for public use. Increased

adult community learning provision is also seen as a priority by the community.

A key part of the options appraisal will be consultation with stakeholders and the community as to

their needs and expectations and to ensure that the option recommended integrates with other

community provision in the valley without duplication.

It is also important to mention a number of local activity groups that do not have a community base

but have strong support from local residents for example, Ogmore Valley Wheelers (cycling club),

local Tenants and Residents Associations and Evanstown Voluntary Organisation.

A limited provision of allotments within the valley is considered to constrain the potential to local

food initiatives, develop community-led and individual agri-schemes. The local allotment co-

ordinator has investigated the potential to expand the number of plots but considers there to be no

available additional allotment sites within the Valley. It was also observed that the way in which

allotments are currently managed is fragmented; there is no knowledge of capacity/demand within

Ogmore Vale as opposed to Nant-y-Moel for example.

9.2 Community Safety Crime statistics for the Valley indicate a net reduction in the number of crimes in the area. South

Wales police statistics detailed in the following table, detailed the crime rate of the electoral wards

in the Ogmore Valley, in comparison to BCBC. The table shows that the crime rate in the wards are

significantly lower than the average for BCBC as a whole. One exception to this however is a higher

proportion of violent crime in Blackmill.


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Table 26: Average Crime rate per 1000 people between August and October 2009

Area Burglary Robbery

Vehicle

crime Violence

Anti-social

behaviour

All

crime

BCBC 0.6 0 0.4 1.1 6.8 5.2

Nant-y-Moel 0.6 0 0.1 0.7 5.8 3.3

Ogmore Vale 0.3 0 0.4 1.4 5.8 3.7

Blackmill 0.3 0 0 2 5.9 4.5

Source: http://maps.police.uk/view/south-wales/

9.3 Community Views Figure 30: Ogmore Valley 'My Community' Word Cloud

The lack of local services was raised as an issue

amongst residents throughout the valley.

Residents drew attention to the poor quality

retail offer; a lack of banks/cash dispenser,

and the lack of quality eating/drinking

establishments.

In addition to this, residents highlighted the

lack of crèche facilities, which prevents

mothers from entering the workforce.

Youth were considered a high priority by

residents. One resident in Nant-y-Moel

commented on the “strength of young social networks in Nant-y-Moel [which] draws kids from the Ogmore Vale and Lewistown area.”

There was also an overall desire for indoor

gathering places for youth in the Valley.

In terms of sport and recreation facilities,

community consultation highlighted the need

for the provision of an all-weather pitch (as

there is not one in the valley), and generally

more sports and recreational facilities should

be provided to cater for younger people.

Furthermore, cycling was mentioned as being important to the community and maintaining the

infrastructure for this sport was desired.

9.4 Key Issues All the communities in the Ogmore Valley benefit from sports and recreational provision;

nonetheless, opportunities existing to expand the quality and quantity of provision are limited by

both funding and availability of terrain. Whilst there is primarily a convenience level of shops and

services, there is limited availability of allotments in the Ogmore Valley restricts the potential for


23/06/2010 86

local food growth. Residents with restricted mobility have difficulty accessing core services,

particularly in Blackmill.

Crime rates are significantly lower than the average for BCBC as a whole (3.8/1000 average in the

Valley as opposed to 5.2/1000 in BCBC). This could be partially due to a range of local activity groups

that target hard to reach groups such as Bad Bikes (for the youth), Venture out for the over 50s.

9.5 SWOT

SWOT Analysis


Strong sports facility focus

Sports and recreational provision in all of the communities within the Ogmore Valley

Existing convenience level of shops and services

Crime rates are significantly lower than the average for BCBC as a whole (3.8/1000 average in the Valley as opposed to 5.2/1000 in BCBC).

Bad Bikes – working with young people to help them improve their personal skills

An opportunity to rationalise, modernise and create sustainable community buildings that provide broader more integrated facilities.

Potential to develop a Lewistown community centre – an initial feasibility study gave indicative costs of circa £300k.

Construction a of Multi Use Games Area at Dimbath Estate in Blackmill.

Weaknesses Threats

Number of redundant community buildings within valley

Reduction in shops and services

Physical restrictions – aged population and relationship to shops and services

Limited availability of allotments in the Ogmore Valley restricts the potential for local food growth.

The need for significant capital/revenue investment in some existing community facilities may be prohibitive to their potential to offer wider community functions

Duplication of services in some communities

Growth of Bridgend in retail and service terms – M4 corridor


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10. Tourism

10.1 Strategic Context The Valleys have access to a wide range of strategies set out by the Welsh Assembly including: One

Wales, the Rural Development Plan 2007-2013, Achieving Our Potential, Strategic marketing Action

Plan 2007-2012, Cultural Tourism Strategy, and the Sustainable Tourism Action Plan. Each strategy

has an overarching focus of improving the tourism and the quality of life in, while promoting the

culture and heritage of, individual places and of Wales as a whole. At the same time, each strategy

has a more specific focus on different aspects of tourism, some of which include: branding, quality

products, facilities, staff, research, environmental responsibility, conservation, rural, diversification,

and improving quality of life. Organisations also support tourism such as Visit Wales which

encourages sustainable tourism and the development of the tourism economy based on the concept

of “Centres of Excellence” and works alongside the Valley Regional Park project.

Sporting in Wales has been part of its culture for generations and as such can be an asset to develop

tourism. Sports Tourism in Wales, a framework to ensure Wales is recognised as an international

sports tourism destination, could be a vital strategy for the Valleys region of BCBC considering

current interest such as football and mountain biking, the diverse terrain, and opportunities for

building sports centres.

Additionally, tourism partnerships in the area such as Capital Region Tourism (CRT), the Regional

Tourism Partnership serving South East Wales, have put together programmes, support and

research. For example, CRT has put forth two strategies potentially benefiting the Valleys of BCBC

including the South East Wales Tourism Action Plan (2008-2011) and the Events Strategy for the

Valleys. The Tourism Action Plan promotes local economic prosperity and community well being and

involvement while striving to minimise tourism impact and protect natural heritage and culture. The

Events Strategy aims to support more events linked to outdoor adventures and to create clusters of

activity.

A specific focus on the Western Valleys is outlined in the Strategic Approach to Development where

research on the potential scope of the area will help to provide a regeneration focus on communities

that will include the Llynfi, Upper Garw and Ogmore Valleys of Bridgend.

More locally, strategies have been produced by partnerships and councils. The Local Development

Strategy, Bridgend Rural Partnership 2007 presents a vision for rural development and introduces

individual eligible wards, with a specific focus on the geography and demographics of the Garw

Valley which is the proposed pilot area for the strategy. Bridgend County Borough produced a

Bridgend County Tourism Strategy 2002-2006 in which new aims and objectives were laid out

including developing and encouraging tourism which is of benefit to both visitors and locals. The

strategy also sets out action points to help address the lack of accommodation within rural wards

and annual research completed by the Tourism unit. Additionally, the Public Rights of Way Section

of Bridgend CBC have produced Waymarking the Future which is a plan identifying, prioritising and

planning improvements to the local Rights of Way network and shows how the Council will provide

for walkers, equestrians, cyclists, blind and partially sighted persons and others with mobility

problems. The Dyffryn, Llynfi and Porthcawl Railway (DLPR) Heritage and Access Strategy put

forward a plan for interpretation of the industrial history of the Bridgend area. Finally, the Garw


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Valley Mountain Bike Trails Initial Study reviewed existing provision for cyclists and made

recommendations for future care of existing and new trails.

Current projects in BCB include a Valleys Regional Park Action Plan/Convergence bid which provides

an opportunity for organisations which currently provide resources to work collaboratively, cross

sector and cross boundary to create a regional focus.

10.2 Ogmore Valley After a drastic decrease in the number of visitors to the Ogmore Valley between 2001 and 2004,

there has been a noted increase. Ogmore Valley has the benefit of being on a north-south

thoroughfare, the A4061, which, while not a major route, does connect with Bridgend. Tourists

looking for more rural experiences are more likely to utilize this road in accessing such areas as the

Brecon Beacons.

As seen in Figure 32, February is the most popular time to visit the Berwyn Centre in the Ogmore

Valley, although July-August was also popular times to visit. The decrease in visitors at the end of

the calendar year for 2008 was more drastic than in previous years. This could have been caused by

the start of the recession, which tended to affect rural areas more quickly than urban areas.

Figure 31: Total Tourism Population for the Berwyn Centre, 1997-2008

Source: Scarborough Tourism Economic Activity Monitor (STEAM)

Figure 32: Tourism Population by Month for the Berwyn Centre, 2008

Source: Scarborough Tourism Economic Activity Monitor (STEAM)


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10.3 Attractions in the Ogmore Valley Landscape quality in the

Ogmore Valley is diverse,

ranging from forested areas to

open countryside. The most

significant feature in the Valley

is the Bwlch. The Bwlch, with its

drastic topographical changes,

creates an ideal environment for

updrafts and wind circulation,

which can be taken advantage

of by flyers of model planes and

kites. The Bwlch also provides

panoramic views of the

surrounding countryside and

local communities. Not only

model planes and kites can fly

off the Bwlch, but people as

well. The Bwlch has an

opportunity to become a

paragliding centre for the area.

The Bwlch has also become a

focus for a ‘Sky to Sea’ walk,

which is 16 miles (25km)

starting from Dare Valley

Country Park and winding its

way through fields and forest to

Bryngarw Country Park, crossing

over the Bwlch Mountain.

Outdoor recreation including

cycling, walking, and equestrian

are all popular and feasible in the Ogmore Valley. As seen by Figure 33, many trails in the Valley are

easily accessed from the rural communities and local the road network. The northern portion of the

Ogmore Valley is lacking in equestrian trails, especially near the Bwlch, which could be an option for

further development in outdoor recreation pursuits. Currently the Valley hosts events put on by the

Ogmore Valley Wheelers and Dragon Ride Wales.

The Ogmore Valley Community Route is an 11 mile (18km) walking and cycling trail which runs from

the north of Bridgend at the Sarn Railway Station and continues through the Valley to Nant-y-Moel.

The trail provides a safe recreational and commuter route for locals as well as an opportunity to

explore the valley for visitors. It is estimated that the route would take 1 ½ hours to complete

Figure 33: Ogmore Valley Outdoor Recreation Trails

Source: Ordinance Survey Master Map, Street View Data, Crown copyright

(Bridgend County Borough Council license)


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cycling. A guide detailing the route, produced by Groundwork Bridgend and partners, is available for

download from the Bridgend Tourism website10.

10.4 Assets in the Ogmore Valley For a small region, the Ogmore Valley offers many options for lodging, eating out, and pubs, as

shown in Table 27. However, options for lodging and eating out are limited. With the exception of

Herons Brook B&B, none of the lodging facilities are listed on the Visit Wales website.

Table 27: Ogmore Valley Amenities

Lodging Food & Drink

Nant-y-Moel Blaenogwr Hotel (now closed) Wayne’s Place

Bird in Hand

Nant-y-Moel Hotel

Ogmore Vale Coed-y-Mwstwr Hotel Lite Bite

Powing

The Wyndham Arms

The Corbett Arms

The Fox and Hounds

Blackmill Herons Brook B&B (Star

Rating: 4, Occupancy: 6)

Smithy’s Café

The Fox and Hounds, Blackmill

The Ogmore Junction

Source: Google Earth, Google Maps (http://maps.google.com/), Pubs in the Area (http://pubsinthearea.ukvillages.co.uk/), ‘Places to Stay’ search engine on the Bridgend Tourism website

11, Visit Wales (http://www.visitwales.co.uk/)

In the Rural Tourism Product Research report, face-to-face consultations were undertaken with local

residents, out of which it was discovered that there were many assets in the Valley to attract

tourists.

Interest Asset

Attractions Fairy Glen - Mountainside waterfall, Ogmore Valley

Activities Fishing lakes – Blaengarw

Clay Pigeon Shooting – Garw & Ogmore Valleys

Catering / hospitality None identified

Churches and Chapels Non-conformist Chapels e.g. Bethania – Ogmore Vale (permanent home of Ogmore Valley Silver Band), Tabernacle Chapel - Pontycymmer

Heritage interest None identified

Events and traditions None identified

Rural activities Farming interest e.g. Blackmill Sheep Sales

Scenic beauty and

natural interest

Picturesque wooded valleys e.g. Garw Fechan, Blackmill Woods

Tranquil riverside environments in valley bottoms

10 http://www.bridgend.gov.uk/web/groups/tourism/documents/marketing/070149.hcsp 11 http://www.bridgend.gov.uk/english/tourism/


23/06/2010 91

Dramatic glacial features at valley ends e.g. Devil’s Pulpit at the Bwlch

Wildlife rich environments e.g. Kenfig NNR, Parc Slip Nature Reserve, Frog Pond Wood LNR, Blackmill Woods SSSI

Other Funky Jewellery - Nant-y-Moel

Ty Talgarth Farm Shop - Nant-y-Moel

Ogmore River – Fishing website

Ogmore Valley Ladies Choir

Ogmore Valley Local History Society

Choirs & bands – e.g. Ogmore Valley Silver Band

10.5 Community Perspective During the consultations in the Rural Tourism Product Research report, ideas and projects were

identified. In relation to the Community Route, a circular walk such as Blackmill via ancient

woodlands would be a beneficial addition. General improvements were identified in consultations

such as investigating the opportunities to introduce the Ramblers Association ‘Walkers are

Welcome’12 schemes in Blackmill. As the Valley has a lack of equestrian opportunity, the desire to

investigate riding events in association with the British Horse Society was introduced. For cyclists,

the Valley similarly has potential for working in association with the Ogmore Valley Wheelers.

Marketing is important in the development of a tourism industry in the Valley. Finding information

about the Valley is difficult. A quick internet search showed that, the nearest tourist information

centre, according to Google Maps, to the area is at the Wales Designer Outlet, Bridgend;

approximately four miles south of Blackmill. According to the Bridgend Tourist website13, there are

two Tourist Information Centres to service all of Bridgend County Borough, one at Porthcawl and the

other at the Bridgend Designer Outlet.

Finally, and quite importantly, an identity for the Valley through promoting it as a ‘Gateway’ and

giving it a brand such as “big skies and bold vistas” would increase visitor frequency.

10.6 Community Views The Ogmore Valley residents see opportunities for tourism in the area mostly centred on outdoor

recreation activities. To the north of the Valley the Bwlch was most mentioned in consultations as

an attraction: “Mountains attract people”. The annual Walking Cycle Path Craft Event is centred

around the Bwlch and takes place every November bringing people from outside the Valley. There

are a few cabins available for rent to those who know about them or can find out about them,

however, some residents felt there was a missed opportunity in housing visitors. Nant-y-Moel itself

was termed a “destination” opportunity.

Further south from the Bwlch, residents found other opportunities for tourism in what was termed

as the “Forgotten Valley”. Similar to the northern part of the Valley, outdoor recreation was

mentioned, specifically the picnic and amenity facilities and their potential links into paragliding and

hang-gliding. Specific contacts were mentioned regarding this such as Martin Hall, a local landowner

12 www.walkersarewelcome.org.uk 13 http://www.bridgend.gov.uk/web/groups/tourism/documents/marketing/001794.hcsp


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who rents out bed-space and runs

Paragliding Corporate Days. Also in terms

of outdoor recreation, residents felt there

was an opportunity around the cycle track,

which could use a car park, interpretation,

way markers, and a destination sign. The

Worlsey site in the Valley has un-met

opportunities for recreational and fishing

use such as Glyncorrwg/Garw. However,

whilst the natural environment was

mentioned as an opportunity including

maximising the “prettiness of the Valleys”,

it was not the main focus. The historic

aspect of the Valley including the old

farms, stories, and religion held more

appeal for tourism opportunities. For

example, P.D. Morgan’s Property, at the

top of Cwm Ogwr Fawr, was mentioned as

having “historic importance” as a “former pit pony stables”. The Valley has a unique

religious past rooted in Catholicism with a

history of monks and a communion oven

built into the hillside. Whilst residents felt

there was opportunity for tourism in the

Valley, it was also mentioned that building

tourism would include marketing, already

started with a historical booklet, and basic investment and maintenance. There was concern as to

where the resources would come from in order to promote tourism in the Ogmore Valley.

Tourism was not mentioned by residents of the eastern portion of the Valley (i.e. Evanstown).

10.7 Key Issues There are a few issues regarding the building of tourism in the Ogmore Valley which must be

addressed before any actions can be taken. Simple infrastructure is either limited such as

accommodation, signage, information, car parks, and retail and local services; or completely non-

existent such as a tourist information centre and public toilets. Also, there is essentially no viable

marketing of the area meaning those who go to the Valley either stumble upon it or discover it

through word of mouth. For example, there is limited information on the internet regarding tourism

including attractions, lodging, and hospitality. A formal review of what has been researched and

published as well as the marketing of such documents would need to be undertaken before further

steps to promote tourism in the Valley were taken.

However, there must be some sort of draw to validate any work towards building tourism.

Unfortunately, there seems to be no unique or strong cultural draw to the Ogmore Valley;

nevertheless, the Valley does offer significant outdoor recreational opportunities. Some work would

need to be undertaken to make the Valley a recreational destination including updating and

Figure 34: Ogmore Valley Tourism Word Cloud


23/06/2010 93

maintenance of current networks and locations, provision of lodging and food, and marketing.

Perhaps cross-valley partnerships could be employed to help fund and promote outdoor recreation

in the region.

10.8 SWOT

SWOT Analysis


Base for paragliding, model aeroplane flying, hang-gliding

Community route 11 miles links to Bridgend

Ridgeway walk

Sea to sky walk

People and community

Church/Chapel tourism

Views, vistas, opportunities

Weaknesses Threats

Closure of cinema/theatre at Berwyn Centre impact on usage

Lacks horse riding/equestrian riding to north of Valley

Limited diversity of accommodation

Lacking of catering and hospitality

Lacks a key attraction

Lack of Tourist information centre, toilets, TIP

Lack of quality cohesive product


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11. Culture

11.1 Context The South Wales valleys such as the Ogmore became a symbol of the whole of Wales for many

foreign people and people in the other countries of the United Kingdom alike. Some visitors to other

parts of Wales are surprised when they do not find coal mines and terraced housing. The valleys do,

however, contain a large proportion of the Welsh population and remain an important centre of

Welsh culture, despite the growing dominance of Cardiff.

As part of the local culture, rugby union is very popular with clubs in Nant-y-Moel and Ogmore Vale.

Football clubs exist in Nant-y-Moel and Ogmore Vale.

The geographical shape of the valleys in South Wales has a direct effect on culture. Many roads

stretch along valleys connecting the different settlements in the valley. In the case of the Ogmore

Valley it connects Bridgend with the Rhondda and Neath valleys providing greater accessibility and

connectivity with other communities as well as travel to work, learning, leisure and other activities.

There is therefore a greater mix of housing and communities within the Ogmore compared to its

neighbouring Garw due to being located on this through route.

11.2 Strategic Review Bridgend County Borough Council’s mission statement for arts and cultural activity is to “Increase

the number and range of people experiencing the arts through access and participation and to

further opportunities across a wide range of art forms which will enrich, educate and provide

enjoyment.’ It aims to:

Develop a sound arts infrastructure through encouraging and supporting best practice in the arts

Encourage social and economic regeneration

Develop a centre of artistic excellence

Promote cultural diversity

Reach’s Rural Tourism Product Research undertaken in July 2009 by Letha Consulting identified that

cultural tourism is a growing sector, and the rural wards of Bridgend are “awash with potential product which if developed and packaged appropriately could form the bedrock of the rural offer”.

The report identifies areas for development from “folklore to film sets, poets to politicians, prehistory to pit head markers, there is wealth of opportunity out there, and some strong community players are already identifying culture as an economic driver”.

11.3 Activity There are a number of groups in the Ogmore Valley that are prominent in cultural activities. These

are described below:

Ogmore Valley Silver Band was established c.1893 and although never gaining dizzy heights

in the brass band world, has always been an asset to the community of the Ogmore Valley in

South Wales. The band competes in the second section locally and the 3rd section

nationally. Rehearsals take place between 1900 and 2100 every Wednesday and between

1800 and 2000 every Sunday. The band room is situated in Bethania Row Ogmore Vale on

the A4061 opposite the junction with Corbett Street. Visitors and players, old and new, are

always welcome.

http://en.wikipedia.org/wiki/Terraced_housing

http://en.wikipedia.org/wiki/List_of_Welsh_principal_areas_by_population

http://en.wikipedia.org/wiki/Culture_of_Wales

http://en.wikipedia.org/wiki/Popularity


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Ogmore Valley Art Society Their aims are to further our skills in art and craft, to practice and

improve our abilities and to share our skills. They meet every Wednesday from 10.00am -

12.45pm at The Welfare Hall, Bethania Row, Ogmore Vale, and Bridgend.

The Berwyn Centre, in the Ogmore Valley, is an Arts and Community Centre converted from

a former Miners’ Welfare Hall and Cinema in 1974 and funded by Bridgend County Borough

Council. Live performances of professional and local amateur theatre appear regularly, as

well as choral and other musical and dance concerts. The Theatre has a very attractive

proscenium arch and a good performing area. The floor area is sprung suitable for dances

with no rake. The Disco area and four additional rooms are placed in the basement area.

There are daily community activities and a well-equipped library. Non-performance activities

include Art and Handicraft Exhibitions, Flower Displays and Workshops. The Centre is open

all year round with a seating capacity of 296

11.4 Language The number of welsh speakers within the Ogmore Valley in 2001 is higher than Bridgend County

Borough and Wales between the ages 21 and 44 which is result of primary and secondary school

teaching of the language within welsh medium schools. Older age cohorts show that whilst welsh is

spoken, it is lower than the Bridgend and Welsh average, which is due to a lower proportion having

access to learning welsh in school.

Figure 35: Number of Welsh Speakers by Age Group, Ogmore Valley; Bridgend and Wales, 2001


11.5 Community Views Local culture as described by residents is depicted in Figure 36. Most commonly mentioned were

the words ‘community’, ‘unity’, ‘youth’, and ‘sports’. Many residents felt that the small communities

had a sense of place, a sense of unity, and an informality which is attractive to outsiders, and would

possibly cause relocation to their communities. In general, youth were mentioned in relation to

clubs and recreation. One resident from Nant-y-Moel stated: “A particular focus is the skate park in Nant-y-Moel which attracts kids from as far as Bridgend, not just because of the facility but because Nant-y-Moel has a strong local biking culture which kids from further afield want to be a part of.”

http://www.bridgend.gov.uk/Web1/groups/public/documents/services/001283.hcsp


23/06/2010 96

Residents felt that recreation such as skating, cycling, boxing, and swimming were all a part of their

culture. Outdoor recreation in

terms of parks, cycling, and walking

were also very important to

residents.

Due to Valley structure, public

transportation was considered to be

vital in bringing people through the

Valley, thus it was considered to be a

part of the travelling culture of the

Valley.

11.6 Key Issues The Ogmore Valley boasts a strong

and distinct culture with an active community participating in arts and cultural activities. Existing

community venues currently require refurbishment with a need for a strategic approach to cultural

provision, specifically facilities within the valley.

11.7 SWOT

SWOT Analysis


Welsh language present in valley

Strong and active range of arts and cultural organisations that are well known within the valley and within Bridgend

Strong sports clubs that have a cultural tie to the valley

Build on cultural tourism

Need for a strategic approach to cultural provision in relation to facilities

Weaknesses Threats

Condition of key community venues

Succession within some cultural organisations, e.g. brass bands, choirs, etc

Figure 36: Ogmore Valley Culture Word Cloud


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12. Environment

12.1 Physical Environment The WIMD 2008 includes a contributory domain which considers the physical environment which

compiles air quality, air emissions, flood risk and the proximity to waste disposal and industrial sites.

This compilation of statistics is considered an adequate assessment of the environmental factors

which may impact on quality of life. All of the LSOAs within the Ogmore Valley are within the 50%

least deprived in the country.

None of the settlements within the study area are within an environmental designation, although

some buildings have high quality architecture which enhances the quality of the built environment.

The natural environment- which consists primarily of steep sided mountains is recognised as having

environmental importance and is designated within the adopted UDP as a strategic Coalfield Plateau

and Associated Valley Sides, reflective of special landscape value. These areas offer panoramic views

and have potential for formal and informal recreation. Some areas of the surrounding valley are

designated as a Site of Special Scientific Interest (SSSI) to the east of Ogmore Vale and in close

proximity to Blackmill, and South of Blackmill as indicated in the following extract from BCBC’s adopt

development:

Figure 37: Site of Special Scientific Interest (identified in areas of blue hatching)

Source: BCBC UDP Proposals Map (2005)

Within the built environment, there are a series of open spaces which are protected under the

Development Plan to provide recreational opportunities to residents.

There has been significant third sector support for environmental enhancement through local

Residents and Tenants’ Associations. The Evanstown Voluntary Organisation has made significant

progress in improving the general cleanliness of their community and have most recently been

progressing a community park in conjunction with the Wildlife Trust, and separately a market

garden.


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Flooding

Flooding is an important issue, and is high on the agenda of both WAG and local authorities in

Wales. It is the intention of National and Local planning policy to reduce the risk of flooding. In the

context of regeneration and development, it is vital to understand where areas at risk of flooding

are, as it will influence where development occurs.

Flood risk maps produced by the Environment Agency reveal that parts of the built up area are at

risk of flooding within Ogmore Vale and Nant-y-Moel When considering development opportunities

in the study area, it may rule the development potential of a site, or add significant costs through

the requirement of flood risk assessments and mitigation measures. The decision of BCBC to refuse

the proposal to develop a childcare centre adjacent to the Ogmore Vale Primary due to flooding

potential

The pre-deposit LDP identifies that the Penllwyngwent industrial site should be retained for

employment purposes in the next plan period. The plan asserts that the Isfryn industrial site should

be reassessed to accommodate mixed use development and the flood map shows that part of the

estate is at risk of flooding; however, a planning application for a major mixed use development

(including residential and employment uses) has recently been submitted and is under consideration

due to flood risk. Evanstown is not within an area at risk of flooding.

Figure 38: Flood Risk Maps

Source: Environment Agency Wales

12.2 Renewables The emerging LDP for Bridgend identifies that there are increasing pressures from wind farm

developments on the steep sided hills surrounding the built up areas. Wind farms are often

controversial and consultation with the community revealed a divided opinion on their relative

merits or demerits.

Figure 39 identifies, one of the seven Strategic Search Areas for wind farms in Wales referenced in

Technical Advice Note 8: Renewable Energy, is in proximity to the northern part of Blaengarw in the

Upper Garw Valley.

Figure 39: Strategic Search Areas Map


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Source: www.forestry.gov.uk

Consequentially, as is reflected in the recent approval of Pant-Y-Wal Wind Farm (14 turbines within

the red line area highlighted in the following Figure 40), there is increasing pressure from wind farm

developments on the steep sided hills surrounding the built up areas.

Figure 40: Potential Wind Turbine Sites

Source: Pant-Y-Wal Environmental Impact Assessment

12.3 Community Consultation The physical environment is considered a major draw for the valley; however residents raised

concerns over the state of the general environment. Community consultation highlighted the need

for improved maintenance of public areas, landscaping and other public realm improvements.


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The development of community gardens and allotments was seen as key to not only improving the

physical environment, but also allowing the community to develop new skills and encouraging

community cohesion.

12.4 Key Issues The Ogmore Valley benefits from a high quality natural environment, validated by low levels of

Physical Environment Deprivation and WIMD 2008. However, mineral protection areas and/or any

environmental designations could be in conflict with potential development areas. Finally, areas of

High Flood Risk have, and will continue, to constrain development at certain points within the Valley.

12.5 SWOT

SWOT Analysis


High quality natural environment, validated by low levels of Physical Environment Deprivation and WIMD 2008.

Absence of any mineral protection areas (subject to Minerals Mapping of 2010) will not constrain development opportunities

Absence of any environmental protection areas will not constrain development opportunities

The Forestry Commission is a key land ownership within the Ogmore Valley. This could potentially provide additional funding opportunities to encourage community access.

Development of the Evanstown Community Park in conjunction with the Wildlife Trust.

Opportunities for harnessing community benefits from renewable energy developments for example a community owned renewable energy scheme.

Potential to harness hydro-electric power from the Evanstown Valley

Delivery of Environmental Improvements as referenced in the Landscapes Working Action Programme for BCBC. This includes Blackmill Village Centre, Pant-yr-Awel, the junction between the Community Route and the A4061 in Ogmore Vale and Penllwyngwent Industrial Estate.

Weaknesses Threats

High risk flood areas in Nant-y-Moel and Ogmore Vale have the potential to constrain future development.

Proximity of SSA could generate adverse environmental impacts such as shadow flicker, noise disturbance damage to visual impact.


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13. Key Themes

Demographic Profile

Population growth was negative at the start of the last decade but was followed by

significant growth between 2002 and 2004 and has remained positive since.

Recent population growth in Ogmore Valley is caused by net inflow rather than a positive

birth to death ratio.

The likely cause of population inflow is considered to be overflow from Bridgend as well as

an increase in Bridgend commuters.

Population age distribution is relatively well spread with peaks around early teenagers, early

30s and early 50s.

Contrary to pre-conceptions of ageing populations in ex-coal mining valley towns, the

proportion of elderly people in the Ogmore valley is relatively low.

Birth rate in the Ogmore Valley decreased between 2007 and 2008 at a time when birth

rates for Bridgend and Wales increased.

Death rates in the Ogmore Valley have increased as a whole over the five year period from

2004 to 2008.

The low birth rate could either be the cause or the result of the lack of childcare provision in the

Ogmore valley. Fewer parents might choose to start a family in an area with no child care facilities

and similarly, fewer business owners might choose to set up child care provision in an area with a

low birth rate. This vicious circle will need some form of intervention to stimulate the level of

indigenous population growth and to attract new families to the area.

Health

The Ogmore valley has a higher proportion of limiting long term illness among its population

than the Bridgend average as a whole.

All of the LSOAs in the Ogmore Valley are within the 50% most deprived in terms of health in

Wales and perceptions of health among the population reflect this.

Incapacity claimant counts have decreased over the period (November) 2001 to (November)

2008.

The Ogmore Valley has an adequate provision of health facilities.

Previous consultation work has highlighted a distinct lack of child-care provision within the

Ogmore Valley.

Food cooperatives are well established across the valley as a result of BCBC’s Food and

Nutrition Plan (2008-2011) but demand has decreased recently as a result of the quality of

supply and the storage time prior to delivery.

There is a strong local network of formal and informal sports facilities within the Ogmore

Valley, albeit varied in nature and quality.

Community consultations highlighted concerns regarding drug and alcohol abuse across the

valley.

Skills and Learning

Primary Education

o The extent of the educational offer in the Ogmore Valley at a Primary Level is

comparatively good.


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o There are feasibility studies currently underway to look at potential mergers of

schools with 25% of more surplus places, to fit in with the School Modernisation

Programme.

Secondary Education

o There are plans in place to alter current secondary provision in this area fairly

radically, through the proposed amalgamation of Ogmore School and Ynysawdre

Comprehensive School. It is hoped that this will created the environment and model

for the future and will encourage young people to continue their education beyond

16.

o There is some community objection to the proposed merger in the Ogmore Valley.

o In 2008 Bridgend CBC invested more than £1 million in a new Welsh medium

secondary school in Llangynwyd, on the original upper school site of the English-

medium Maesteg Comprehensive School.

o For secondary age pupils in the Ogmore Valley seeking Welsh medium provision in

Years 9 and above, the only option at present to travel over the border into RCT to

Ysgol Gyfun Llanhari.

o Key stage 3 and 4 average point scores declined across the valley between 2004 and

2008.

Further Education

o Bridgend College is the main Further Education (FE) provider in the locality offering a

full range of courses in more than 20 vocational areas from Pre-Entry up to post-

Graduate level.

o One of the first Centres in Wales to offer the Welsh Baccalaureate, Bridgend College

also offers commercial training through work-based training, modern

apprenticeships and assessment programmes.

o The majority of academic courses are delivered at the Bridgend Campus, and

therefore potential students from the Ogmore Valley area wishing to access

mainstream provision are required to travel down into Bridgend itself.

o There are two venues in the Ogmore Valley where Bridgend CBC ACL courses are

delivered including: the Evanstown Community Centre and the Ogmore Valley Life

Centre in Ogmore Vale.

Educational attainment and general skills levels

o Almost half (49%) the people living in the Ogmore Valley had no qualifications in

2001 (national average 33%)

o There is comparatively little variation in the pattern of qualifications across the three

wards although Blackmill had the highest proportion of residents without a

qualification.

Built Environment

There is adequate provision of core facilities to facilitate planned development in the Ogmore Valley.

In relation to communications technology there is largely adequate mobile phone coverage,

although Nant-y-Moel appears to be a mobile phone black spot. There is a constraint to ICT

development as there are known difficulties with 3G/internet access. Limited availability of business

grade broadband also generates a constraint to growth.


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Transport

A benefit to the Valley is the strategic connection North and South through the main Valley (A4061)

which also enables regular bus services for the main Ogmore Valley route. However, on-street

parking accentuates congestion issues on the A4061 and increases journey times to both public

transport and personal transport. Private car journey time to Cardiff, Swansea and Newport less

than 45 minutes.

Public transport seems to affect the residents of Evanstown due to its divorced nature from the

other settlements in the Ogmore Valley.

No direct bus services to Bridgend from Evanstown and they are not operated frequently or

at appropriate times- this places a barrier on accessing employment, retail and other

services easily

Possibility of providing a mini-bus which travels to Bridgend town centre from Evanstown at

key times – on the weekends/ early morning on weekdays- so that people can access

employment opportunities in Bridgend and are able to shop and use services on the

weekend

Opportunity to provide a set fare for one journey from Evanstown to Bridgend (not a

number of fares for each change?)

Addressing the misconception about the frequency of bus services to Pontypridd from

Evanstown through stronger marketing/communication – would this be a cost RCT would

need to cover?

One medium (i.e. just rail or just bus) public transport to the Valley is limited by no direct rail links in

the Valley; there are good bus service linkages with nearby stations. To further limit mobility within

in the Valley buses become less frequent to and from Evanstown, whit no direct services to

Bridgend, and no further transport to Gilfach Goch on than walking or cycling.

A high proportion of residents travel to work by bus, minibus or coach. This is likely to be linked to

the high proportion without access to a car. Those interested in walking and cycling have access to

strategic routes within the Valley.

Economic Investment

The Ogmore Valley appears to be highly dependent on the manufacturing industry creating a lack of

diversity in industries, which in turn puts the local economy in a vulnerable position. The Valley is

also very dependent on specific skilled trades (i.e. manufacturing). Employment growth has been in

manufacturing, construction, public administration, and community services. Penllwyngwent

Industrial Estate has recently been the recipient of BCBC investment as part of the Industrial Estates

Improvement Programme.

The availability of employment land and a range of premises, including modern units of various sizes

to attract businesses and strengthen employment, are currently an issue in the Valley. There has

been a marked reduction in the number of business enquiries, although in line with the economic

downturn of 2008/2009. Attractive rents for industrial property are relative to the county average;

however, there is an observed shortage in 500 sq ft and smaller properties in the valleys area.

Between 2003 and 2007, the Valley experienced a greater relative growth in the number VAT

registrations in BCBC in comparison to Wales and UK as a whole.


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Overall, the population has few workforce qualifications and has minimal skills. Due to some data

being out-of-date (i.e. from the 2001 census), the statistics might not be displaying what is actually

happening. For example, in skilled trades and registered businesses one would expect to see high

values of construction workers, but this is not what is shown in the values.

Travel to work is an issue in the Valley as many of the residents cannot afford to leave the Valley.

Therefore, the question of opportunity for employment in the Valley is raised. Entrepreneurship

numbers in the Valley are low, reflecting the education levels of the residents and the lack of start-

up units for willing residents to rent/buy.

Residents are aware and concerned that “there are very few local jobs” and that the situation is not

improving.

Tourism

There are a few issues regarding the building of tourism in the Ogmore Valley which must be

addressed before any actions can be taken. Simple infrastructure is either lacking, such as

accommodation, signage, information, car parks, or retail and local services; or completely non-

existent such as a tourist information centre and public toilets. Also, there is essentially no viable

marketing of the area meaning those who go to the Valley either stumble upon it or discover it

verbally. For example, there is limited information on the internet regarding tourism including

attractions, lodging, and hospitality. A formal review of what has been researched and published as

well as the marketing of such documents would need to be undertaken before further steps to

promote tourism in the Valley were taken.

However, there must be some sort of draw to validate any work towards building tourism.

Unfortunately, there seems to be no unique or strong cultural draw to the Ogmore Valley;

nevertheless, the Valley does offer significant outdoor recreational opportunities. Some work would

need to be undertaken to make the Valley a recreational destination including updating and

maintenance of current networks and locations, provision of lodging and food, and marketing.

Perhaps cross-valley partnerships could be employed to help fund and promote outdoor recreation

in the region.

Culture

The Ogmore Valley boasts a strong and distinct culture with an active community participating in

arts and cultural activities. Existing community venues currently require refurbishment with a need

for a strategic approach to cultural provision, specifically facilities within the valley.

Environment

All the communities in the Ogmore Valley benefit from sports and recreational provision;

nonetheless, opportunities existing to expand the quality and quantity of provision are limited by

both funding and availability of terrain. Whilst there is primarily a convenience level of shops and

services, there is limited availability of allotments in the Ogmore Valley restricts the potential for

local food growth. Residents with restricted mobility have difficulty accessing core services,

particularly in Blackmill.

Crime rates are significantly lower than the average for BCBC as a whole (3.8/1000 average in the

Valley as opposed to 5.2/1000 in BCBC). This could be partially due to a range of local activity groups

that target hard to reach groups such as Bad Bikes.


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14. Cross Valley Themes

In looking at the keys issue facing the Ogmore and neighbouring Garw Valleys, the following issues

are common themes that need to be developed as part of emerging projects and initiatives.


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Demography

Stable – growing population

Health

High and concentrated levels of limiting long-term illness

Pockets of poor health

Good level of primary health care provision

Skills and Learning

High population of un-qualified residents

High number of children with special education needs

Good local provision

Pupils tend to be lost beyond Key stage 3

Economic Investment

Heavy reliance on manufacturing

High claimant levels

Lack of entrepreneurship

Need to invest in start-up promotion

Built Environment

Housing quality is differing

Business grade broad band needs to be improved

Transport

Good level of public transport provision

Road infrastructure constraints

Community transport provision

Social Environment

Communities have facilities of varying quality – need for integrated provision

Opportunities for community growing and garden space

Need to enhance existing sports, recreational and community assets

Tourism

Lack of infrastructure and product

Identity and alignment

People and place landscape quality and recreation product to be developed

Culture

Provision of community facilities and rationale behind those facilities

Environment

Renewable energy potential in hydro-electric and wind


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Bridgend VARP Ogmore Valley Strategy and Action Plan

Report To


June 2010


22/06/2010 2

Report From

Miller Research

Pen‐y‐Wyrlod

Llanvetherine

Abergavenny

NP7 8RG

01873 851 880

www.miller‐research.co.uk

Final Report written by: Raoul Tufnell

Quality Checked by:

Owen Davies

June 2010


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Contents 1. Introduction ........................................................................................................................................ 5

1.1. Purpose of Report ................................................................................................................... 5

1.2. Strategic Context ..................................................................................................................... 5

1.3. Structure of this Report .......................................................................................................... 6

1.4. Strategic Location.................................................................................................................... 6

1.5. Valley Character ...................................................................................................................... 8

2. Background ..................................................................................................................................... 9

2.1. Valley Baseline ........................................................................................................................ 9

Health .............................................................................................................................................. 9

Skills and Learning ........................................................................................................................... 9

The Economy ................................................................................................................................... 9

Built Environment ......................................................................................................................... 10

Transport and Connectivity ........................................................................................................... 10

Social Environment ....................................................................................................................... 10

Tourism and Culture ..................................................................................................................... 11

2.2. SWOT ..................................................................................................................................... 12

3. Stakeholder and Community Priorities ......................................................................................... 14

3.1. Stakeholder Priorities ............................................................................................................ 14

The Three Big Issues That Face the Ogmore Valley ...................................................................... 14

Cross Cutting Themes ................................................................................................................... 14

3.2. Community Priorities ............................................................................................................ 14

Health ............................................................................................................................................ 14

Economy ........................................................................................................................................ 15

Transport ....................................................................................................................................... 15

Local Services and Facilities .......................................................................................................... 15

Tourism ......................................................................................................................................... 16

Culture........................................................................................................................................... 17

Environment.................................................................................................................................. 17

Housing ......................................................................................................................................... 17

4. Strategy ......................................................................................................................................... 18

4.1. Approach ............................................................................................................................... 18

4.2. Strategic Objectives .............................................................................................................. 21


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5. Action Plan .................................................................................................................................... 24

5.1. Long List of Projects and Project Assessment ....................................................................... 24

Economy and Enterprise ............................................................................................................... 28

Skills and Education ...................................................................................................................... 47

Transport and Movement ............................................................................................................. 66

Community and Place Making ...................................................................................................... 72

5.2. Year 2 WVSRA Projects ......................................................................................................... 81

5.3. Case Studies .......................................................................................................................... 82

Figures Figure 1: Valleys Map .............................................................................................................................. 6 Figure 2: Ogmore Valley Word Cloud ................................................................................................... 16 Figure 3: Ogmore Valley Project Mapping ............................................................................................ 27 Image 1 ‐ Wyndham Colliery ................................................................................................................... 7 Image 2 ‐ Ogmore Valley Today ‐ Looking North .................................................................................... 7


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1. Introduction The Ogmore Valley ‘Valley Area Regeneration Plan’ (VARP) will outline the regeneration needs that have been identified within the Valley and how these can be met. The Western Valleys Strategic Regeneration Area (WVSRA) designation is a significant opportunity to begin to address these needs, although some of these deep rooted problems will require a long term, multi‐generational approach that draws on other sources of funding in order to implement change.

This VARP establishes:

• What the regeneration needs of the Ogmore Valley are • The opportunities that need to be exploited • Objectives for the regeneration of the Ogmore Valley (which link with the broader WVSRA

objectives and Bridgend Valleys regeneration objectives) • A strategy which outlines how the Ogmore Valley could become a more sustainable and

More resilient place in the future • An action plan of projects that will implement the strategy • A shortlist of priority projects and ‘Year 2’ projects • An indication of potential cross valley opportunities

1.1. Purpose of Report The purpose of this document is to outline the Valley Area Regeneration Plan (VARP) for the Ogmore Valley. This report builds upon the findings of the Ogmore Valley Baseline Report, public consultation and a VARP Stakeholder Summit to recommend a VARP Strategy for the Ogmore Valley and an Action Plan of prioritised projects which will contribute to the regeneration of the Valley.

The Baseline Report (which can be found in the Appendix) sets out:

• The wider regeneration context of the strategy • Policy context • The physical composition of the valley • A number of regeneration indicators including:

o health, o skills and learning, o the local economy, o the environment, o movement and transportation, o tourism, o culture, o energy, and o community

• A summary and conclusion

1.2. Strategic Context This report is set within the context of the overarching strategy for the three Bridgend Valleys which identifies the common issues and cross‐cutting themes for the whole VARP area. This report


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identifies projects that can be developed at a cross‐valley level but applied locally within the context of the Ogmore Valley.

1.3. Structure of this Report The following sections of this report will provide a background to the valley, the essence of its character and the key issues for the area that need to be addressed through the VARP. The key issues have been informed by a process of community engagement and stakeholder consultation which is outlined in Section 3. Drawing on the full extent of this background information, Section 4 presents the strategy for the future regeneration of the Valley and Section 5 an action plan for taking key projects forward.

1.4. Strategic Location

Figure 1: Valleys Map

Source: OS Street View, BCBC License


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The Ogmore Valley is situated at the eastern edge of Bridgend’s valleys communities and is

strategically well placed. The A4061 is the main road corridor which runs northwards from Bridgend town centre, connecting the settlements of Blackmill, Lewistown, Ogmore Vale, Pricetown and Nant‐y‐Moel. The A4061 also links with two arterial roads: the A465 (Heads of the Valleys) 20 kilometres north of the Ogmore Valley and the M4 corridor (Junction 36) 5 kilometres south. Local road connections also provide good links to the neighbouring Rhondda valleys to the east and north east and to the Afan valley to the North.

The area is characterised by its dispersed villages which have developed into distinct communities that together creates the Ogmore Valley. These are Nant‐y‐Moel, Lewistown, Ogmore Vale, Wyndham, Pant‐yr‐heol, and Blackmill. Evanstown is somewhat separate from the preceding communities both geographically and culturally, as it is located next to Gilfach Goch with strong ties to the Rhondda Valleys.

As with most valleys communities, coal was an established industry with five deep coal pits within the Valley at Rhondda Main, Aber, Penllwyngwent, Wyndham and Western with the last pit closing in 1984. Land reclamation has been a major regeneration activity within the valley in recent decades with very few obvious scars of the heavy industry remaining. The main local employment sites are at Penllyngwent and Isfryn industrial estates with remaining employment found within small scale workshops, local retail and services and to a less extent farming. The public sector is important (primary schools, libraries and community facilities) and remains the largest local employer.

Strategic issues that face the Valley are common to post industrialised valleys in terms of low economic activity, high rate of unemployment, high rate of long‐term illness and, outward migration of young people. There is also evidence of a growing divide between the skilled and mobile residents that largely work out of the valley and those less mobile and poorly skilled and who often experience poorer health. Deprived communities tend to be tied into the valley in terms of access to services and lack access to wider opportunities.

Bridgend County Borough Council is an important provider of community facilities in the form of Ogmore Vale Life Centre which has recreation, library and community meeting space. The Berwyn Centre in Nant‐y‐Moel has provided a focal point for arts, cultural and community facilities but has significant problems with its condition and layout in terms of modern day use.

In relation to regeneration activities, the Communities First programme operates within the two most deprived areas of the Valleys within

Image 2 ‐ Ogmore Valley Today ‐ Looking North

Image 1 ‐ Wyndham Colliery


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Blackmill and Evanstown.

1.5. Valley Character The Ogmore Valley is primarily linear in form (except for the physically remote area of Evanstown), with pockets of urban character and density but surrounding by a distinctly rural environment.

To the south is Blackmill which contains four distinct communities of Lewistown, Glynogwr, Blackmill and further away Evanstown. These communities are a mix of housing types and settlement with both traditional terraced ribbon settlements, and housing estates characteristic of both public sector housing and the house builders.

The wider Ogmore Valley largely maintains a form and character that is much more reminiscent of its former industrial era. Its households are located primarily along the base of the Valley in communities such as the Wyndham and Lewistown.

Each area has its own, albeit limited, commercial function, with the High Street within Ogmore Vale maintaining a local retail/service offer for the Valley. Evanstown is primarily served by commercial areas of Gilfach Goch and Tonyrefail in the Local Authority of Rhondda Cynon Taff.


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2. Background 2.1. Valley Baseline The following key issues and priorities were identified within the study baseline document.

Health 28% of the population suffer from a limiting long term illness which is 4% higher than Bridgend average as a whole. This places the Ogmore Valley within the 50% most deprived in terms of health in Wales and leads to high perceptions of poor health among the local population, which clearly reflects the impact this issue has on the community. Previous consultation work has highlighted a distinct lack of child‐care provision within the Ogmore Valley and this has an impact both in terms of health and wellbeing of young families, but also access to jobs and training. Healthy eating initiatives (BCBC’s Food and Nutrition Plan) have led to the establishment of several food cooperatives across the Valley, but these approaches to tackling poor local diets face operational challenges in terms of demand and quality of supply. A strong local network of formal and informal sports facilities suggest that opportunities for participating in leisure and sport activities are high, albeit these facilities vary in nature and quality and do not by themselves address poor levels of activity. Community consultations also highlighted concerns regarding drug and alcohol abuse across the Valley.

Skills and Learning Almost half (49%) the people living in the Ogmore Valley had no qualifications in 2001 (national average 33%) and there is comparatively little variation in the pattern of qualifications across the three wards other than Blackmill which had the highest proportion of unskilled residents.

The number of the Primary Schools in the Ogmore Valley is good given that each of the three wards within the Valley is served by an English medium primary school, but it should be noted that declining school numbers may lead to further rationalisation. Level of achievement at Key Stage 1 and 2 have been improving and in some cases and exceed national averages. However, the number of pupils recorded as requiring special educational needs is significantly higher than the national average. A key issue is the decline in educational performance of pupils from the Ogmore Valley at Key Stage 3 and 4. At this Secondary Education level the proposed amalgamation of Ogmore School and Ynysawdre Comprehensive School is planned to create the environment and model to encourage young people to continue their education beyond 16.

Bridgend College is the main Further Education (FE) provider in the locality offering a full range of courses in more than 20 vocational areas from Pre‐Entry up to post‐Graduate level. There are two venues in the Ogmore Valley where Bridgend CBC Adult Community Learning courses are delivered, the Evanstown Community Centre and the Ogmore Valley Life Centre in Ogmore Vale.

The Economy Employment in the Ogmore Valley is highly dependent on the manufacturing industry (24%) and public sector (26%) with a combination of distribution, hotels, restaurants and services providing the bulk of other jobs (38%). Many of these jobs are found outside of the Valley along the M4 corridor, but there is also a distinct lack of diversity in local employment and skills with manufacturing and public sector providing the main source of local jobs.


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Between 2003 and 2007, the Valley experienced a greater relative growth in the number VAT registrations in BCBC in comparison to Wales and UK as a whole; however, levels of entrepreneurship remain low.

Investment in new manufacturing units at Penllwyngwent Industrial Estate has recently been undertaken as part of the Industrial Estates Improvement Programme, however there continues to be a shortage of small units (500 sq ft) and to meet demand in the area.

Built Environment There is a basic provision of local shops and local services to support planned development in the Ogmore Valley, although in the face of competition from larger centres and increased mobility means sustaining such facilities for the long term remains an issue. In relation to communications technology there is largely adequate mobile phone coverage, although Nant‐y‐Moel appears to be a mobile phone black spot with some poor coverage. There are also constraints on ICT development as there are known difficulties with 3G / internet access in the locality. Limited availability of business grade broadband is also an issue and a possible constraint on growing a modern sustainable community.

Transport and Connectivity The Valley benefits from its strategic connection North and South (A4061) in terms of access to markets, services and employment within the wider region. Private car journey times to Cardiff, Swansea and Newport are both less than 45 minutes. These connections are also supported by regular bus services with services for the main Ogmore Valley route linking with Bridgend, Pontypridd and Treorchy/Rhondda Valleys. Public transport is a particular issue for the residents of Evanstown due to services focussing on eastern routes (e.g. within Rhondda Cynon Taff) with poor connection towards Bridgend.

Public transport is of particular importance for access to employment with a higher than average (8.6%) proportion of residents travelling to work by bus. This is likely to be linked to the high proportion without access to a car which at over 30%, which is greater than the Bridgend and Wales averages. Those wishing to walk and cycle have access to a community route which strategically passes along the length of the valley connecting with National Cycle Route 4 connecting with Bridgend and Sarn.

On‐street parking is an issue for congestion issues on the A4061 and increases journey times to both public and private transport.

Social Environment All the communities in the Ogmore Valley benefit from a good range of traditional sports pitches and recreational provision; nonetheless, these are issues concerning their condition and quality and the availability for use throughout the year. There are gaps in provision, particularly for children’s play areas in the Blackmill and potential for establishing a greater level of diversity in provision to encourage participation in new activities.

Local shops and services remain in most villages which are an important aspect of the community fabric but their longer term sustainability will remain a challenge. The availability of allotments in the Ogmore Valley is an issue and has become a constraint on promoting further local food initiatives.


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The topography of the area with steep roads and pavements is an issue for those with restricted mobility accessing core services, particularly in Blackmill. Crime rates are significantly lower than the average for BCBC as a whole (3.8/1000 average in the Valley as opposed to 5.2/1000 in BCBC). There are also a good range of local community/activity groups and societies that organise events and activities within the Valley, which address the needs of particular aspects of the population such as the young and elderly. However, the coordination and integration of these activities is an issue for developing future community led activities

Tourism and Culture There is a strong aspiration to maximise the value of tourism for the Valley from within the community based around its high quality landscape, history and activities. However, the basic infrastructure is either lacking, such as accommodation, signage, information, car parks, or retail and local services; or completely nonexistent such as a tourist information centre and public toilets. There has been no structured marketing of the area as a destination, although this would perhaps be premature without the right product first in place. Culturally, the Ogmore Valley boasts a strong ‘valleys’ characteristic with a good provision of arts and cultural activities. Key challenges remain in terms of sustaining the large number of community venues, many of which need refurbishment. A strategic approach to improving cultural and community facilities within the valley is required.


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2.2. SWOT STRENGTHS WEAKNESSES• Growing population through in‐migration with a

higher proportion of young families • Good primary education with high attainment

levels up to KS3 with specialist facilities at the Special Education Needs unit at Nant‐y‐Mole and local Welsh medium schools.

• The availability of employment land and premises at Penllwyngwent and Isfryn estates including modern units of various sizes and affordable rents

• Good level of social housing stock with a net surplus in properties.

• Strong strategic road through the Valley (A4061), connecting M4 and Heads of the Valleys

• Good provision of bus routes with links to railway stations.

• Good level of provision of sports and recreation facilities.

• Strong and active range of arts and cultural organisations that are well known within the valley and within Bridgend.

• Appearance of the valley as a high quality natural and cultural landscape.

• 50% of working age have no qualifications (36% Wales) with only 8% of population having a degree/masters (17% Wales).

• Significant health problems particularly in Blackmill ward where 30% of people suffering long term illness.

• Over reliance on traditional manufacturing and public sector for employment.

• A shortage of childcare provision within the Valley with implications for access to employment and training.

• Affordability and convenience of bus services as an attractive alternative to the car. Less frequent services to and from Evanstown with no direct services to Bridgend.

• Low levels of car ownership. • On‐street parking causes some congestion issues

on the A4061 and increases journey times. • Difficulties with modern communications in some

areas including 3G/internet access which is a constraint on growth and development.

• Undeveloped tourism product that lacks basic infrastructure including information, catering and accommodation.

• Limited range of housing choice particularly family and young persons housing.

• Areas of derelict/degraded buildings and open spaces.

• Pockets of high deprivation in Blackmill, Evanstown and Nant‐y‐Moel.

OPPORTUNITIES THREATS• Target employment opportunities within identified

strategic growth sectors such as tourism, renewable energy and construction.

• Modernise and expand employment premises e.g. extension of the Penllwyngwent Industrial Estate to includes smaller business start‐up units.

• A centre for local skills development linked to target growth sectors.

• Evidence of growing number VAT registrations in BCBC in comparison to Wales and UK as a whole requiring attention through entrepreneurship support.

• Healthy Living Initiatives – broadening availability of allotments for food production and active lifestyles, promoting and sustaining the network of food co‐ops.

• Tourism – improve information, and basic infrastructure and maximise opportunities from passive and active visitors e.g. walking, fishing, paragliding, model aeroplane flying, hang‐gliding, cycling.

• Vulnerability of manufacturing and public sector employment to economic decline

• Pockets of high deprivation require long term holistic action.

• High risk flood areas in Nant‐y‐Moel and Ogmore Vale have the potential to constrain future development.

• Falling school pupil numbers • Duplication of services and community facilities

between communities. • Sustaining viable community centres with a broad

community/educational and cultural provision e.g. Berwyn Centre

• High risk flood areas in Nant‐y‐Moel and Ogmore Vale have the potential to constrain future development.


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• Sites for new modern housing development and to support a growing population e.g. opportunity within Blackmill and vacant sites throughout the Valley

• Mixed‐use redevelopment of Coronation Works, Evanstown.

• A higher than national average fall in house prices within BCBC makes property attractive to new population.

• Rationalise, modernise and create sustainable multi‐purpose community buildings that provide broader more integrated facilities.


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3. Stakeholder and Community Priorities

3.1. Stakeholder Priorities As part of the VARP Summit, local and strategic stakeholders within the Ogmore Valley were asked to identify the big issues that face the valley.

The Three Big Issues That Face the Ogmore Valley These are:

1. Addressing the education and skills deficit a. Through addressing the decline in educational attainment at key stage 3 and 4 b. Tackling child poverty and supporting families to support their children’s

development c. Training geared towards modern trades and growth sectors d. Reducing barriers to training e.g. access to childcare

2. Establishing sustainable travel: a. Reducing reliance on the car as the only attractive means to access employment,

services and activities b. Improving walking and cycling links between communities c. Better timetabling and more affordable public transport

3. Diversifying and strengthening the local economy a. Supporting local employment through new workspace b. Improving enterprise development, business start‐ups, expansion of local firms c. Focus on developing new markets and sectors with a particular focus on tourism and

leisure

Cross Cutting Themes The workshop identified skills, employment, transportation and health and wellbeing as interrelated issues where deprivation experienced in one area is likely to influence an individual’s ability to do well in the others and thereby creating a cycle of multiple deprivation. For example, the lack of appropriate family support and parenting skills may lead to disaffected young people lacking the necessary skills to access employment with services such as transport and childcare becoming less affordable.

3.2. Community Priorities As part of the community engagement process, three drop‐in sessions were held in Nant‐y‐Moel, Ogmore Vale and Blackmill and Evanstown during November 2009. This provided an opportunity for local residents and community organisations to have their say on local needs and priorities. The types of ideas discussed can be seen later on in figure 2. Some of the key priorities include:

Health Consultation highlighted the relative distance of the doctor’s surgery for residents of Blackmill as the nearest surgery is either in Ogmore Vale or south in Bryncethin.

In Nant‐y‐Moel the community reported alcohol and drug abuse to be an issue affecting the community. In addition residents highlighted a lack of healthy living initiatives tailored specifically to female residents.


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The loss of the only NHS dentist in the Valley, were concerns for residents.

Economy Issues common to all settlements is the lack of local jobs provided in the area, particularly for younger people. In addition to this, younger people do not have sufficient qualifications to enter employment, and residents thought there should be more focus on creating vocational training opportunities, so that young people have correct skills. One particular respondent referred to the lack of local role models for whom young people can aspire to.

Residents know and are concerned that “there are very few local jobs” and that the situation is not improving: “Sunpat Factory [is] closing in Talbot Green [and this] will have a big impact on local jobs” (example from the Evanstown consultation).

Residents felt that and “young people don’t stay in school to get their qualifications.” Throughout the Valley the need for “provision of local training [courses]” such as construction and traditional training were mentioned. “It is not practical in terms of cost and time for young people to travel to Maesteg.” This is where the nearest construction skills centre is located. Bike skills training was also mentioned (Nant‐y‐Moel) as “the popularity of biking for young people has led to some aspiring for a career in cycling e.g. bike mechanics/competing/or general outdoor pursuits.”

The youth and young adults face barriers to accessing further education, activities, and jobs; thus, local residents see a need to find a way to provide one or more of these in the Valley. However, it must also be noted that there are some residents who won’t travel even within the Valley for employment, for example from Nant‐y‐Moel to Ogmore Vale, unless absolutely necessary. In Evanstown the General Factory site could be cleaned up “used as a site for significant local employment.”

An opportunity for the economy of the Valley was stated in Ogmore Vale: “Should focus on generation tourism and provide necessary infrastructure: paragliding, for example, is not signposted, access to nature/activity sports, linking valleys up with other valley sport themes.” In Evanstown people felt that there was a need for “local role models to get young people involved in activities ‐ need inspiration!”

Transport Consultation highlighted residents feel isolated due to the difficulties they face in accessing public transport to travel to main centres such as Bridgend. Complaints were largely attributed to the number of changes residents are required to make, as opposed to frequency of the service. Residents felt that using the bus can be a costly, in particular for short journeys.

Residents are keen for a community transport scheme to be developed and promoted. The environmental group are looking to develop the Book a bus scheme ‐ to allow residents to access services and employment in Bridgend town centre.

Local Services and Facilities The lack of local services was raised as an issue amongst residents throughout the Valley. Residents drew attention to the poor quality retail offer; a lack of banks/cash dispenser (although there is a mobile bank which visits the valley), and the lack of quality eating/drinking establishments. Shopping in the valleys appears to be a particular issue in Evanstown which has a lack of local shops


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while people in Ogmore Vale will shop in the supermarkets in Bridgend and sometimes Treorchy. This has lead to a “lack of local expenditure because services are focused on Bridgend.”

Residents highlighted the lack of crèche facilities, which prevents mothers from entering employment.

Young people were considered as a high priority by residents. One resident in Nant‐y‐Moel commented on the “strength of young social networks in Nant‐y‐Moel [which] draws kids from the Ogmore Vale and Lewistown area.” There was also an overall desire for indoor gathering places for youth in the Valley.

In terms of sport and recreation facilities, community consultation highlighted the need for the provision of an all‐weather pitch (as there is not one in the valley), and generally more sports and recreational facilities should be provided to cater for younger people. Floodlighting facilities so they could be used all year round, particularly during winter months was highlighted. Furthermore, cycling was mentioned as being important to the community and maintaining the infrastructure for this sport was desired.

Figure 2: Ogmore Valley Word Cloud

Tourism The Ogmore Valley residents see opportunities for tourism in the area mostly centred around outdoor recreation activities. To the north of the Valley the Bwlch car park (actually in Rhondda Cynon Taff) was most mentioned in consultations as an attraction: “Mountains attract people”. The annual Walking Cycle Path Craft Event is centred on the Bwlch and occurs every November bringing in people from outside the Valley. There are a few cabins available for rent to those who know about them or can find out about them, however, some residents felt there was a missed opportunity in capturing staying visitors. Nant‐y‐Moel itself was termed a “destination” opportunity.

Further south from the Bwlch, residents found other opportunities for tourism in what was termed as the “Forgotten Valley”. Similar to the northern part of the Valley, outdoor recreation was mentioned, specifically the need for picnic and amenity facilities and their potential links into paragliding and hang‐gliding. Also in terms of outdoor recreation, residents felt there was an opportunity around the cycle track, which could use a car park, interpretation, way markers, and a


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destination sign. The former washery site in the Valley has un‐met opportunities for recreational and fishing use such as Glyncorrwg/Garw. However, whilst the natural environment was mentioned as an opportunity including maximising the “prettiness of the Valleys”, it was not the main focus. The historic aspect of the Valley including the old farms, stories, and religion held more appeal for tourism opportunities. Whilst residents felt there was opportunity for tourism in the Valley, it was also mentioned that building tourism would include marketing, already started with a historical booklet, and basic investment and maintenance. There was concern as to where the resources would come from in order to promote tourism in the Ogmore Valley.

Culture Most commonly mentioned were the words ‘community ’, ‘unities’, ‘youth’, and ‘sports’. Many residents felt that the small communities had a sense of place, a sense of unity, and informalities which is attractive to outsiders. In general, youth were mentioned in relation to clubs and recreation. One resident from Nant‐y‐Moel stated: “A particular focus is the skate park in Nant‐y‐Moel which attracts kids from as far as Bridgend, not just because of the facility but because Nant‐y‐Moel has a strong local biking culture which kids from further afield want to be a part of.” Residents felt that recreation such as skating; cycling, boxing, and swimming were all a part of their culture. Outdoor recreation in terms of parks, cycling, and walking were also very important to residents.

Good public transportation was considered to be vital in bringing people through the Valley to access and experience the local facilities.

Environment The physical environment is considered a major draw for the Valley; however residents raised concerns over the state of the general environment. Community consultation highlighted the need for improved maintenance of public areas, landscaping and other public realm improvements.

The development of community gardens and allotments was seen as key to not only improving the physical environment, but linking the community to new skills and encouraging community cohesion.

The importance of the farming community for maintaining the high quality landscape was also recognised.

Housing As housing in the Valley is cheap in comparison to Bridgend, there is an opportunity to attract new families from the urban centre via promotion of a rural community lifestyle near an urban centre.


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4. Strategy The Ogmore Valley VARP Baseline Report highlighted the regeneration needs for the Ogmore Valley with the Bridgend VARP Strategy and Action Plan document outlining how these have been interpreted as regeneration objectives to inform this strategy. As with the other two valleys there are a wide number of issues in terms of health, inactivity, lack of qualifications amongst residents and the physical condition of some communities. The strategy for the Ogmore Valley centres on the thematic areas that underpin the strategic objectives for the VARP.

4.1. Approach The strategy for the Ogmore Valley centres on the thematic areas that underpin the strategic objectives for the VARP.

Economy and Enterprise

Although the Ogmore Valley is a secondary employment location it is relatively well connected by road to markets across south Wales. There is potential to strengthen the local economy to serve these markets as well as creating local markets for growth sectors such as the visitor economy. The strategy focuses on tackling the need to increase local employment opportunities and supporting new business growth and enterprise. This will be achieved through investing in modern flexible property and creating the right conditions to support local business start‐ups.

A greater variety and quality of sites and premises is required, particularly an increase in the provision of small to medium sized flexible workspace within existing industrial estates and also within existing retail and business village centres. Additionally, a specific emphasis is needed on supporting knowledge based higher value manufacturing and service sector businesses and those that underpin the valley’s growing visitor economy and the provision for niche artisan companies. The support for green shoot ethical / energy efficient / sustainable business clusters should be encouraged that will facilitate local supply chains that streamline transportation and other resource costs.

The need to cluster and consolidate the Ogmore Valley as a visitor destination needs to be developed so that investment and planned projects create a cohesive and distinct product that lead to increased visitor spending. The creation of destination hubs at Blackmill provides a focus at the southern edge and Nant y Moel / Bwlch at the northern head of the valley with links throughout the valley. This needs to look at infrastructure including site information and interpretation, visitor signage, viewing platforms, picnic areas, walking and


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cycling routes, public amenities and packaging attractions so that they are legible to the visitor. The need to enhance the current visitor experience should open opportunities for sustaining and enhancing local enterprises and create opportunities for community organisations. Upgrading facilities and bespoke training programmes for shops, café/restaurants and services as well as accommodation provision.

Skills and Education

The need to tackle low skills level and lack of qualificationswithin the valley, as well as ensuring good educationalattainment for the whole community, is a key objective of this action plan. A particular need exist to tackle root causesthrough early year’s development in nursery and primaryschools to ensuring good parenting skills that encourages andfosters children’s development throughout their school years.Providing access to opportunities for vocational learning are other key areas of activity. Specific areas of attention wherespecial educational needs and poor levels of qualifications existinclude Blackmill and Nant‐y‐Moel. There is also the need forcommunity learning provision across the valley area as part of a lifelong learning programme.

Health and Well Being

As a contributing factor to economic inactivity and low aspiration, ill health and a poor sense of well‐being are key areas that need to be addressed if local economic growth is developed. Additionally, levels of confidence within the valley need to be address to in order to be boosted in terms of ambition as well as perception of the Ogmore and neighbouring valleys as a place to live and locate employment. Activities to support improved health within the Valley includes walking, cycling, community growing and, at a strategic cross valley level, the promotion of healthy living focusing around three themes of eating, transportation and sports. This will need to integrate with other BCBC strategies (e.g. Old Persons, Sports, Transport and Young People). Specific communities that require targeting include Blackmill and Nant‐y‐Moel, amongst the other key Ogmore Valley communities.


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Transport and Movement

The need to increase mobility and remove barriers to employment, leisure, recreation, health and other activities are key objectives with the need to improve main road corridors, promote alternative modes of transport and enhancing the attractiveness of walking and cycling within the community as well as creating a networked valley of trails and routes for visitors. At a strategic level, there is a need to explore an integrated approach to community transport so that residents and communities have access to health, work and leisure, where public transport does not meet provision. A particular focus for attention is Evanstown that presently experience inadequate public transport links with Bridgend.

The need to build on the investment of the community route and add in additional facilities that encourages its use as well as identifying cross valley cycle‐walking linkages is proposed.

Housing, Choice and Quality

The general condition of the current housing stock cannot be met through the WVSRA programme but through the roll out of the Welsh Housing Quality Standard Programme. Nevertheless, there are some key communities within the Ogmore Valley that requires a significant stimulus if they are to become a quality place to live, including Lewistown, the Glynllan estate in Blackmill and Adare St in Wyndham. In terms of private sector housing, the area has recently been attractive to developers due to its good access and environment and this has led to the development of several allocated sites. In order to maintain sustainable growth there is a need to identify a choice of new sites for housing to improve housing availability, affordability and choice within the valley.

Issues concerning fuel poverty and fuel dependency also need to be met through home energy efficiency scheme so that householders have access to information, choice and financial support for improvements as well as an awareness of other local energy initiatives and the cost benefits of being part of collective action.


22/06/2010 21

Community and Place‐making

The need to improve the quality of the environment with the Ogmore Valley is a common issue across all three valleys with key approaches, corridors and intermediate spaces being un‐coordinated and failing to project the best assets of the community and valley. By the nature of its meandering physical communities up through the valley, there is a need to continue with investment in village centres, key spaces between villages and communities as well as enhancing frontages so that they become part of the experience, announcing themselves to local residents and passing visitors. This also provides opportunities for informal recreation, community gardens and growing space and links into parks, community routes and onto the hillsides and other valley areas.

4.2. Strategic Objectives There are primary objectives to tackle the issues that have been identified in section 2 and 3 of this document.

1. Economy and Enterprise

Diversify and grow the local economy in order to increase levels of local enterprise and to improve prospects for better paid and skilled employment.

To include:

• Encouraging business development and enterprise

• Enhancing perceptions and confidence

• Insulating the local economy from ‘leakage’

• Growing the tourism industry

• Encouraging more social enterprise

• Strengthening the intermediate labour market (worklessness)

2. Education and Skills

Increase levels of educational attainment and the achievement of basic and essential present‐day skills.

To include:

• Improving educational attainment

• Increased access to skills and training

• Providing family support


22/06/2010 22

3. Health & Wellbeing

Reduce levels of ill‐health and improve the opportunities for the local community to live more healthier and active lives.

To include:

• Healthy living measures

• Sport and recreation opportunities

• Tourism infrastructure

4. Transport and Connectivity

Improve mobility by all means of transport that strengthens sustainable internal and external connections that support access to services and employment.

To include:

• Sustainable transport and movement

• Digital connections

• Access to services

• Improving the quality of green and blue infrastructure

• Building attractive tourist infrastructure

5. Housing Choice and Quality

Improve the energy efficiency, affordability and range of housing to support a growing and balanced community.

To include:

• Improving the physical environment and public realm

• Increasing energy efficiency

• Broadening housing choice

• Improving housing quality

• Redeveloping brownfield land

6. Community and Place Making

Build upon the special character of the people and place through supporting and enhancing the culture, heritage and environment.

To include:

• Integrated community facilities

• Maximise the built and natural environment for economic and social benefit

• To use the rich cultural landscape as part of the tourism experience


22/06/2010 23

7. Delivery

Work through local community and strategic partnerships to develop capacity and cooperation in securing an integrated approach to regeneration.

To include:

• Supporting the capacity of local organisations to develop and deliver local solutions

• To provide networks that allow for joint project development and information sharing


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5. Action Plan This section sets out the projects that have been considered as part of the regeneration strategy for the Ogmore Valley. It highlights those projects that are considered to be a priority for regeneration and those that can be considered across all of the valleys.

The projects have been categorised according to the objective to which they most clearly relate. The objectives, as identified in the Bridgend VARP Strategy and Action Plan, were as follows:

1. Economy and Enterprise

2. Skills and Education

3. Health and Well Being

4. Housing Choice and Quality

5. Transport and Connections

6. Community and Place‐Making

5.1. Long List of Projects and Project Assessment

The assessment of impact and deliverability of each of these projects has been undertaken to be able to prioritise those projects likely to generate greatest regenerative benefits. As detailed in the VARP Project Identification Process, the potential deliverability and impact has been assessed using BCBC’s Sustainability Impact Tool (to assess potential impact) and the Office of Government Commerce Five Case Model (to consider deliverability). Full notes from the impact and deliverability assessment process can be seen in appended document.

This process has allowed projects to be shortlisted under each regeneration theme: Those projects which score highest both in terms of impact and deliverability have detailed as ‘Primary Projects’ and the remaining whilst still have a significant potential contribution to valley regeneration are detailed as ‘Secondary Projects’. In terms those ‘Primary Projects’ identified, further consideration has been given to those which have the potential to progress in Year 2.


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Theme Project


E1 Penllwyngwent Industrial Estate Improvements

E2 Isfryn Industrial Estate New Workspace

E3 Coronation Works, New Workspace

E4 Nant‐y‐moel Strategic Hub

E5 Blackmill Strategic Hub

E6 Community Tourism Centres

E7 Local Retail and Hospitality

E8 Green Valley Community Energy Generation

E9 Upgrade 3G and Broadband connectivity

Education and Skills

S1 Extend parenting skills initiative Life skills/Parenting Skills

S2 Vocational learning outreach project

S3 Accreditation of Existing Skills with No Formal Qualifications

S4 Early Years Development

S5 Young Peoples Outdoor Activity Mentoring Programme



W1 Community Food Network

W2 Child Care Provision

W3 Facility and Activity Assessment

Housing Choice and Quality

H1 Housing Development Sites

H2 Energy Efficiency Scheme

H3 Integration of Temporary Residents

Transport and Connectivity

T1 Sustainable Car Use

T2 Community Route Improvements

T3 Community Bus Service

T4 Integrated Footpaths and Bridleways Routes

T5 Bus Service Provision, Evanstown

T6 Off Street Car Parking

T7 Speed Restraint Measures


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Community and Place‐Making

C1 Ogmore Valley Lighting Strategy

C2 Ogmore Valley Community Facility Delivery

C3 Washeries Masterplan

C4 Street Pride Strategy

C5 Gateway and Boundary Enhancements

C6 Valleys Development Officer

Those project that can be identified spatially have also been included the following map (Figure 3).


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Figure 3: Ogmore Valley Project Mapping


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Economy and Enterprise (Year 2 Projects highlighted)

Theme Project


Priority List 1

E1 Penllwyngwent Industrial Estate Improvements

E2 Isfryn Industrial Estate New Workspace

E3 Coronation Works, New Workspace

E4 Nant‐y‐moel Strategic Hub

E5 Blackmill Strategic Hub

E6 Community Tourism Centres

E7 Local Retail and Hospitality

E8 Green Valley Community Energy Generation

Priority List 2

E9 Upgrade 3G and Broadband connectivity ‐ Could be met by WAG rural broadband programme


22/06/2010 29

E1Project Title: Penllwyngwent Strategic Employment Site

Location:

- in what location(s) is the project to be implemented

Ogmore Vale

Project Description:

- Background needs/opportunities met

- Actions to be taken

Phased improvements to the physical environment of Industrial Estate and creation of new workspace

The Industrial Estate is the strategic employment site for the Ogmore Valley. The estate has recently undergone a phase of improvement under the Industrial Estates Regeneration to enhance the competitiveness of business and improve the attractiveness of the estate for investment including property improvements and landscape and gateway enhancements focused around the south of the site and main entrance.

The estate has proved successful with low vacancy rates and a programme of further improvements and expansion is proposed following the preparation of an estate masterplan. There is also the potential to incorporate greater flexibility in tenancy rates to maintain high tenancy levels as the site expands in what may still be considered an unpredictable market.

The masterplan should address:

• Market appraisal to confirm size and type of demand for property from within the local economy and wider Bridgend area. It is anticipated that small to medium sized units (50‐100m.sq.) will be required suitable for start up and growing firms.

• Assessment of expansion land areas and requirements.

• Modern, flexible and sustainable property incorporating zero carbon technology.

• Enhancement of the estate’s boundaries throughout the site.

• Other environmental improvements including resurfacing of the car park and boundary definition with stone walling and tree planting.

• Provision of cycle infrastructure and covered secure cycle racks


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linked to Community Route.

• Improved lighting and footpaths to link with adjacent bus stops and encourage the use of public transport.

Issues Addressed & Expected Outcomes:

- Identify which of the key issues will be addressed

- Quantify expected output

Economy/Jobs

Project will promote enterprise formation, expansion of local firms, job creation and attract higher value employment.

Skills/Education

BCBC ownership allows implementation contracts to incorporate local employment clauses and skills development

Health

Not applicable

Connections

Improved integration with footpath and cycle facilities.

Housing

Not applicable

Community

Improved image of the area as a business location and enhanced employment for the community in an area of need.

Project Delivery Partners:

- What groups will help to deliver the project and maintain its impact?

- Are new groups/bodies needed?

Communities FirstCDT Schools Established community groups Service providers BCBC – regeneration/economic

development/planning Local businesses Private landowners and business occupiers

on site Interest groupsVoluntary OrganisationsOther

Cross Valley Potential:

- Can the project be rolled out across other valleys?

Other strategic employment site improvements across the other two valleys.

Timetable Short term

2010‐2012

Medium term

2013 – 2015

Long term

2016‐2020


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E2Project Title: Isfryn Industrial Estate New Workspace

Location:


Blackmill




The proposed expansion of the industrial estate as part of a mixed use housing and employment development. The site is located close to the M4 and within an area of housing growth. Barratt Homes proposals for developing the site include an element of employment uses.

Options include providing smaller workspace units that meet specific needs such as local artisan production, small scale manufacturing, service sector industries, outdoor activity based enterprises and offices including elements of live/work.




Economy/Jobs

Project will promote enterprise formation, expansion of local firms, job creation and attract higher value employment. Particular opportunities exist for green shoot business formation linked to live work units

Skills/Education

Linkages to Reach Business Support Proposal in relation to Centres of Excellence

Health

Not applicable

Connections

Provision of ICT to facilitate collaboration and networking.

Housing

Potential live/work units

Community

Provide local employment in area of need


- What groups will help to deliver the project and

Communities First CDT Schools Established community groups

Service providers BCBC – planning and economic development


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maintain its impact?


Local businesses Interest groups Voluntary Organisations Other Barratt Homes – landowner and developer



Site Specific


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


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E3Project Title: Coronation Works New Workspace

Location:


Evanstown




The proposed redevelopment of vacant property and site as part of a mixed use housing and employment development. The site is a prominent eyesore within the community requiring a positive redevelopment.

Options include providing smaller workspace units that meet specific needs such as local artisan production, small scale manufacturing, service sector industries, outdoor activity based enterprises and offices, small scale local retail and including elements of live/work.




Economy/Jobs

Project will promote enterprise formation, expansion of local firms, job creation and attract higher value employment. Particular opportunities exist for green shoot business formation linked to live work units

Skills/Education

Not applicable

Health

Not applicable

Connections

Not applicable

Housing

Potential for new units including element of live/work units

Community

Provide local employment in area of need


Communities First CDT Schools Established community


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groups Service providers BCBC – planning and economic development Local businesses Interest groups Voluntary Organisations Other Private sector site owner



Site Specific


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


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E4Project Title: Nant‐y‐Moel Strategic Hub

Location:


Nant‐y‐Moel village centre




Nant‐y‐Moel at the head of the Ogmore Valley is established village centre and a gateway to and from the scenic route and landscape of the Bwlch and visitors from the Brecon Beacons and Heads of the Valleys. It has potentially a strong network of walking, cycling and horse riding trails, woodlands, local parks featuring industrial heritage and fishing. The area has potential to develop its association with touring cycling, mountain bike trails linked into the wider network and promoting further the hand gliding and paragliding activity. These activities have the potential to enhance the village as a centre for the visitor economy

Investment to support small scale accommodation for visitors is necessary and support for improving the quality and choice of local retail, food and beverage is required. The project will need to incentivise investment in private and community enterprises through improvements to the quality of the built environment in key places including environmental improvement schemes to the public realm around the Clock Tower area including the business and community properties in this area. Visitor infrastructure improvements should consider improved public toilets, information, signage and interpretation. Consideration should also be given to bike wash facilities, secure storage for equipment.

Attention should also be given to the presentation and movement around the Nant‐y‐moel core to include the clock, square and surrounding community buildings.

Closely linked to Nant‐y‐Moel is the Bwlch mountain road which is a high quality scenic route which could achieve greater strategic recognition, for example as an established Scenic Route in the Michelin Map series. Its location should be considered as important draw to the north of the valley. Improvements to trails, viewing areas, signage, and picnic facilities should be developed in support of and linked to visitor


22/06/2010 36

infrastructure in the village.

Added value project activities could be provided by:

• Integrating facilities into a single multi‐purpose hub. This could include accommodation, information, food and beverage, cleaning/storage for activities, activity related enterprises. The option could include support for the private sector or alternatively developed as a community/social enterprise. Its potential to incorporate wider community facilities should be considered as part of the review of the future of the Berwyn Centre.

• Investigating the potential for mountain biking in the valley, in conjunction with the Garw and Llynfi valleys and access to Afan Forest.

• Supporting the preparation of an integrated interpretation strategy for the hub (making use of the Herian sponsored Tool Kit), integration with the performing arts and assisting local venues to display relevant material as part of a trail including the pit head sculptures and new public art.

• Providing information (perhaps via an appointed outlet – see below) on all activities at the centre and elsewhere in the hub including taster events, local history events, fishing permits, activity operators, rights‐of‐way etc.

• Supporting the further development of local and traditional cultural evenings at the Berwyn Centre (subject to the outcome of the feasibility study), promoted to local residents and visitors e.g. male voice choirs, local bands and comedy acts.

• Continued support for cultural and outdoor events.

• Promoting a calendar of regular talks and guided walks on local themes along with other events.



- Quantify expected

Economy/Jobs

Creation of employment in existing or new tourism sector companies. Multiplier effect on local service sector in terms of supply chains, etc.

Skills/Education

Linked to other projects new or additional skills in customer care, hospitality, guiding, etc.

Health Increased outdoor activity.


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output

Connections

Creation of an integrated tourism product that brings benefit to all. Connecting visitors with the Valley hubs.

Housing

Not applicable.

Community

Community grown tourism projects that underpin strategic projects that bring about well being and social cohesion. Greater pride in locality, potential interaction between visitor and local resident interaction in these points.




Communities First Potential Partner CDT Schools Potential design contribution Established community groups

Ogmore Valley Forum/ OVCRA

Service providers BCBC – regeneration, landowner and service provider

Local businesses Various, including property owners, new enterprises

Interest groups Tourism and Business Associations Voluntary Organisations BAVO Other



Site Specific


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


22/06/2010 38

E5Project Title: Blackmill Strategic Hub

Location:


Blackmill village centre




Blackmill village centre is an important gateway to the Ogmore Valley from the M4 and has an identity and vibrancy of its own.

It is located at a key location on the National Cycle Route and Community Route and linking with a network of walking, cycling trails, woodlands, local fishing. The area has potential to develop its association with a hub for the visitor economy linked to these assets.

Small scale accommodation for visitors is necessary and supports the established local retail, food and beverage facilities (B&B, bunkhouse, camping etc). The quality of the built environment needs enhancement in key places including environmental improvement schemes to the public realm around the ‘square’ area including the business properties. Visitor infrastructure improvements should consider improved public toilets, information, signage and interpretation. Consideration should also be given to bike wash facilities, secure storage for equipment linked to the facilities offered by Bad Bikes.

Added value project activities could be provided by:

• Investigating the potential for mountain biking in the valley, in conjunction with the Garw and Llynfi valleys and access to Afan Forest.

• Bike hire business opportunities/ facilities possibly through Bad Bikes.

• Supporting the preparation of an integrated interpretation strategy for the hub (making use of the Herian sponsored Tool Kit), integration with the performing arts and assisting local venues to display relevant material as part of a trail including sculptures and new public art.

• Providing information (perhaps via an appointed outlet – pub/café/garage) on all activities including taster events, local history events, fishing permits, activity operators, rights‐of‐way etc.


22/06/2010 39

• Continued support for cultural and outdoor events

• Promoting a calendar of regular talks and guided walks on local themes along with other events.

• The scrutiny of local traffic management, parking, building frontages, street furniture and walking/cycling signage.




Economy/Jobs

Creation of employment in existing or new tourism sector companies. Multiplier effect on local service sector in terms of supply chains, etc.

Skills/Education

Linked to other projects new or additional skills in customer care, hospitality, guiding, etc.

Health

Increased outdoor activity.

Connections

Creation of an integrated tourism product that brings benefit to all. Connecting visitors with the Valley hubs.

Housing

Not applicable.

Community

Community grown tourism projects that underpin strategic projects that bring about well being and social cohesion. Greater pride in locality, potential interaction between visitor and local resident interaction in these points.




Communities First Potential Partner CDT Schools Potential design contributions Established community groups

Valley Forum/OVCRA

Service providers BCBC – regeneration, landowner and service provider

Local businesses Various – café, pub and garage. Interest groups Bad Bikes, Tourism and Business AssociationsVoluntary Organisations Other



Site Specific


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


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E6Project Title: Community Tourism Centres

Location:


Ogmore Vale




The development of tourism infrastructure should consider the potential functionality of existing community facilities such as community halls/sports and leisure centres that could be adapted or renovated to provide elements such as accommodation, food, information, education and heritage.

This scheme should provide a capital grant scheme that supports the diversification of existing community buildings as tourism facilities.

This would help with:

• Kitchen upgrades and adaptations

• Visitor information points

• Local heritage interpretation

• Hall adaptation for non‐serviced accommodation facilities

Local partners could become part of a community tourism providers networks which would provide training, support and marketing benefits.

Locations in the Ogmore Vale should be considered to serve the central valley complement the visitor hubs at Nant‐y‐Moel and Blackmill. Opportunities may arise following the outcomes of the Four Sites Study)




Economy/Jobs

None directly. Would help sustain some support staff associated with community buildings

Skills/Education

Not applicable

Health

Not applicable

Connections Venues could be virtually linked through a


22/06/2010 42

web site

Housing

Not applicable

Community

Support the sustainability of community buildings and venues.





Service providers BCBC in relation to grading and support Local businesses Interest groups Tourism and Business Associations Voluntary Organisations BAVO Local halls/building

associations/committees Other



Yes. Scheme could develop a series of accredited community venues as centres of tourism and cultural excellence.


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


22/06/2010 43

E7Project Title: Local Retail and Hospitality

Location:


Nant‐y‐Moel, Blackmill and Ogmore Vale village centres




A targeted programme for existing retail and service sector based businesses that enhances the visitor economy experience through a support programme that enhances the overall offer through:

• Collective marketing,

• Local sourcing and procurement,

• Customer care training,

• Shop window displays and merchandise development,

• Adding value,

• Benefits of shopping local – developing the unique selling proposition

• ICT training and application

• Sense of place training in terms of valley culture and history,

The programme would target businesses in Nant‐y‐Moel, Blackmill and Ogmore Vale village centres that have a high visibility within the valley and have a strong association with retail, hospitality and other services. This project has strong synergies with the Visitor Hub initiatives




Economy/Jobs

Retention of existing jobs. Potential for creating of new employment and in‐direct spend in wider economy.

Skills/Education

New or enhanced skills in retail or customer facing businesses.

Health

Not applicable

Connections

Creating a more cohesive business network.

Housing Not applicable


22/06/2010 44

Community

Supporting vital and vibrant businesses





Service providers Specialist retail training agency Local businesses In partnership Interest groups Tourism and Business Associations Voluntary Organisations BAVO Other



Yes. The project could be integrated into a wider cross valley retail support and buy local campaign.


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


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E8Project Title: Green Valley Renewable Energy Generation

Location:


Ogmore Valley & Evanstown




A ‘Green Valleys’ community project which aims to reduce carbon emissions through a number of initiatives to combat rising fuel costs and fuel poverty and tackle climate change through harnessing local renewable resources.

A feasibility study is required to examine the potential of micro hydro schemes from streams and rivers, assisting local people reduce their fuel bills through community‐led energy saving initiatives and woodland management for the production of local wood fuel.

Particular interest has already been shown by the community in Evanstown; although a strategic valley wide study should be considered.

As well as the viability of the technology, feasibility of setting up a not‐for‐profit community enterprise, dedicated to reducing energy costs and impacts should be examined.

Understanding of renewable energy sources, uses of alternative energy and related ecological and environmental issues;




Economy/Jobs

Potential for creating of new employment and in‐direct spend in wider economy.

Skills/Education

New or enhanced skills in energy generation and customer facing businesses.

Health

Not applicable

Connections

Creating a more cohesive community energy network.

Housing

Address fuel poverty and investment in energy reduction measures

Community Supporting vital and vibrant community


22/06/2010 46

enterprises.




Communities First Facilitator CDT Schools Established community groups

Service providers Specialist in sustainable/renewable energy technology

Local businesses New community energy company Interest groups Grouping already established investigating

potential Voluntary Organisations Other



Yes. The project could be integrated into a wider cross valley ’Green Valley’ energy project.


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


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Skills and Education (Yr 2 Projects Highlighted)

Theme Project


Priority List 1

S1 Extend parenting skills initiative Life skills/Parenting Skills


S3 Accreditation of Existing Skills with No Formal Qualifications

S4 Early Years Development

Priority List 2

S5 Young Peoples Outdoor Activity Mentoring Programme ‐ Scale and diversity of outdoor activity provision insufficient to support such a programme at this current time

S6 Vocational learning outreach project ‐ Ideally met through schools modernisation programme led by BCBC


22/06/2010 48

S1Project Title: Extending Parenting Skills Initiative

Location: - in what location(s) is the project to be implemented

Various locations, Ogmore Valley

Project Description: - Background needs/opportunities met


Consultation within the community and an assessment of where educational attainment is poor attributed this partially to poor parenting skills.

We are aware of the existence of WAG Flying Start Programmes within the valley. Parenting programmes such as these need to be accessed at home and in groups. Parenting programmes must have demonstrated effectiveness for child outcomes and be delivered by trained professional personnel, such as health visitors. Such programmes looks at:

• Social and emotional development of children

• Their physical health, and the

• Early identification of high needs.

A more targeted approach to parenting skills could be through Valleys to Coast Housing Association, where tenants are supported through a series of accessible, home or estate run life skills and parenting support programmes. These programmes will help in raising confidence, communication skills and awareness of specialist advice and support in terms of vocational skills development, childcare provision and health and dietary support. Another option would be to provide an outreach worker that provides a peripatetic service within the Ogmore Valley and if capacity allows within the other two valleys.

Issues Addressed & Expected Outcomes: - Identify which of the key issues will be addressed


Economy/Jobs

Not applicable

Skills/Education

Targets early years development

Health

Deals with nutrition, diet and basic healthy living skills

Connections

Not applicable

Housing General enhanced wellbeing within families


22/06/2010 49

and sense of pride in their home Community

Social cohesion and reduction in anti‐social behaviour.

Project Delivery Partners: - What groups will help to deliver the project and maintain its impact?


Communities First Potential partner CDT Schools Established community groups

Service providers BCBC young people’s partnership Local businesses Interest groups Voluntary Organisations BAVO Other

Cross Valley Potential: - Can the project be rolled out across other valleys?

Yes. Parenting skills is a barrier to early year’s development and has wider socio‐economic implications for communities across the three valleys.

Timetable Short term2010‐2013

Medium term2014 – 2016

Long term 2017‐2020


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S2Project Title: Vocational Learning Outreach Project





Consultation with the community and scrutiny of Estyn Reports on catchment schools has shown a marked fall off in school attendance and attainment in post‐16 education.

The proposal is to enhance existing ACL provision with alternative learning programmes covering vocational areas such as plumbing, tiling, carpentry, catering etc delivered in community venues. The local secondary schools would need to be engaged to help with signposting target young people to this alternative provision.

The project would also cater for the entire adult sector, providing low‐skilled, low‐wage/unemployed people with a means of up‐skilling and gaining confidence, with the potential for moving into employment or higher‐wage jobs. In terms of local delivery, the project could:

• Use housing renewal schemes to provide real work experience for learners on projects in their own communities;

• Working with the Valley Regeneration Forum to provide learning experiences through social enterprise projects.

• Use of activity based tourism to provide outlets for young people in terms of leadership, guiding, maintenance of equipment and bushcraft skills.

This would either be delivered through an outreach service within the Ogmore Valley provided by BCBC, but with connections to Bridgend College where technical support is required.



Economy/Jobs

This project has the potential to lead more people from unemployment into work and from low‐wage to higher wage jobs. By providing an alternative to mainstream education, it also has the potential to prevent young people moving into long‐term unemployment.

Skills/Education

Vocational skills provision leading to greater levels of economic activity and general well


22/06/2010 51

being. Health

Not applicable.

Connections

Not applicable.

Housing

Not applicable.

Community

Increasing community cohesion through shared learning experiences.




Service providers BCBC with links to Bridgend College. Local businesses Potential to work with local businesses who

could offer work placement to learners. Interest groupsVoluntary Organisations BAVO Other


Yes. Through BCBC across the three valleys.





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S3Project Title: Accreditation of Existing Skills with No Formal

Qualifications





Consultation with the community and desk‐based analysis of census data has shown low qualification levels within the wards.

However, it is likely that a significant proportion of the working population will have developed useful technical skills during their working lives to date, although these may have not been accredited by formal qualifications. A lack of formal qualification restricts opportunities to employment and it would be advantageous for this group to achieve accreditation of existing skills.

Current work being undertaken by the Department of Children, Education, Life‐Long Learning and Skills within WAG on Vocational Qualification Reform, offers an opportunity to explore possible accreditation and mapping of existing skills amongst the local workforce to the Credit and Qualifications Framework for Wales. This would make training options and pathways clear, helping employees and employers to better identify appropriate training for their learning and business needs.

This would require the development of a pilot project in collaboration with DCELLs for a community scale accreditation project. For example a group of former manufacturer workers such as in the car industry may have left school without qualifications but through continuous development in the manufacturing environment may have developed competencies up to level 3 or 4. A profile of existing skills held by individuals would be mapped against qualification standards and appropriate awards allocated. Such a project would be a ground breaking approach to community confidence building and breaking the cycle of structural unemployment.

This would need to be undertaken in close partnership with local employers, Sector Skills Councils and national stakeholders.

Issues Addressed & Economy/Jobs

This would enable greater freedom, choice and flexibility to move into alternative areas


22/06/2010 53

Expected Outcomes: - Identify which of the key issues will be addressed


of work, or to progress more rapidly within a given place of work.

Skills/Education

This would enable in‐house/non‐accredited training to be recognised within a national framework.

Health

Not applicable

Connections

This would allow employees to move between jobs with a record of accumulated credits, to offer prospective employers, and prevent repeated learning.

Housing

Not applicable

Community

Not applicable




Service providers BCBC in partnership with employers and SSCsLocal businesses Key partner Interest groups Voluntary Organisations Other


Through BCBC and employers across the three valleys





22/06/2010 54

S4Project Title: Early Years Development





Desk‐based analysis of Estyn reports has shown comparatively higher SEN levels amongst children entering Key Stage 1 in the Valley. This evidence combined with the findings from consultation with the LEA strongly indicates that children are not sufficiently prepared for school in the locality.

This project would link closely with the Extending Parenting Skills Initiative described above, but would focus more on skills development, particularly in literacy and numeracy.

The project would be delivered in partnership with existing Language and Play/Number and Play programmes funded through the Assembly.

Parents and young children could be targeted in locations where they gather naturally in their communities, e.g. cafes, sports and recreation clubs etc.

Whilst the project would not seek to duplicate exiting provision, it would add value by providing guidance on targeting to the LEA and additional signposting support to parents in the local communities.



Economy/Jobs

Not applicable

Skills/Education

The project would increase the number of young children who are prepared for learning when they begin school.

Health

Not applicable

Connections

Not applicable

Housing

Not applicable

Community

Increasing community cohesion amongst parents through shared experience of Early


22/06/2010 55

Years learning. Project Delivery Partners: - What groups will help to deliver the project and maintain its impact?


Communities First Potential Partner CDT Schools Established community groups

Service providers BCBC Regeneration in partnership with the LEA.

Local businesses Interest groups Voluntary Organisations

BAVO

Other Cross Valley Potential: - Can the project be rolled out across other valleys?

Through BCBC across the three valleys





22/06/2010 56

Health and Wellbeing (Year 2 Projects highlighted)

Theme Project

Health and Wellbeing

Priority List 1

W1 Community Food Network

W2 Child Care Provision

Priority List 2

W3 Facility and Activity Assessment ‐ Awaiting the findings of BCBC’s sports and recreation strategy before being able to undertake a local level assessment


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W1Project Title: Community Food Network

Location:






Consultation has highlighted a growing demand for allotment provision within the Ogmore Valley, a varying success in the current food co‐operative bag schemes and a lack of local understand about the importance of a healthy diet.

To deliver a Community Food Network for the Ogmore Valley. The project has three focuses: healthy diets, local harvesting and food education.

Healthy Diets: to ensure a regular, high quality provision of food co‐operatives at the established locations that are effectively marketed and maximise local patronage.

Local Harvesting: to deliver additional allotment plots for the Ogmore Valley to address a growing demand and existing waiting list.

Food Education: to deliver effective food education to people of all ages within the Valley through practical education session based at designated sites for a community garden. Communities within the Valley must collaborate effectively to minimise costs and ensure a consistency in project delivery.

Emphasis within these three core areas should seek to:

• Maximise economies of scale by co‐ordinating the growth of networks with adjacent Valleys

• Encouraging links with local retail

• Encouraging links with tourism infrastructure

• Maximising the potential to develop local food‐related businesses from local growing schemes.


Economy/Jobs

Not applicable

Skills/Education Potential to run spin‐off horticultural courses at the Community Garden


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Health

Deals with nutrition, diet and basic healthy living skills

Connections

Not applicable

Housing

Not applicable

Community

Social cohesion through education sessions and additional take‐up of allotments.




Communities First Potential partner CDT Creation potential advise in food education Schools Potential to utilise plot at the Community

Garden Established community groups

Bridgend Council Allotments Association, Valley Regeneration Forum, OVCRA

Service providers Health Challenge Wales Support Local businesses Interest groups Food Co‐operatives Voluntary Organisations e.g. BAVO, Evanstown Voluntary

Organisation input Other



Yes. A dominant theme for delivering healthy lifestyles throughout BCBC.


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


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W2Project Title: Childcare Provision

Location:


Ogmore Valley, precise location to be decided, selected to avoid development constraints and ensure access for all.




Consultation with both Valley representatives and the wider community has identified a need to establish a full‐time childcare provision within the Valley. This project aims to address this shortfall and provide childcare facilities that meet the needs of people both living and working within the Valley.

Specific components include:

• The potential to offer a wrap‐around service to accommodate residents working further afield.

• The potential to also offer short‐term childcare to support people looking to attend local training or education sessions.

• The potential to source and train childcare practitioners from the Ogmore Valley. This could be through a formal employment‐route agreement with BCBC which targets the local individuals currently in long‐term unemployment.




Economy/Jobs

Project could create local childcare related employment and encourage people to commute either from or to the Valley.

Skills/Education

An employment route agreement could encourage on the job training.

Health

Not applicable

Connections

Could enable greater movement of local residents.

Housing

Not applicable

Community

Enhance the Valley as an area for young families.

Project Delivery Communities First CDT Creation has been identified as a local CDT


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Partners:



potentially interested in developing childcare provision.

Schools Established community groups

Service providers Private childcare provider, BCBC, Local Health Board

Local businesses Consultation with local businesses to ensure childcare needs could be accommodated.

Interest groupsVoluntary OrganisationsOther



Potential to replicate the delivery of a local childcare facility in adjacent valleys should there be an identified need. Potential demand from residents and employees in businesses in neighbouring valleys – could encourage inter‐valley flows.


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


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Housing Choice and Quality (Year 2 Project highlighted)

Theme Project


Priority List 1

H1 Housing Development Sites

H2 Energy Efficiency Scheme

Priority List 2

H3 Integration of Temporary Residents ‐ Specific to particularly points within the Valley and can be addressed using existing in support groups.


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H1Project Title: Housing Development Sites

Location:


Location throughout the Ogmore Valley to include:

• Former petrol station, Cemetery Road

• Former Aber School site

• Coronation Works, Evanstown

• Waun Lloyd site, Nant‐y‐moel.




The Valley is in short supply of future housing land allocations and, due to its relative proximity to the M4 corridor has in the past been of interest to volume house builders. In addition, the Valley contains vacant/redundant plots that have the potential to be redeveloped and which, if appropriately designed and containing the right balance of uses, will positively contribute to the wider community.

To secure the development of future housing provision within the Valley. It is important to engage with BCBC planners and consider these as Candidate Sites within the emerging Local Development Plan. It is important to consider the precise mix of uses appropriate for these sites but these all presently justify a residential component. In the case of Aber School for example, it is recommended that a feasibility study should be undertaken to determine the nature of development. These sites could do the following:

• Provide a full range of housing development that could appeal to the young, elderly and families.

• Ensure the future provision of affordable housing

• Address the findings of BCBC’s Housing Needs Study (anticipated publishing 2010)



- Quantify expected

Economy/Jobs

Potential trade‐related employment benefits and indirect employment through increased demand for local facilities.

Skills/Education

Potential increase in local trade‐apprenticeships

Health

Not applicable


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output Connections

Successful design could highlight the potential for

Housing

Securing provision of future housing development.

Community

Housing led community development and local infrastructure improvements through developer contributions.





Service providers BCBC Housing, Planning. Local businesses Potential for indigenous businesses to

occupy business premises that form part of the mixed use elements of these suggested housing sites.

Interest groupsVoluntary OrganisationsOther House builder, private land owners, V2C



Potentially, dependent on the availability of appropriate sites in neighbouring valleys.


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


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H2Project Title: Energy Efficiency Improvements

Location:


Throughout the Valley




A fast changing legislative framework, emerging energy grants and subsidies and a growing consensus to deliver effective planning for climate change.

This project focuses primarily on marketing and promoting energy efficiency measures to social housing providers, private landlords and their tenants and owner occupiers. It is hoped this reduces the long term energy demands of the Valley consistent with broader sustainability commitments.

Efficiency measures should be selected carefully, considering the local context and it is suggested that a Pilot Project Area could be defined before applying to the wider Valley.

This work should be integrated with the findings of the emerging Housing Needs Study (anticipated 2010) and the commitment of BCBC to the Wales Housing Quality Standard.




Economy/Jobs

Not applicable

Skills/Education

Educational benefits in understanding the availability of energy efficiency measures and how individual action can be financial worthwhile.

Health

Not applicable

Connections

Not applicable

Housing

Improved efficiency of Ogmore Valley housing.

Community

Potential to induce collective action as measures generate debate. Community should also have a general role to promote and champion.


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Communities First Key partner CDT Schools Education re energy efficiency options and

motivations. Established community groups

Valleys Regeneration Forum, OVCRA

Service providers BCBC Housing, Planning. Local businesses Potential start‐up businesses in the energy

sector. Interest groups Voluntary Organisations Local Interest Groups, e.g. BAVO Evanstown

Voluntary Organisation Other V2C Private Landlords Association



Significant potential – results of the pilot study could then be applied to neighbouring Valleys.


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


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Transport and Movement (Year 2 Project highlighted)

Theme Project


Priority List 1

T1 Sustainable Car Use

T2 Community Route Improvements

Priority List 2

T3 Community Bus Service ‐ Part of a suite of transport measures that are likely to facilitate travel for the most vulnerable groups. Whilst initial ‘dial a ride’ scheme exist there is the potential to offer a more affordable, localised service.

T4 Integrated Footpaths and Bridleways Routes ‐ A strong component of enhancing tourism infrastructure.

T5 Bus Service Provision, Evanstown ‐ Further investigative work required but unlikely to be sustainable considering local patronage.

T6 Off Street Car Parking ‐ Further investigative work required but unlikely to be sustainable considering local patronage.

T7 Speed Restraint Measures ‐ Further research required into the scale of speeding problem and appropriate restraint measure.


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T1Project Title: Sustainable Car Use – incorporating both Car Sharing

and the potential for a Car Club

Location:


Throughout the Ogmore Valley




Car sharing:

Costs of travelling on public transport in or out of the whole Ogmore Valley are prohibitive and consultation has revealed a restricted public transport service specifically in Evanstown. This heralds the introduction of more innovative transport opportunities. Indeed, the Valleys have significant potential to develop car sharing because of the high density of dwellings, the limited travel route options and the focus on key urban areas for employment and strategic services.

This project aims to take the Sewta led car sharing initiative to the Valley level, established and maintained by local, strong minded volunteers with support from BCBC.

Key components of the project include the following:

• Clear marketing and branding

• Ensuring consensus from key valley representatives

• Incentivising membership to database

• To have clearly addressed any security issues

• Regular events and ongoing innovative promotional activities.

• Clear targets such as membership levels, patronage etc.

• Clear communication of the environmental benefits.

Car Club Investigation

Alongside the potential development of car sharing is a growing consensus for the benefits of car clubs. As previously stated, consultation revealed the limited public transport opportunity in Evanstown but also the prohibitive costs of travelling on public transport in or out of the whole Valley. The Valleys have significant opportunity to develop car clubs because of the comparatively high density of dwellings.

Car clubs are not however for the regular car user – or rather they can become a useful second car option. Discussions with commercial car


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club operators have indicated they are unlikely to invest in the Ogmore Valley. Consequentially, there is the potential to establish a community car club that could use a third party operators who offer the administrative and management support for such a service but rely on the vehicles to be supplied by the Local Authority or motivated local residents.

Key stages of car club delivery involve:

• Developing the business case

• Assessing the local take up through surveys

• Potential to engage local employers to consider business membership which could dual as residential vehicles on evenings/weekends.

• Establishing dedicated car parking spaces.

Developing a nucleus of people will to invest time and energy into developing membership for the club.




Economy/Jobs

Limited, primarily volunteer‐led

Skills/Education

Not applicable

Health

Possible increase in Active Travel in order to link with car share members

Connections

Improved mobility for all.

Housing

Not applicable.

Community

Enhanced community integration – through increased dialogue and relationship building.




Communities First Potential partner CDT Schools Established community groups

Valley Regeneration Forum, OVCRA

Service providers BCBC Sustainable Travel, an established social enterprise.

Local businesses Interest groupsVoluntary Organisations Local interest groups e.g. Evanstown Voluntary

Organisation.


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Other



Likely. The concept of both Car Sharing and Car Clubs are equally applicable to Garw and Llynfi Valleys.


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


22/06/2010 70

T2Project Title: Community Route Improvements

Location:


Throughout Ogmore Valley




Consultation identified a number of limiting factors to residents not currently using the walking and cycling route. The route has significant potential both for commuting and leisure and connects the key communities of the Ogmore Valley, with the exception of Evanstown. Every effort should be placed into encourage patronage of this important link.

Key infrastructure improvements identified as follows:

• Lighting throughout (as part of the lighting strategy project).

• Access for push chairs/wheel chair users

• Ad hoc sheltering

• Ad hoc rest areas/seating areas

• Picnic benches at key vista points

• Connections with Penllwyngwent Industrial Estate

• Signage linking facilities/service with key route

• Refuse bins




Economy/Jobs

Not applicable

Skills/Education

Potential to connect residents more clearly with skills/education facilities.

Health

Benefits through active travel

Connections

Further connectivity of residents with other communities within the Valley and to a wider walking/cycling national network.

Housing

Not applicable


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Community

Further opportunity for ad hoc community recreation and incidental interaction en route.




Communities First Potential partner CDT Schools Potentially consultation on improvements Established community groups

OVCRA

Service providers BCBC Highways, Environment and Planning Local businesses Interest groupsVoluntary OrganisationsOther



Valley specific although principle could be replicated on the Garw Valley community link


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


22/06/2010 72

Community and Place Making (Year 2 Projects highlighted)

Theme Project


Priority List 1

C1 Ogmore Valley Lighting Strategy

C2 Ogmore Valley Community Facility Delivery

C3 Washeries Masterplan

C4 Street Pride Strategy

Priority List 2

C5 Gateway and Boundary Enhancements ‐ Limited impact scoring in terms of direct employment, health and management of climate change

C6 Valleys Development Officer ‐ Valley Regeneration Forum already established with NPTCBC staff seconded for co‐ordination. Potential further resource required but not priority.


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C1Project Title: Ogmore Valley Lighting Strategy

Location:


Throughout Ogmore Valley but as a priority focusing on lighting at the following specific points:

• Lighting of the MUGA and Skate Park at Nant‐y‐moel

• Along the Community Walking and Cycling Route

• At Community hubs




Addressing the lack of lighting as a barrier to active travel in the dark, as a barrier to using sports facilities and its actual or perceived encouragement of anti‐social behaviour. Lighting, or rather the lack of it, has been observed in consultation as a major constraint the community integration.

This strategy seeks to encourage facilities and routes within the valley to be used all year round.

All sites should consider the potential cost‐benefits of eco‐efficient lighting options and potential for renewable energy capture at specific points.

The lighting strategy for residential areas should also be a component of this strategy in order to address the resulting isolation and home confinement observed by residents because it is often too difficult to navigate outside in the dark.




Economy/Jobs

Not applicable

Skills/Education

Not applicable

Health

Benefits through greater active travel

Connections

Improved intra and inter Valley connectivity. Anticipated increased patronage of Walking/Cycling route.

Housing

Not applicable

Community Strengthened community and further use of local amenities year round.


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Communities First Potential partner CDT Schools Potential design/location contribution Established community groups

OVCRA

Service providers BCBC Highway, Environment and Planning Local businesses Potential location contributions. Interest groupsVoluntary Organisations Evanstown Voluntary Organisation Other



Potential to achieve further economies of scale if strategy is rolled out for wider region.


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


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C2Project Title: Ogmore Community Facility Delivery

Location:


Various Locations, Ogmore Valley




This project acknowledges the significant number of community buildings within the Ogmore that have a variable level of use and function. Activities and services can be constrained by the existing condition, physical layout and location. Some (for example Wyndham Bowls have already been awarded funding for renovation / improvements). Existing facilities include:

• Nant‐y‐moel Memorial Hall

• Nant‐y‐moel Primary School

• The Bryant Centre

• The Ogmore Valley Life Centre

• Crossroads Community Café

• The Berwyn Centre

This project is to progress the findings of the emerging Four Site Feasibility Study and separate Berwyn Centre Feasibility Study (2010) to maximise the availability and quality of existing community facilities within the valley.

This project seeks to maximise the efficiency of BCBC owned facilities, ensuring that where funding is being channelled there is maximum value added. Potential opportunities to involve the third sector as means to encourage local community ownership and strengthening community cohesion.




Economy/Jobs

Not applicable

Skills/Education

Not applicable

Health

Not applicable

Connections Improved intra and inter Valley connectivity. Anticipated increased patronage of


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Walking/Cycling route.

Housing

Not applicable

Community

Strengthened community and further use of local amenities year round.




Communities First Potential involvement as an anchor tenant in a Blackmill premises.

CDT Schools Potential design contribution Established community groups

Valley Regeneration Forum/OVCRA

Service providers BCBC/local activity groups Local businesses Drama/dance company, cinema provider? Interest groupsVoluntary Organisations Local interest groupsOther



Potential to achieve further efficiency in facility provision if considered cross valley, but greater emphasis on inter valley transport linkages would have to be made.


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


22/06/2010 77

C3Project Title: Washeries Masterplan

Location:


Old Washeries site




Regeneration of the former coal mining washeries site for primarily open space and community recreation. The development potential would be informed by initial ground investigations to explore both structural and contamination issues, but whilst we can see the potential for some albeit limited development on this site, we would envisage the area primarily incorporating further local recreation opportunities and provision of additional community allotments which would not detract from the overall positive impression of the valley.




Economy/Jobs

Not applicable

Skills/Education

Not applicable

Health

Increased provision of recreation/open

Connections

Further links to the walking and cycling route

Housing

Not applicable

Community

Strengthened community and further use of local amenities.




Communities First Potential partner CDT Schools Potential masterplan input Established community groups

Valley Regeneration Forum OVCRA

Service providers BCBC Highway, Environment, sport and recreation

Local businesses Not applicable Interest groupsVoluntary OrganisationsOther


22/06/2010 78



Limited but principle could be adopted for regeneration sites in other Valleys.


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


22/06/2010 79

C4Project Title: Street Pride Strategy

Location:


Throughout Ogmore Valley




Consultation identified a general negativity towards the presentation of residential areas, from regular littering to redundant buildings.

To engender greater resident pride in the presentation and maintenance of local streets within the Ogmore Valley.

Stage 1 will identify local street champions, engage with street members regarding specific area issues and prepare/promote a Cleaner Streets Event Day.

Stage 2 commences the street clean up and should progress from maximising street cleanliness to opportunities to improve overall presentation, generating community support for demolition or renovation of redundant buildings, introduction of planting schemes etc.

Regular competitions could be held to establish the best dressed streets that could potentially be rolled out to adjacent Valleys.




Economy/Jobs

Not applicable

Skills/Education

Not applicable

Health

Increased active travel and reduction in risk of injuries.

Connections

An improved street condition is likely to encourage further local walking/cycling.

Housing

Improvements to streets will enhance the attractiveness of the Valley to live and visit.

Community

Street activity will integrate community significantly.


Communities First Potential partner CDT Schools


22/06/2010 80



Established community groups

OVCRA

Service providers BCBC Environment and Planning Local businesses Potential for indigenous businesses to

occupy business premises that form park of site development.

Interest groupsVoluntary Organisations Evanstown Voluntary Organisation –key delivery

vehicle. Other



Potential to achieve further economies of scale if strategy is rolled out for wider region.


2010‐2013

Medium term

2014 – 2016

Long term

2017‐2020


22/06/2010 81

5.2. Year 2 WVSRA Projects This section compiles those projects or at least elements of projects that could be delivered within the first year of SRA funding for the Western Valleys. With the exception of the ‘Ogmore Valley Lighting Strategy’ (Project C1) they have all been progressed somewhat already, making delivery in Year 2 more realistic. Project C1 (specifically the floodlighting of the skate park/MUGA area in Nant‐y‐moel) has been included because it is seen as a useful and relatively affordable approach to capturing local enthusiasm, addressing local social nuisances and visibly demonstrating that the VARP has listened to resident’s views and can enable change for the Valley. It also targets key themes of health and youth activity. It is hoped that the implementation of this project might generate spin‐off benefits for other projects, a collective enthusiasm for initiatives such as the Street Pride Strategy (Project C4) or more Sustainable Car Use (Project T1).

Detailed project information regarding each project has already been detailed in the project proforma, and case study examples are provided overleaf:

Theme Project

Economy and Enterprise E1 Penllwyngwent Industrial Estate Improvements

Economy and Enterprise E2 Isfryn Industrial Estate New Workspace

Health and Well Being W1 Community Food Network

Health and Well Being W2 Child Care Provision

Housing Choice and Quality H1 Housing Development Sites (Feasibility Study for Aber School)

Transport and Movement T1 Sustainable Car Use

Community and Place‐Making C1 Ogmore Valley Lighting Strategy (Floodlighting Skate Park)

Community and Place‐Making C2 Ogmore Valley Community Facility Delivery


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5.3. Case Studies

Brackmills Industrial Estate, Northamptonshire

In March 2009, Brackmills in Northampton was developed as a defined business improvement district (BID). This provided the estate its own management board, the possibility of raising over £2million over the next five years through business levies, and the chance to shape its own future.

The initiative significantly raised the profile of the estate and through this designation, the estate funded initiatives to make the area a better place to do business. It brought a sense of pride for occupants at location, as well as acting as a catalyst to attract new companies to invest.

Lee Moor Farm; Alnwick, Northumberland

The Lee Moor Farm development provided workspace in a rural area through the reuse of farm outbuildings and has been described by Defra as “a good example of farm diversification activity and the creation of rural business opportunities that fit in well with the existing landscape.”

There are 13 businesses based at Lee Moor Farm, with occupants varying from public sector organisations to high tech manufacturing to financial and professional services. The largest office based at the site employs 30 people, representing a relatively mature business, in contrast with the micro businesses located within incubator units. As a consequence, larger units are provided at the site; at present, the largest unit measures 4,000 square feet. The development has provided a ‘stepping stone’ from home working in the area, with several of the companies located there having previously worked from home and moved to Lee Moor following an expansion of their operations.

Broadband is provided to units within the development and a representative of Lee Moor stated that they felt this had been important for the development of the site as improved communications had made it easier for such initiatives to succeed in rural areas, reducing the need to cluster businesses in and around market towns. They also felt that the provision of broadband and adequate parking (which has the benefit of being in close proximity to an individual’s place of work


22/06/2010 83

in contrast to the problems often encountered in town centres) were key to the success of a small business park or managed workspace. It is also important to generate a community spirit between resident businesses.

The development has also encountered some minor problems as a result of its rural location. Lee Moor Farm has encountered some planning difficulties regarding a proposed expansion of the site. The planning difficulties have arisen due to the proposed expansion being new build and not a conversion of existing farm buildings.

‘The Allotment’, Nithsdale Council of Voluntary Service (NCVS)

Operating in the Nithsdale area of Dumfries and Galloway since 1975 manage an allotment as a social enterprise that developed from a successful pilot project which had been based in a Spar retail unit in North West Dumfries. The pilot provided subsidised fruit and vegetables to people living in the area, which led to a significant increase in the amount being consumed by households. The pilot was time specific and was funded and delivered by NCVS and Nithsdale Local Health Partnership. The evaluation of the pilot was very positive and both partners wanted to continue to deliver the outcomes, but through a model that was more financially sustainable. The ‘Allotment then emerged from this, a green grocers based in the centre of Dumfries. The shop is staffed by both paid and volunteer members of staff. It has been open since October 2008 with the continued aim of encouraging parents to buy more fruit and vegetables from the shop. Key points regarding the development of the local food network include:

• The time it takes to set up a business

• The level of start‐up funding required

• Being aware of cash flow implications

• Marketing services is essential, which is something the voluntary sector is traditionally not that good at

Finally, not to underestimate the amount of time and support that your volunteers will need to deliver on business goals


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SPARK Blaenymaes

Explored the feasibility for expansion of both its existing services and potential new services, whilst maintaining the organisation’s core values. Particular areas considered were youth and adult training, increased childcare facilities and options for expansion of the organisation’s physical capacity. Recommendations arising from the study focused on the identification of new longer term funding sources, the adoption of a more commercially minded management structure and pursuance of stronger partnership working with the local authority and neighbouring voluntary organisations.

Spark currently provides a range of activities, particularly focusing on children and young people. Youth activities include a drop‐in café and local trips designed to build self‐esteem, a creche and an after‐school club. In its role as a venue for Swansea and Gorseinon Colleges to provide adult education, Spark has expanded the creche to provide day‐care, thus providing local people with an opportunity to gain new skills through courses, activities and volunteering.

Enterprise Solutions, London

Delivered training and registering of local childcare professionals, offering flexible care for the young children.

Enterprise Solutions devised a programmed to train local people to become childcare professionals with the addition of a business course to help those who wished to set up a sustainable childcare business. In creating the programme, local authority systems and external agencies were included within the delivery framework. The program was designed to meet the need for recruiting hard to reach women from housing estates, but also to contribute to improved communications systems in the authority and develop more integrated systems in the provision of registered childcare in the authority. The trained child minders would not only provide childcare on the open market but would also contribute to the authority’s childcare pool support. Many of the target group had experience difficulties accessing mainstream services, training and education provision due to their low confidence, poor experiences of education and learning, care and childcare responsibilities.

Eleven of the thirteen participants acquired an NVQ 3 in Childminding Practice. Six people registered as childminders and joined the authority’s childcare pool. Others secured employment in childcare related occupations.

This programme drew hard to reach participants into the programme resulting in an increase in the authority’s childcare pool and the opportunity for participants to become economically active either


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through employment or via the establishment of a childcare business.

Llanfyllin Workhouse, on behalf of the Y Dolydd Preservation Trust

The study assessed how to achieve the correct balance between community uses, educational facilities, visitor attraction and residential use in order to fund the restoration of the building.

It became clear during the preparation of the interim report that the only source of significant financial support, both in the short term to bring the building back into beneficial use and the longer term maintenance of the building would be for part of the building to be converted to residential use.

Discussions were undertaken with local valuers, housing associations, the local authority housing officer and private sector developers. While all indicated to varying degrees, a positive approach, interest is very much dependent on achieving grant support for certain restoration works and planning permission. Concern was expressed by some of the organisations approached about the other proposed uses in the building.

There were two important financial aspects firstly, the realisations of capital to undertake the required restoration work to the appropriate standards and secondly the long term maintenance of the building. Linked very closely to the above is the future ownership of the building – ownership by the Trust (as at present), sale of the complete building to the private sector or the sale of a proportion of the building (probably between 60% ‐ 75%) with the Trust retaining ownership of the remainder. Discussions with the private sector indicated that developers were only interested in the acquisition of the building for residential use. The space considered for other uses such as small offices, workshops, Mencap, nursery and community room is only likely to materialise if the Trust retained ownership and rented out space.


22/06/2010 86

Oxford Community Car Club

Established following Commonwheels Community Car Club operator being approached by a representative of a low carbon group in East Oxford, in June 2008. The group had previously approached all of the commercial car club operators, and was told by each of them that Oxford did not feature in their plans. The group was keen to establish a car club in their community to provide a means of reducing its carbon footprint and also to assist with parking congestion.

Commonwheels has subsequently received enquiries from two groups within Oxford, two further enquiries from small rural communities in South Oxfordshire and are engaged in conversations with three individuals in Oxfordshire, all of whom were keen to establish a 'village car' model in their community. These contracts are being actively pursued by a combination of Commonwheels staff and East Oxford volunteers.

It is clear from this experience that commitment from a local group, coupled with the experience of Commonwheels staff and the combination of local enthusiasm with national structures, can create carbon cutting initiatives which will bring considerable benefits in the short and longer term.

The challenges which this throws up on the interest generated in the wider region and also the imperative of taking lessons learned in Oxford and transferring them to communities across the country.

The County Council endorsed the scheme and provided on‐street marked bays within the new Controlled Parking Zones (CPZ). They also promoted the scheme with leaflets as part of the CPZ consultation.


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Floodlighting in Pentre Mawr Park, Abergele Town Council Floodlighting in the skate‐park and multi use games area at Pentre Mawr park, Abergele is operational from dusk to 10pm. It provides a safe, well‐lit environment for young people to gather and take part in sport and recreational activities. This project would not have been possible without assistance from Conwy County Borough Council and thanks to a £15,942 grant through the Landfill Communities Fund of Waste Recycling Group (WRG) administered by the Environmental Body WREN.

St. Johns Hall, Pembroke Dock, Pembrokeshire

In 1996, the building was considered to be in a poor state of disrepair and considered not fit for its primary function: to complement the adjacent St. Johns Church. Between 1996 and 1998 the church devised a development strategy for the refurbishment and extension of the Hall to develop the facility into an important amenity for the local community.

Central to the delivery of the vision was compiling a £500,000 funding package to ensure the physical changes required. Also important was establishing a management structure that was divorced from the regular functions of the church itself and contained individuals that as a collective brought the range of organisational and administrative skills required to deliver the project. In addition to this, and what was considered fundamental to the project, was the importance of having 100% commitment from all members of management. Consultation with the Chairman for the centre considered that one of the most fundamental factors which led to the success of the building has been the personalities involved. People are not concerned about their status within the Centre and are prepared to go beyond the expectations of their role to ensure the building continues functioning.

The management committee registered St John’s Community Hall as a charity, for which they were all trustees. This opened up significantly more opportunities for funding. The Hall employed a full time Community Development Officer (CDO), for the first five years. This was funded by the ERDF and was considered central to developing a sense of local community ownership and being able to diversify the range of uses and function of the building. Agreed 99 year leasehold on the building from St. John’s Church. The revenue funding of the Hall was provided primarily by the ERDF for employment of the one CDO, a part‐time office administrator/caretaker and a part‐time cleaner. The capital funding for the funding was provide by a combination of Millennium Commission (through the WCVA), the local council, St. John’s Church and local fund raising initiatives. The centre is now self‐sustaining, due to the various functions that are facilitated.

Bridgend VARP Ogmore Strategy and Action Plan

Assessment of Project Long List

Report To


May 2010

2

Report From

Miller Research

Pen‐y‐Wyrlod

Llanvetherine

Abergavenny

NP7 8RG

01873 851 880

www.miller‐research.co.uk

Final Report written by:

Chris Jones

Quality Checked by:

Sam White

May 2010

Contents 1. Economy and Enterprise .............................................................................................................. 10

2. Skills and Education ...................................................................................................................... 37

3. Health and Well Being .................................................................................................................. 61

4. Transport and Movement ............................................................................................................ 70

5. Housing Choice and Quality ......................................................................................................... 91

6. Community and Place‐Making ................................................................................................... 100

4

Long List of Projects

Project Name Brief Project Description Econ

omy an

d En

terprise

1

Penllwyngwent Industrial Estate, Ogmore Vale

Develop a masterplan for the further expansion of the number of workshop units and continued improvements in the onsite environment and facilities. The provision of ‘incubator’ units should be a core component of further improvements to help encourage indigenous business development.

2

Isfryn Industrial Estate, Blackmill

Linked to investment in adjoining residential developments, create workspace including an element of live‐work units and a potential training and development capability to encourage local economic diversification and an entrepreneurial business culture.

3

Business Units Incentives To address the concern that in the current and forecast economic climate at peripheral locations within the local authority will appear less attractive locations for both new and the expansion of existing businesses. Offering favourable rates and flexibility in terms should be considered by BCBC property division as a way to maximise potential occupancy and maintain or increase the local employment base.

4 Coronation Works, New Workspace Evanstown

Redevelopment of an abandoned industrial site for mixed use including an element of small scale workshops / community / housing

5

Nant‐y‐moel hub Developing the capability of Nant‐y‐moel village to become a visitor hub for the Valley including key infrastructure and environmental improvements.

6

Blackmill Hub Developing the capability of Nant‐y‐moel village to become visitor hub for the Valley including key infrastructure and environmental improvements.

7

Local Retail and Hospitality A targeted programme for existing businesses that enhances the visitor economy experience through collective marketing, local sourcing, customer care training, shop window displays and merchandise development.

8

Community Tourism Centres Development of tourism infrastructure to conspired the potential functionality of existing community facilities such as community halls, sports and leisure centres, that could be renovated to provided elements such as accommodation, food, information, education and heritage.

5

9

Bwlch Visitor Infrastructure Developing a key access point to the natural environment close to the Bwlch looking onto Ogmore Valley. This should connect with loops and links, and could incorporate infrastructure such as a café, picnicking and bike washing facilities. Considering placement and vista, there is the opportunity to create a distinctive viewing deck or tower.

10 Upgrade to 3G and Business Grade Broadband

To ensure the provision of high quality ICT infrastructure to maximise access to information and business support.

11

Green Valley Renewable energy Generation

To reduce carbon emission through a number of initiatives to combat rising fuel costs, fuel poverty and tackle climate change through harnessing local renewable resources.

Skills a

nd Edu

catio

n

1 Extend parenting skills initiative

To build on existing Flying Start Programmes to have a demonstrated effect on child outcomes, delivered by trained professional personnel.

2 Vocational learning outreach project

To maintain attainment, encourage further education and identification of early career opportunities.

3

Accreditation of Existing skills with No formal qualifications

To encourage existing on the job training provided by employers of Ogmore Valley Residents and to explore possible accreditation and mapping of existing skills amongst the local workforce to the Credit and Qualifications Framework for Wales.

4 Early Years Development Linking closely with the Extending Parenting

Skills Initiative but focusing more skills development, particularly literacy/numeracy.

5

Life Skills/Parenting Skills through Housing Associations

Targeting parenting skills through Valleys to Coast Housing Association, where tenants are supported through a series of accessible, home or estate run life skills and parenting support programmes.

6

Youth Peoples Outdoor Activity Mentoring Programme

To mentor aspiring youngsters in the development of outdoor activity skills with a view to developing a local employment base in this sector.

7 Community Focused Schools Programme

To maximise the utilisation of local schools and their facilities through a school modernisation programme.

6

Health

and

Wellbeing

1

Community food network To further develop components of local food networks to include: Addressing the shortage of allotment sites including consideration of allotment development behind Prospect Place; Improving the impact of established food co‐operatives addressing quality issues and a more collaborative approach to supply to minimise costs; and delivering structured peer‐led training and promotional sessions regarding the benefits of both healthy eating and growing locally.

2

Facility and Activity Assessment

To develop a strategic approach to facility and activity provision which identifies general gaps in facility provision (e.g. Lewistown?), age group activity details to ensure consistency in provision for all ages and a Valley strategy to this provision. Should be considered in the light of future investment in sustainable links. The audit would investigate the need for an all weather pitch and investigate regular drainage/flooding issues within existing playing fields.

3

Child Care Provision To ensure sufficient childcare provision to meet the needs of people both living and working within the Valley.

Tran

sport a

nd m

ovem

ent

1

Community Route Improvements

Improvements to the community walking/cycling route to promote use and function. Key infrastructure improvements identified include bins, seating, information, signage and lighting.

2

Development of integrated footpaths and bridleway routes

The focus is on packaging attractive circular or connection routes which utilise existing trails but need further investment in signage and marketing/promotional material. Key links should include North South from Nant‐y‐moel up to the Bwlch but also inter‐valley, looking towards the Garw and Llynfi for connections.

3 Community Bus Service Set up a community bus service to support the

less mobile and financially constrained to access facilities and services.

4

Bus service provision, Evanstown

Address the timetabling and fare issues associated with public transport provision for the Evanstown community through further engagement with public transport providers and focused community consultation to establish local need.

5 Off street car parking strategy

Addressing on‐street parking problems by exploring opportunities for off‐street car parking throughout the Valley

6 Speed restraint measures To address issues with speeding around the

Blackmill arterial roads (A4061/A4093)

7

7

Sustainable Car Use Investigate the potential for establishing a community car club within the Valley, incorporating Evanstown. Develop the car share ethos within the Valley.

Hou

sing

Cho

ice an

d Qua

lity

1

Energy Efficiency Delivery To deliver a three pronged approach to implementing energy efficiency measures within the Valley, targeting, social housing, private landlords and the tenants and owner occupiers.

2

Housing Development Sites To secure the development of future housing provision within the Valley. We have identified a number of sites that could have a housing component as part of a mix of uses. This includes, former petrol station on Cemetery Road, Aber School, Coronation Works, Waun Lloyd site at Nant‐y‐moel. It is important to engage these sites within the development plan and submit candidate sites. Aber School will require a feasibility study to include a cost/benefit analysis of potential renovation or demolition/rebuild.

3 Integration of temporary residents

Potential to introduce a mentoring scheme to facilitate the integration of temporary residents, e.g. Adare Street.

Place making

1

Gateway and boundary enhancements

Gateway Enhancements into the Ogmore Valley to include boundary treatment enhancements through hedgerow planting and new fencing, enhancement of key gateway areas through sandstone walling, art/signage features and softworks, extension of visitor information systems and focus must be on gateways at all four points of the Valley but focusing particularly on the North and South.

2

Blackmill Public Realm Improvements

Address the local traffic management, parking, building frontages, street furniture and walking/cycling signage to complement the delivery of a vibrant enterprising hub at the southern gateway of the Valley.

3

Nant‐y‐moel Public Realm Improvements

Improve presentation and movement around the Nant‐y‐moel core to include the clock, square and surrounding community buildings. This should complement commercial development of the Nant‐y‐moel as the northern gateway to the Valley.

4

Street pride strategy Initiating a community led street clean up strategy. Stage 1 will identify local street champions, engage with street members regarding specific area issues and prepare/promote a Cleaner Streets Event Day. Stage 2 commences the street clean up and should progress from maximising street cleanliness to opportunities to improve overall

8

presentation, generating community support for demolition and renovation of redundant buildings etc.

5

Landmark art feature, Bwlch Potential to build a landmark art feature that develops Ogmore Valley’s identity and regional significance. The Bwlch is the most prominent point within the region and connects with the top of the Ogmore Valley. Community input, led by local arts group such Valley and Vale Community Arts

6

Ogmore Valley Lighting Strategy

Addressing the lack of lighting as a barrier to active travel in the dark, as a barrier to using sports facilities and encouraging anti‐social behaviour, and which is proven to constrain residents from interaction with other residents/wider community. Specific lighting requirements include the following: MUGA/Skate Park at Nant‐y‐Moel; Community Walking and Cycling Route; Street lighting in residential areas. All sites should consider the cost‐benefits of eco‐efficient lighting options and potential renewable energy capture at the local level.

7

Valley Development Officer An individual committed to integrating the variety of local development and activity groups to ensure a consistency in approach and avoids wasting resources.

8

Berwyn Centre Redevelopment

Consistent with the findings of the four sites feasibility study, deliver a sustainable multi‐use facility that plays fundamental role in fostering development of the arts, skills and learning and cultural opportunities in the Valley. BCBC have indicated the desire for asset transfer to voluntary sector.

9

Washeries Masterplan Regeneration of the former coal mining washeries site for primarily recreational uses. The development potential would be informed by initial ground investigations to explore both structural and contamination issues, but whilst we can see the potential for some albeit limited development on this site, we would envisage the area primarily incorporating further local recreation opportunities and provision of additional community allotments which would not detract from the overall impression of the valley.

10

Community Partnership and Enterprise Capacity Building

To integrate the existing and perceived community divisions within the Ogmore Valley. The Neighbourhood Watch Scheme is one such example of a local community partnership that could encourage pan‐valley integration

9

10


Impact and Deliverability Analysis Project Theme: Economy/Enterprise Project Name: Penllwyngwent Strategic Employment Site DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage

Is the project affordable?

Masterplan exercise can be achieved at moderate cost and lead to detailed cost appraisal

Is the project value for money?

Addressing strategic employment needs at priority site

Is the project sustainable?

Local enterprise and employment creation in accessible locations

Is the project attractive to investors?

Private sector demand has been identified for new small units.

Is the project attractive to the community?

Job and enterprise creation is a high community priority

Is the project achievable?

Site available and in public ownership

Is the project commercial?

Income generating with return on investment

Can the project be delivered by the local community?

Lack expertise and land ownership. Will be important for consultation

Conclusion: High level deliverability

11

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow

Supporting the local economy and sustainable employment opportunities

Job and enterprise creation is main focus

Ensuring access to adequate income

Improved income generating opportunities

Buying goods and services that are green, ethical and local

Opportunities for new businesses to strengthen supply chains locally

Providing training and educational opportunities

Potential through construction stages for improving local skills

Promoting healthy lifestyles

Not addressed directly

Sustainable transport

Enhancing locally accessible employment

Ensuring access to affordable, healthy and appropriate housing


Preserving and enhancing biodiversity and green spaces and using sustainable design

Addressing zero carbon objectives through new developments

Reducing consumption of natural resources and managing waste sustainably


Tackling climate change and adapting to it


12

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow

Ensuring future energy security


Promoting safe and sustainable communities


Equality Impact


Can the project be applied across the valleys?

Focus on enhancing strategic employment sites for each valley.

Conclusion:

Neutral /Positive impact with some strong impacts

13

Project Theme: Economy/Enterprise Project Name: Isfryn Industrial Estate Enterprise DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Private sector commitment to site and planning gain. Require detailed cost appraisal






Private sector demand has been identified for new small units. Private sector commitment to site development.


Job and enterprise creation is a high community priority as part of a mixed use development


Site available and in private ownership






14

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow








Potential through construction stages for improving local skills and through training facilities













15

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow





Equality Impact



Focus on enhancing local employment sites for each valley.

Conclusion:


16

Project Theme: Economy/Enterprise Project Name: Coronation Works Workspace DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Private sector lack commitment to regenerate site. May require acquisition following detailed cost appraisal






Private sector demand has been identified for new small units. Private sector commitment to site development unknown.


Job and enterprise creation is a high community priority as part of a mixed use development. Derelict site a local eyesore


Subject to private sector commitment






17

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow








Potential through construction stages for improving local skills













18

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Derelict site harbours antisocial behaviour

Equality Impact



Focus on enhancing local employment sites for each valley.

Conclusion:


19

Project Theme: Economy/Enterprise Project Name: Nant‐y‐Moel Strategic Visitor Hub DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Will require detailed cost appraisal. Relating to site developments, enterprise support, public realm


Addresses strategic enterprise, employment and place making objectives


Local enterprise and employment creation and sustainable tourism


Potentially for new and existing tourism/leisure activities/retail enterprises


Yes as tourism is viewed as a key opportunity to support economic growth


As part of a phased programme and supported by feasibility testing


Objective to establish new business opportunities and increase visitor spend


Partly through social and community enterprises and leading on environmental projects

Conclusion: Definitely deliverable as part of a phased multi‐sector programme

20

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Promoting new enterprise and employment creation


Through enhanced employment opportunities


Potentially through new enterprises and visitor facilities


Through re‐skilling/up‐skilling local labour market for visitor economy


Through promoting outdoor recreation and activities


Enhancing demand for local services and use of trails/networks




Enhancements to local landscapes and new developments should achieve eco‐design standards





21

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Promoting local economy and sustainable community assets

Equality Impact



As part of a network of visitor hubs and enhanced environments

Conclusion:

Positive impact

22

Project Theme: Economy/Enterprise Project Name: Blackmill Strategic Visitor Hub DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Will require detailed cost appraisal. Relating to site developments, enterprise support, public realm




Local enterprise and employment creation and sustainable tourism


Potentially for new and existing tourism/leisure activities/retail enterprises, including local established businesses


Yes as tourism is viewed as a key opportunity to support economic growth




Objective to establish new business opportunities , support local businesses and increase visitor spend


Partly through social and community enterprises and leading on environmental projects

Conclusion: Definitely deliverable as part of a phased multi‐sector programme

23

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow





















24

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow





Equality Impact




Conclusion:

Positive impact

25

Project Theme: Economy/Enterprise Project Name: Community Tourism Centres DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Will require detailed cost appraisal. Relating to site developments, enterprise support, and linked to existing facilities/centres business plans




Local enterprise and employment creation and sustainable tourism. Supporting sustainable community facilities


Potentially through community/social enterprises and community organisations


Yes as tourism is viewed as a key opportunity to support economic growth. Also relates to sustaining local community facilities




Objective to establish new business opportunities and increase use/income of established facilities


As providers of established facilities or through social and community enterprises

Conclusion: Deliverable as part of a strategy to support sustainable local facilities

26

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow





















27

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow





Equality Impact




Conclusion:

Positive impact

28

Project Theme: Economy/Enterprise Project Name: Local Retail & Hospitality DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Will require detailed cost appraisal. Can be provided as group or one to one training


Addresses strategic enterprise, employment and will improve vitality and viability of existing businesses


Maintain and enhance local enterprise and employment creation and sustainable local/visitor economy


Potentially for new and existing tourism/leisure activities/retail enterprises


Yes to sustain local economic growth


Track record of similar projects exist


Objective to grow new business opportunities and increase visitor spend


Local business role models and champions may be identified to contribute experience

Conclusion: Deliverable

29

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Through enhanced turnover/business opportunities


Potentially through new retail network


Through re‐skilling/up‐skilling local businesses













30

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow





Equality Impact




Conclusion:

Neutral/Positive impact

31

Project Theme: Economy/Enterprise Project Name: Green Valley Renewable Energy Generation DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Requires technical feasibility


As above


Potentially if the harnessing of energy is viable


Potentially yes if feasibility proven


Established groups promoting schemes in place


Technically and economic viability to be tested


If the viability is proven then commercially attractive


Models exits of community ownership of energy generating schemes

Conclusion: Several elements unsure that will require feasibility testing

32

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Opportunities for direct employment creation and support industries


Contribute to local income generation


Local green energy generation


Possibly through skills development for application of technology






Contribution to community energy generation for local homes




Some impact on minimising resources depletion


Renewable energy generation

33

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Securing local alternatives


Support local energy for local communities

Equality Impact



Where the natural resources can be harnessed

Conclusion:

Positive with strong sustainability aspects

34

Project Theme: Economy/Enterprise Project Name: 3G & Business Broadband Upgrades DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


WAG grants available


Requires subsidy to ensure basic infrastructure is available


Promotes local modern technology and networks to support economic and community activity


Public sector will need to lead


As an improvement to infrastructure although not a key issues


Technology available


Income generation from use of technology and also commercial opportunities from its application


Conclusion: Medium deliverability

35

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Support local enterprises and networks


Some impact on improving commercial opportunities

















36

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Support modern community infrastructure

Equality Impact



Potential to address all not spots as a strategic programme

Conclusion:

Neutral/Positive.

37


Project Theme: Skills and Education Project Name: Accreditation of Existing Skills with No Formal Quals DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


X Would need discussion with DCELLS at WAG.


X As above.


X As above.


X

No. Needs a skills agency lead.


X Depends on format and how programme is promoted and accessed.


X Dependent on DCELLS at WAG.


X No.


X No. But would need to be provided at a local level.

Conclusion: Requires detailed discussion with DCELLs to identify the best means of trialling such a project and how it can be delivered at a local level.

38

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


X

Would lead to people with no or limited qualifications entering employment that are currently inactive.

Ensuring access to adequate income X

Opportunities for enhanced employment and provision of adequate wages.


X

Negligible direct impact.


X Initial diagnostic leading to training programme.


X Negligible direct impact.




X



X



X




39

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow



Promoting safe and sustainable communities X

Tackling inactive working population that can contribute economically and socially.

Equality Impact

X Would be available to all sectors of the community.


X This is a cross valley issue.

Conclusion:

This would have measurable impact on the economic vitality of the valleys and would tackle those cohorts of residents that require direct support.

40

Project Theme: Skills and Education Project Name: Young Peoples Outdoor Activity Mentoring Programme DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


X No costs and would be dependent on development of tourist product.


X As above.


X As above.


X

Not sure at this stage.

Is the project attractive to the community? X

It would provide a useful resource that channels young people into outdoor activity work such as guiding, maintenance, etc.

Is the project achievable? X

Dependent on development of infrastructure that would support the outdoors experience.


X No.


X Yes in partnership with community development groups.

Conclusion: Project maybe premature for delivering as it is dependent on the development of the wider tourism infrastructure.

41

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


X

Generate of local jobs through tourism based activity. Could be an apprenticeship that leads to permanent employment.


X Entry point for employment and income.


X



X Direct mentoring and training in outdoor activity sector.

Promoting healthy lifestyles X

Project would lead to a change in lifestyle for the young person and would promote active pursuits within the valley.

Sustainable transport X Negligible direct impact.


X



X



X



X Use of natural environment for economic activity.

42

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Would provide opportunities for NEET young people to engage with their community and become associated with an identified need.

Equality Impact

X Open to all.


X Yes. Could be linked to youth centres, boys and girls clubs, etc.

Conclusion:

Would have a good impact in terms of addressing young people that drop our after key stage 4 and could provide a key resource for outdoor activity product.

43

Project Theme: Skills and Education Project Name: Vocational Learning Outreach Project DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


X No costs obtained for such a project.


X As above.


X As above.


X

As above.


Yes. It would provide local pathways for vocational learning that supports specific community issues such as housing renewal and social enterprise activity.


X Dependent on type of partnering model.


X No.


X No. But may need local partners to provide learning experiences.

Conclusion: Dependent on development of learning model and partners and how it can be delivered at a local level.

44

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


X

Would lead to employment and enhanced qualifications.


X Entry into permanent employment.


X



X

Direct vocational learning for residents with limited or no qualifications.


X Learning could through lifestyle/activity based employment.


X



X



X



X



X


45

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


X



X Development of a skilled workforce.

Equality Impact

X Open to all.


X This a key structural issue across the three valleys.

Conclusion: Would have significant impact and result in people retuning to employment.

46

Project Theme: Skills and Education Project Name: Strategic Growth Sector Skills Development DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


X Project not advanced enough and would need to operate at a regional level.


X As above.


X As above.


X

As above.


Project would address growth sector area such as tourism; renewable energy, etc so would contribute to community infrastructure.


X As above.


X As above.


X As above.

Conclusion: Project would require significant development at a regional level.

47

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


X

Targets growth sector and creation of skills centres that develop local skills base.


Develops enhanced opportunities for employment in these sectors.


X



X Specialist training programme.






X



X



X



X


48

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




X Would lead to local employment and cohesive communities.

Equality Impact

X Open to all.

Can the project be applied across the valleys? X

Would need to work at a cross valleys level to be viable and to ensure economies of scale.

Conclusion:

Has strong cross valley links with established skills centres – set up a virtual network with a permanent base.

49

Project Theme: Skills and Education Project Name: Lifeskills/Parenting Skills DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


X No costs at this stage.


X As above.


X As above.


X

Not applicable.


Would support families and single parents within specific communities, fostering learning and child development.


X Would require a local solution that is accessible to all.


X No.


X No. May require some local partners to provide facilities, etc.

Conclusion: This is a key project and barrier to early years development and resultant implications for children’s development into primary and secondary schools

50

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


X

Would support future educational attainment levels and qualifications, leading to employment.


Would assist parents in developing personal skills as well as informal learning, in‐directly improving employment opportunities.


X


Providing training and educational opportunities X

Informal training for parents in developing their child’s welfare and education.


X Improved awareness of diet and nutrition and healthy activity.




X



X



X



X


51

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Would tackle social inclusion and latent issues concerning young people.

Equality Impact

X Open to all.


X This is a key cross valleys issue that is shown within statistics.

Conclusion:

Will have significant impact on families and future educational attainment levels and opportunities for economic and community development.

52

Project Theme: Skills and Education Project Name: Extending Parenting Skills Initiative DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage




X As above.


X As above.


X

Not applicable.


Would support families and single parents within specific communities, fostering learning and child development.


X Would require a local solution that is accessible to all.


X No.


X No. May require some local partners to provide facilities, etc.

Conclusion: This is a key project and barrier to early year’s development and resultant implications for children’s development into primary and secondary schools.

53

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


X

Would support future educational attainment levels and qualifications, leading to employment.


X

Would assist parents in developing personal skills as well as informal learning, in‐directly improving employment opportunities.


X



X

Informal training for parents in developing their child’s welfare and education.


X Improved awareness of diet and nutrition and healthy activity.


X



X



X



X



X


54

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


X



X

Would tackle social inclusion and latent issues concerning young people.

Equality Impact

X Open to all.


X This is a key cross valleys issue that is shown within statistics.

Conclusion:

This is a key project and barrier to early year’s development and resultant implications for children’s development into primary and secondary schools.

55

Project Theme: Skills and Education Project Name: Early Years Development DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage




X As above.


X As above.


X

As above.


X This would support parenting skills initiative as well as tackling numeracy and literacy problems.


X Would need discussion with LEA.


X No.


X No.

Conclusion: Project needs development with LEA in terms of early year’s provision within the Valley.

56

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


X

Supports future educational attainment, qualification and economic activity.


X



X



X Direct support for pre‐school and primary school education.


X

Awareness of health and well being and relationship to education.


X



X



X



X



X


57

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


X



X

More cohesive communities created through accessible education from an early age.

Equality Impact

X



X Yes. This is a key cross valley theme.

Conclusion:

Project would have significant impact but needs to be mapped within current early year’s provision within the valley.

58

Project Theme: Skills and Education Project Name: Community Focussed Schools Programme DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


X No real scope of costs to date.


X As above.


X As above.


X

As above.


Yes. It would provide a local outlet for cross generational learning utilising under‐used assets.


X As above.


X No.

Can the project be delivered by the local community? X

Would need to partner local organisations that provide community activities, interest groups, etc

Conclusion: BCBC Schools Modernisation programme would need to scope the potential for community learning hubs within the valley and how these link with other educational provision in and outside of the Ogmore areas in relation to secondary and adult and community learning.

59

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


X

Increased opportunities for community learning that results in qualified residents in vocational topics as well as hobbies and interests.


X Enhanced opportunities for employment.


X



X Community based training provision.


X Curriculum could involve physical activity and well being subjects.




X



X



X



X


60

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Provision of accessible and local facilities for learning that leads to cross generational interaction.

Equality Impact

X Accessible to all.


X

This is dependent on schools modernisation programme and whether community focussed schools can be developed within existing primary schools or within other BCBC assets.

Conclusion:

BCBC Schools Modernisation programme would need to scope the potential for community learning hubs within the valley and how these link with other educational provision in and outside of the Ogmore areas in relation to secondary and adult and community learning.

61


Project Theme: Health and Wellbeing Project Name: Community Food Network DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Relatively – funding needed primarily for training and promotion.


Limited financing required – significant potential impact on local food behaviour.


Yes, assuming sufficient training


Not likely unless niche food products emerge or could be linked to local festivals.


Undoubtedly but limited in part by the availability of allotment land


Assuming availability of sufficient allotment land.


Likely to be self‐financing in 1‐2 years.


Reliant on motivated local residents but should be buoyed by training/information provided.

Conclusion: Strong delivery rating. Project likely to build upon and support existing ongoing healthy living initiatives.

62

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Negligible direct impact


Decrease in long term expenditure on food.


Intrinsic to the project


Through food education


Direct impact on food education.


Potential reduction in vehicle trips






A component of food education.


Food miles

63

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Potential improved cohesion and local self‐sufficiency.

Equality Impact

Will need to target the most vulnerable proactively to encourage uptake.


Significant potential, adding to distinctiveness and community strength.

Conclusion:

High impact. Indirect benefits could be even greater.

64

Project Theme: Health and Wellbeing Project Name: Delivering consistency in facility and activity provision DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Costs cannot be fully realised until initial assessment is undertaken


Aiming to approach the delivery of community facilities and activities at the strategic level to avoid duplication.



Potential partnering with agency or private sector to delivery community improvements.


Community facilities and activities are welcomed by residents.


Unsure at this stage.


Improvements to either facilities or activities are likely to generate significant public sector capital demands.


Physical improvements unlikely. Activity functions/support likely to have greater ongoing community input.

Conclusion: Low/medium deliverability A lot of unknown – dependent on the strategic assessment findings.

65

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Dependent on requirement for additional facilities.


Unknown need for additional resource, dependent on findings of initial audit.




Ensuring access to local training/education venues.


Ensuring access to local training/education venues.











66

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Local activity and facility provision likely to encourage further community cohesion.

Equality Impact

Activity/facility provision for all ages.


Yes ‐ to consider the interrelationship between valleys and the facilities and activities on offer.

Conclusion:

Moderate impact Bulk of impact unknown until results of activity/facilities provision appraisal.

67

Project Theme: Health and Wellbeing Project Name: Childcare Provision DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Likely to require significant capital outlay to establish a fit for purpose facility.


Likely to generate significant revenue due to unmet local demand.


Assuming efficient, high standard of childcare service.


Potential to generate interest from the private sector.


Community have already communicated an urgent need for child care provision within the valley.


Likely – some development constraints (e.g. flooding) exist in parts of the valley.


Potential to be brought forward either by public or private sector or combined.


Potential public sector component.

Conclusion: Strong deliverability rating. Potential private sector lead.

68

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Flexibility to access employment and potential direct employment generation


Could directly enable some residents to access income.

















69

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Contribute to broadening the overall community facility provision.

Equality Impact

Likely to benefit a particular demographic but potential for facility to have dual use out‐of‐hours.


Conclusion:

Medium impact Specific thematic improvements.

70


Project Theme: Transport and Movement Project Name: Community Route Improvements DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Capital investment required and ongoing costs are not known at this stage.


Pay back in terms of patronage, active lifestyles etc.


Depending on local ownership, design and materials used.


Unlikely directly but potential to link with industry and wider walking/cycling trails.


Likely: In conjunction with marketing/promotion increased active travel/recreation.


Yes, subject to cost.


No


No

Conclusion: Medium deliverability Dependent on gathering capital and revenue funds.

71

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow






Potential to encourage access to local goods and services.


Encourage people without a car to access potential training providers.


Increased patronage of recreation route.


Potential to encourage active travel






Reduced consumption of petrol through anticipated increase in active travel/recreational opportunities.


Potential reduction in carbon footprint of Valley/improving sustainable linkages.

72

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Off‐road active travel link.

Equality Impact

Promotion of access for all.


No

Conclusion:

Medium – high impact potential

73

Project Theme: Transport and Movement Project Name: Sustainable Car Use DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


The car‐share component is undoubtedly but there are greater potential cost implications of car clubs.


Likely – cost/benefit re Car club element less clear.


Likely to be assuming patronage and sufficient community support.


Unlikely but urban densities may prove attractive to commercially run car clubs in the long‐run.


Not immediately – needs promotion/marketing re cost saving benefits.


Car share element is more achievable at this stage.


Not immediately but in the long run car club has a realistic commercial element.


Potentially both elements could have local ownership – requires components.

Conclusion: Medium/Strong deliverability Car club element likely to prove more difficult to deliver.

74

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow






Car share/car clubs could provide a local eco‐service


Improved access to training/educational facilities.


Proven increase in amount of walking/ cycling undertaken by participants.


Part of a ‘smarter travel choices’ (One Wales)






Reduction in demand of oil/petrol through smarter car use.


Contributing to improving the carbon footprint of the valley.

75

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Potential to minimise congestion on the road and encourage community cohesion

Equality Impact



Significant potential for concept to be rolled out across the Valley

Conclusion:

High Impact Very positive impact for achieving the sustainability agenda.

76

Project Theme: Transport and Movement Project Name: Development of integrated footpaths/bridleways DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Focusing more on improving infrastructure and promotion of existing routes.


Likely. For local active travel and recreation, plus links with tourism product.


Likely. Community involvement should assist with this.


Not likely, although potential to add value to key employment sites.


Attractive, ensuring infrastructure supports such a product.


Use of existing delivery networks and potential to link with wider tourism strategy improvements


Not likely, but indirect income generation potential


In part – routing and potential maintenance of links.

Conclusion: Medium deliverability Delivery routes are established but require public sector resourcing.

77

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Improved links with potential employment opportunities and encourage recreation within the valley that could encourage business confidence.




Local active travel likely to connect people more with local services.


Potential to connect people to training and educational facilities.

Promoting healthy lifestyles Active travel/recreation


Active and low impact travel is more sustainable.




Accessing nature and prioritisation of low impact forms of travel could change urban form


Reducing demand on raw materials for local travel


Encouraging active travel

78

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Encourage active travel and community cohesion.

Equality Impact

Primary trails should have access for all.


There should be a cross‐valley approach to route links/trails.

Conclusion:

Medium/high impact rating. A lot of the impacts are assumptions based on the benefits of improved sustainable links.

79

Project Theme: Transport and Movement Project Name: Community Minibus DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Likely to require significant capital investment but to be paid back through strong patronage.


More cost effective, responsive approach to meeting transport gaps.


Likely to be but will require strong local community support.


Possible private investor interest but more likely to draw bank finance.


Likely to be well supported in pockets of the Valley


Dependent on significant initial capital investment


Must be self‐sustaining after the initial capital investment


Unlikely but will require significant support both in function and patronage.

Conclusion: Medium to high deliverability This does however require local volunteer support etc.

80

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Potential job creation from management and operation of the transport scheme


Potential improvements in local accessibility of services, facilities and potential employment.








Reduces reliance on private vehicles for transport









81

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Encourage community cohesion through community management and functions

Equality Impact

Aims to address access issues for the whole community including the most vulnerable social groups


Yes – concept already being run in Garw Valley.

Conclusion:

Medium impact Potential to improve community cohesion and access to wider region for even the most vulnerable groups.

82

Project Theme: Transport and Movement Project Name: Bus Service Provision, Evanstown DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Unclear at this stage the extent of costs to enable service improvements


Could be a small low cost alteration in service which delivers access improvements


Unclear cost/benefit balance


Unlikely to attract investment – likely to require further subsidy


Addresses an identified shortfall in local transport provision


Unsure‐ further investigative work required


Unsure – further investigative work required


Responsibility of bus operator

Conclusion: Deliverability at present unknown – insufficient market knowledge. Anticipated patronage not likely to justify market improvements.

83

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Potential improvements in local accessibility of services, facilities and potential employment




Potential to connect residents with facilities and services offering training/education


Likely to encourage more local active travel


Directly contribute to local sustainable transport








Positive assuming sufficient patronage to justify alteration.

84

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Principle is positive but viability is unclear.

Equality Impact

Vehicles can accommodate residents with restricted mobility


No – spatially specific

Conclusion:

Positive effect on a specific area, but the sustainability is determined by patronage and ease with which timetable can be adjusted.

85

Project Theme: Transport and Movement Project Name: Off Street Car Parking Strategy DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Assessment deliverable but incorporating opportunities is questionable.


Unclear until potential off‐street sites have been established


Access improvements unlikely to outweigh what is essentially improved infrastructure for an unsustainable transport mode.




Short term perhaps, but the potential increased road speeds that might result will not be.


First stage assessment is achievable, second stage unknown.


Unlikely.


No‐ requires technical input from local authority.

Conclusion: First stage analysis is deliverable but the potential to incorporate off‐street car parks at this stage is unclear. Further analysis of off street car parking site required.

86

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow






May encourage further use of community centres





Sustainable transport Negligible direct impact








Potential to encourage vehicle use in community centres if short terms spaces become available.

87

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Negative‐ potential increase in vehicle speeds but potential opportunities for re‐prioritisation of pedestrian environments in community centres

Equality Impact



Valley specific issue

Conclusion:

Low impact Insufficient impact on economic/sustainability factors.

88

Project Theme: Transport and Movement Project Name: Speed Restraint Measures DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Need to determine the average traffic speeds on main routes within the valley


Potential to encourage further active travel in conjunction with reducing vehicle speeds


Dependent on the nature of speed restraint selected.


No


Based on views expressed by residents during consultation.


A pre‐defined process of determining approach speed restraint measures.


Depending on whether payback could be achieved through speeding fines etc.


No. Input to signage/decision of measures is however possible.

Conclusion: Deliverable but will need full financing from public sector.

89

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow










Potential increased active travel locally











90

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Potential to encourage community cohesion and prioritisation of pedestrian/cyclists

Equality Impact

Encouraging improved local movements for all.


Specific issue to the A4061 and A4093 identified within consultation

Conclusion:

Low positive impact Potential to encourage local community interaction and active travel

91


Project Theme: Housing Choice and Quality Project Name: Housing Development Sites DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Minimal costs associated. Feasibility study for Aber School site.


Good value for money.


Assuming appropriate locations for investment


Housing land allocations likely to attract significant private sector interest


Potentially, additional housing sites could however create local resident opposition. Would need close consultation


Highly achievable in conjunction with the emerging Local Development Plan


Commercially sound, and could deliver further employment opportunities in the locality.


Local community can submit candidate sites for consideration by BCBC but will not ultimately determine future housing land allocations.

Conclusion: Highly deliverable Minimal funding required – essentially securing future housing land supply in sustainable locations.

92

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Securing supply of local labour force. Potential influx of skilled professionals.


Housing supply in conjunction with expansion and investment in commerce.





Promoting healthy lifestyles Negligible direct impact

Sustainable transport Negligible direct impact


Long term perspective on including this work


Potential to introduce sustainable design of future housing developments.





93

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Dependent on future energy security


Housing land at appropriate locations that are well designed and constructed

Equality Impact

Housing land that secures access for all.


Potential however housing land identified in particular the Ogmore.

Conclusion:

Overall significant positive impact – the principle of securing housing sites for future development is likely to have significant positive benefits for future community development assuming appropriate design and placement.

94

Project Theme: Housing Choice and Quality Project Name: Energy Efficiency Improvements DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Marketing and promotion of energy efficiency measures – affordable.


Low cost and likely to deliver efficiency measures for Valley residents


Likely to be delivered just the once.


Potential partnering with local green technology firms.


Assuming long term benefits of such measures can be realised


Likely but dependent on the effectiveness of marketing measures.


Potential payback from updates.


Promotion needs a third party lead. Improvements primary local community led assuming affordability

Conclusion: Promotion and awareness is highly deliverable but improvement stage largely dependent on local community and effectiveness of initial stage.

95

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow






Potential as community understand motivations for improvements


Potential as part of promotion and awareness raising package






Result of retrofitting.




Direct outcome of energy efficiency improvements


Direct result of improvement measures instigated

96

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Direct result of energy efficiency improvements


Can contribute to improving the quality of local housing stock which makes the Valley a more attractive place to live.

Equality Impact



Yes

Conclusion:

High issues on sustainability scale. Issues of affordability

97

Project Theme: Housing Choice and Quality Project Name: Integration of Temporary Residents DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Yes, making use of existing support networks


Considering low additional resource costs anticipated.


Potentially not, reliant on funding.


Not likely.


Addresses localised anti‐social behaviour issues.


Extending existing support network


No likely to be – reliant on funding.


Specialist support networks required.

Conclusion: Deliverable, utilising existing support networks.

98

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

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Potential components of integration efforts


Potential component of integration efforts




Potential to improve the quality of housing condition.







99

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Improve local anti‐social behaviour issues

Equality Impact

Improve integration of different social groups.


Not clear, addressing specific issues within the Valley.

Conclusion:

Low to medium impact – a service to address a local issue but could be on offer for future housing developments.

100


Project Theme: Community and Place‐Making Project Name: Gateway and Boundary Enhancements DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Depends on the extent to which the local community input and to initial improvements and maintenance.


Likely to improve the overall impression of the Valley but unclear the overall costs/benefit at this stage.


Assuming local ownership and resource offering from residents/volunteers.


Unlikely – possibility to offer marketing space as part of key gateway/boundary points.


Likely to be – although dependent on engagement in project development


Yes but not necessarily long term


No


In part yes although requires co‐ordination resource.

Conclusion: Medium deliverability, dependent on engagement and commitment of local volunteers. Could emerge as an add on to the Street Pride Strategy.

101

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

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Possibility through use of gateway/boundary areas for gardening sessions.













102

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow





Equality Impact



Yes. Principle applicable throughout.

Conclusion:

Limited impact on any of the defined impact domains.

103

Project Theme: Community and Place‐Making Project Name: Street Pride Strategy DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Likely to be – focus on resident ownership and involvement


Engendering local pride


Yes, assuming the right individuals have developed local ownership.


Not directly but could encourage indirect investment.


Perhaps the initial engagement may be difficult to generate interest but community is then likely to see the benefits.


Likely, assuming input from the community.


No


Yes, assuming appropriate approach.

Conclusion: Medium to strong deliverability rating – difficult to see impact potential.

104

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow










Directly and indirectly.


Potentially to encourage local active travel


Housing quality, in terms of presentation and access likely to improve.


Directly improving local quality and green spaces.





105

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Encourages community cohesion further use of public realm.

Equality Impact

Assuming engaging and targeting most vulnerable groups.


Principle could be rolled out across the Valley.

Conclusion:

Medium to high impact, significant potential to generate further interest in

106

Project Theme: Community and Place‐Making Project Name: Ogmore Valley Lighting Strategy DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Likely but very dependent on the nature of lighting selected


Very likely considering significant local interest lighting improvements for access and recreation


Likely to be more so selecting the right fittings (potential solar?) and appointing local champions for maintenance/upkeep.


Unlikely.


Highly attractive in terms of transport and recreation.


Very likely but dependent on local achievements.


No.


Installations need specialist input but community management/championing of units likely to maintain quality.

Conclusion: Medium deliverability – ultimately needing funding to install significant added value likely to be drawn.

107

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow











108

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow



Equality Impact


Could be but local need identified.

Conclusion:

High impact in terms of developing facilities tailored to the needs of the Valley.

109

Project Theme: Community and Place‐Making Project Name: Valley Development Officer DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Achievable within WVSRA budget.


Potentially, but would need to be able to fully integrate with existing Valley resources.


Unlikely, but would aim to adopt the training trainers stance.


No.


Depending on community understanding the role and input – risk of duplicating effort.


Yes but precise role and responsibility would need to be clearly defined.


No.


No.

Conclusion: Low to medium deliverability – not necessarily effective use of resources.

110

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Potential to make employee/employment connections.






Potential for connect residents further with existing/emerging training opportunities.


Potential to encourage recreation/active travel/healthy eating etc.


Role in promoting active travel, sustainable car use.









111

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




A core component of the role – encourage community cohesion.

Equality Impact

Responsibility of office would focus primarily on addressing needs of those most vulnerable


Potential but an inconsistency in application dependent on the nature of local development.

Conclusion:

Potentially high impact but primarily indirect through championing other projects within the regeneration strategy. Equally at risk of failure if the officer is not fully integrated in Valley activities.

112

Project Theme: Community and Place‐Making Project Name: Ogmore Valley Community Facilities DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Dependent on the conclusions of an initial assessment of need and existing quality.


Likely – to guarantee access to education, activities and services that improve local quality of life.


Fundamental to the assessment process.


Potential some third party funding streams. Unlikely from the private sector


Securing activities and facilities to enhance quality of life.


First stage assessment of need is already progressing. Findings will determine project timescales.


Unlikely although potential to incorporate anchor tenancy.


Technical, third party expertise required.

Conclusion: Medium to high deliverability although reliant on a degree of capital funding not currently established.

113

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Potential to generate direct employment requirement for the function so local facilities.


Potential to generate regular revenue streams from effective facility utilisation.


Potential to enhance local activity – ethical and local through community venues


Accessible training education venues


Promotion of healthy lifestyles in high quality accessible spaces.


Local travel, likely to be linked to transport.









114

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




Directly contributes to stronger local communities, upskilling and generation of local pride.

Equality Impact

Services and activities aim to target the most vulnerable.


Principle to be applied cross –valley.

Conclusion:

High impact potential, considering the range of potential activities and services accessible to all.

115

Project Theme: Community and Place‐Making Project Name: Washeries Masterplan DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Likely.


Emphasis on open space and recreation – limited structural alterations.


Likely, assuming strong community input.


Not likely but potentially indirectly through enhancing impression of the Valley.


Highly – this is considered a forgotten site.


Allocation in development plan and strong community input.


No.


Potentially community led for implementation phases.

Conclusion: High deliverability, particularly for first phase.

116

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow


Potential employment generation functions of the site – linking to community food network.




Potential local food component of masterplan


Potential education/training opportunities at site


Direct promotion of healthy activities.


Link to Valley Community Route could encourage active travel/recreation.




Enhancing biodiversity and quality of this allocated open space/recreation area.


Potential through appropriate design of masterplan.


Potential through appropriate design of masterplan.

117

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow




A visible site able to benefit lifestyles of Valley residents and visitors.

Equality Impact

Through site activities which target vulnerable groups.


Site specific

Conclusion:

Medium/High impact – Site specific but assuming effective masterplanning the ability to contribute significantly to Valley impression and lifestyles.

118

Project Theme: Community and Place Making Project Name: Enhance Existing Community Partnerships DELIVERABILITY RATING NOTES

Definite

ly

not

Prob

ably

not

Prob

ably

yes

Definite

ly

yes

Unsure at

this stage


Depending on the extent of resource required to address local issues.


Undoubtedly.


Assuming correct management and monitoring systems are in place.


Indirectly – providing stability tangible improvements to overall Valley quality.


Assuming a sensitivity to local relationships, groups ownership etc.


Already being progressed via Valley Regeneration Forum but this is an ongoing core component of delivering regeneration.


No.


In part but reliant on community support.

Conclusion: Deliverable but not necessarily separate project – this is an ongoing core component of project delivery.

119

IMPACT IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow





















120

IMPACT NOTES

Strong

ne

gativ

e

Negative

impa

ct

Neu

tral

impa

ct

Positiv

e im

pact

Strong

po

sitiv

e

Don

’t kn

ow





Equality Impact



Full replication across the Valleys

Conclusion:

High impact but not a specific project – this is a fundamental component of delivery and ongoing assessment.

Ogmore Valley VARP Baseline Report - Bridgend County ...

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