Ogmore Valley VARP Baseline Report
23/06/2010 2
Report From
Miller Research
Pen-y-Wyrlod
Llanvetherine
Abergavenny
NP7 8RG
01873 851 880
www.miller-research.co.uk
Final Report written by:
Clara Chaffin
Chris Jones
Raoul Tufnell
Quality Checked by:
Raoul Tufnell
June 2010
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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
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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). Live Births, 2004-2008; Deaths, 2004-2008. Crown copyright material is reproduced with the permission of the Controller of HMSO.
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.
Ogmore Valley VARP Baseline Report
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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
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.
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
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.
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%
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.
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
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.
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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
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.
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.
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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
Ogmore Valley VARP Baseline Report
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
Ogmore Valley VARP Baseline Report
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
Strengths Opportunities
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.
Ogmore Valley VARP Baseline Report
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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.
Ogmore Valley VARP Baseline Report
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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
Ogmore Valley VARP Baseline Report
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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.
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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.
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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
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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.
Ogmore Valley VARP Baseline Report
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Table 9: KS3 and KS4 Average Scores
Area KS3 average point score 2004
KS3 average point score 2008
KS4 average point score 2004
KS4 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.
Ogmore Valley VARP Baseline Report
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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
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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.
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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%
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.
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%
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.
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
Ogmore Valley VARP Baseline Report
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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
Strengths Opportunities
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
Ogmore Valley VARP Baseline Report
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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.
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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%
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.
Figure 19: Occupational Structure, 2001
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.
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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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.
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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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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
Strengths Opportunities
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
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 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
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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
Strengths Opportunities
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
Strengths Opportunities
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
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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
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.
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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
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.
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Figure 28: Distance Travelled to Work
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.
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
Strengths Opportunities
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
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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
Strengths Opportunities
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/
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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
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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
Strengths Opportunities
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.
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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
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.
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.”
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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
Strengths Opportunities
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
Strengths Opportunities
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
Bridgend VARP Ogmore Valley Strategy and Action Plan
Report To
BRIDGEND COUNTY BOROUGH COUNCIL
June 2010
Bridgend VARP Ogmore Valley Strategy and Action Plan
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
Bridgend VARP Ogmore Valley Strategy and Action Plan
22/06/2010 3
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.
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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
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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
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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
Economy and Enterprise
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
S6 Vocational learning outreach project
Health and Well Being
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
Skills and Education
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
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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:
- in what location(s) is the project to be implemented
Blackmill
Project Description:
- Background needs/opportunities met
- Actions to be taken
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.
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. 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
Project Delivery Partners:
- 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?
- Are new groups/bodies needed?
Local businesses Interest groups Voluntary Organisations Other Barratt Homes – landowner and developer
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Site Specific
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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E3Project Title: Coronation Works New Workspace
Location:
- in what location(s) is the project to be implemented
Evanstown
Project Description:
- Background needs/opportunities met
- Actions to be taken
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.
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. 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
Project Delivery Partners:
Communities First CDT Schools Established community
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- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
groups Service providers BCBC – planning and economic development Local businesses Interest groups Voluntary Organisations Other Private sector site owner
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Site Specific
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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E4Project Title: Nant‐y‐Moel Strategic Hub
Location:
- in what location(s) is the project to be implemented
Nant‐y‐Moel village centre
Project Description:
- Background needs/opportunities met
- Actions to be taken
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
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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.
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- 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.
Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Site Specific
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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E5Project Title: Blackmill Strategic Hub
Location:
- in what location(s) is the project to be implemented
Blackmill village centre
Project Description:
- Background needs/opportunities met
- Actions to be taken
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.
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• 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.
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- Quantify expected output
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.
Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Site Specific
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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E6Project Title: Community Tourism Centres
Location:
- in what location(s) is the project to be implemented
Ogmore Vale
Project Description:
- Background needs/opportunities met
- Actions to be taken
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)
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- Quantify expected output
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
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web site
Housing
Not applicable
Community
Support the sustainability of community buildings and venues.
Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
Communities First CDT Schools Established community groups
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Yes. Scheme could develop a series of accredited community venues as centres of tourism and cultural excellence.
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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E7Project Title: Local Retail and Hospitality
Location:
- in what location(s) is the project to be implemented
Nant‐y‐Moel, Blackmill and Ogmore Vale village centres
Project Description:
- Background needs/opportunities met
- Actions to be taken
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
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- Quantify expected output
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
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Community
Supporting vital and vibrant businesses
Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
Communities First CDT Schools Established community groups
Service providers Specialist retail training agency Local businesses In partnership Interest groups Tourism and Business Associations Voluntary Organisations BAVO Other
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Yes. The project could be integrated into a wider cross valley retail support and buy local campaign.
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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E8Project Title: Green Valley Renewable Energy Generation
Location:
- in what location(s) is the project to be implemented
Ogmore Valley & Evanstown
Project Description:
- Background needs/opportunities met
- Actions to be taken
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;
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- Quantify expected output
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
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enterprises.
Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Yes. The project could be integrated into a wider cross valley ’Green Valley’ energy project.
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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Skills and Education (Yr 2 Projects Highlighted)
Theme Project
Skills and Education
Priority List 1
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
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
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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
- Actions to be taken
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
- Quantify expected output
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
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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?
- Are new groups/bodies needed?
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
Location: - in what location(s) is the project to be implemented
Various locations, Ogmore Valley
Project Description: - Background needs/opportunities met
- Actions to be taken
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.
Issues Addressed & Expected Outcomes: - Identify which of the key issues will be addressed
- Quantify expected output
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
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being. Health
Not applicable.
Connections
Not applicable.
Housing
Not applicable.
Community
Increasing community cohesion through shared learning experiences.
Project Delivery Partners: - What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
Communities First CDT Schools Established community groups
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
Cross Valley Potential: - Can the project be rolled out across other valleys?
Yes. Through BCBC across the three valleys.
Timetable Short term2010‐2013
Medium term2014 – 2016
Long term 2017‐2020
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S3Project Title: Accreditation of Existing Skills with No Formal
Qualifications
Location: - in what location(s) is the project to be implemented
Various locations, Ogmore Valley
Project Description: - Background needs/opportunities met
- Actions to be taken
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
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Expected Outcomes: - Identify which of the key issues will be addressed
- Quantify expected output
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
Project Delivery Partners: - What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
Communities First CDT Schools Established community groups
Service providers BCBC in partnership with employers and SSCsLocal businesses Key partner Interest groups Voluntary Organisations Other
Cross Valley Potential: - Can the project be rolled out across other valleys?
Through BCBC and employers across the three valleys
Timetable Short term2010‐2013
Medium term2014 – 2016
Long term 2017‐2020
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S4Project Title: Early Years Development
Location: - in what location(s) is the project to be implemented
Various locations, Ogmore Valley
Project Description: - Background needs/opportunities met
- Actions to be taken
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.
Issues Addressed & Expected Outcomes: - Identify which of the key issues will be addressed
- Quantify expected output
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
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Years learning. Project Delivery Partners: - What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
Timetable Short term2010‐2013
Medium term2014 – 2016
Long term 2017‐2020
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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:
- in what location(s) is the project to be implemented
Various locations, Ogmore Valley
Project Description:
- Background needs/opportunities met
- Actions to be taken
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.
Issues Addressed & Expected Outcomes:
Economy/Jobs
Not applicable
Skills/Education Potential to run spin‐off horticultural courses at the Community Garden
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- Identify which of the key issues will be addressed
- Quantify expected output
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.
Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Yes. A dominant theme for delivering healthy lifestyles throughout BCBC.
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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W2Project Title: Childcare Provision
Location:
- in what location(s) is the project to be implemented
Ogmore Valley, precise location to be decided, selected to avoid development constraints and ensure access for all.
Project Description:
- Background needs/opportunities met
- Actions to be taken
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.
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- Quantify expected output
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:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
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.
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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Housing Choice and Quality (Year 2 Project highlighted)
Theme Project
Housing Choice and Quality
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:
- in what location(s) is the project to be implemented
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.
Project Description:
- Background needs/opportunities met
- Actions to be taken
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)
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- 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.
Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
Communities First CDT Schools Established community groups
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Potentially, dependent on the availability of appropriate sites in neighbouring valleys.
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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H2Project Title: Energy Efficiency Improvements
Location:
- in what location(s) is the project to be implemented
Throughout the Valley
Project Description:
- Background needs/opportunities met
- Actions to be taken
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.
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- Quantify expected output
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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Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Significant potential – results of the pilot study could then be applied to neighbouring Valleys.
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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Transport and Movement (Year 2 Project highlighted)
Theme Project
Transport and Movement
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:
- in what location(s) is the project to be implemented
Throughout the Ogmore Valley
Project Description:
- Background needs/opportunities met
- Actions to be taken
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.
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- Quantify expected output
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.
Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Likely. The concept of both Car Sharing and Car Clubs are equally applicable to Garw and Llynfi Valleys.
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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T2Project Title: Community Route Improvements
Location:
- in what location(s) is the project to be implemented
Throughout Ogmore Valley
Project Description:
- Background needs/opportunities met
- Actions to be taken
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
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- Quantify expected output
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.
Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Valley specific although principle could be replicated on the Garw Valley community link
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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Community and Place Making (Year 2 Projects highlighted)
Theme Project
Community and Place‐Making
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:
- in what location(s) is the project to be implemented
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
Project Description:
- Background needs/opportunities met
- Actions to be taken
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.
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- Quantify expected output
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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Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Potential to achieve further economies of scale if strategy is rolled out for wider region.
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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C2Project Title: Ogmore Community Facility Delivery
Location:
- in what location(s) is the project to be implemented
Various Locations, Ogmore Valley
Project Description:
- Background needs/opportunities met
- Actions to be taken
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.
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- Quantify expected output
Economy/Jobs
Not applicable
Skills/Education
Not applicable
Health
Not applicable
Connections Improved intra and inter Valley connectivity. Anticipated increased patronage of
Bridgend VARP Ogmore Valley Strategy and Action Plan
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Walking/Cycling route.
Housing
Not applicable
Community
Strengthened community and further use of local amenities year round.
Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
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.
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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C3Project Title: Washeries Masterplan
Location:
- in what location(s) is the project to be implemented
Old Washeries site
Project Description:
- Background needs/opportunities met
- Actions to be taken
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.
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- Quantify expected output
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.
Project Delivery Partners:
- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
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Cross Valley Potential:
- Can the project be rolled out across other valleys?
Limited but principle could be adopted for regeneration sites in other Valleys.
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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C4Project Title: Street Pride Strategy
Location:
- in what location(s) is the project to be implemented
Throughout Ogmore Valley
Project Description:
- Background needs/opportunities met
- Actions to be taken
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.
Issues Addressed & Expected Outcomes:
- Identify which of the key issues will be addressed
- Quantify expected output
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.
Project Delivery Partners:
Communities First Potential partner CDT Schools
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- What groups will help to deliver the project and maintain its impact?
- Are new groups/bodies needed?
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
Cross Valley Potential:
- Can the project be rolled out across other valleys?
Potential to achieve further economies of scale if strategy is rolled out for wider region.
Timetable Short term
2010‐2013
Medium term
2014 – 2016
Long term
2017‐2020
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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
Bridgend VARP Ogmore Valley Strategy and Action Plan
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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.
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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
BRIDGEND COUNTY BOROUGH COUNCIL
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
10
Economy and Enterprise
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
Not addressed directly
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
Not addressed directly
Tackling climate change and adapting to it
Not addressed directly
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
Not addressed directly
Promoting safe and sustainable communities
Not addressed directly
Equality Impact
Not addressed directly
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
Is the project affordable?
Private sector commitment to site and planning gain. Require 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. Private sector commitment to site development.
Is the project attractive to the community?
Job and enterprise creation is a high community priority as part of a mixed use development
Is the project achievable?
Site available and in private 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
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
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 and through training facilities
Promoting healthy lifestyles
Not addressed directly
Sustainable transport
Enhancing locally accessible employment
Ensuring access to affordable, healthy and appropriate housing
Not addressed directly
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
Not addressed directly
Tackling climate change and adapting to it
Not addressed directly
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
Ensuring future energy security
Not addressed directly
Promoting safe and sustainable communities
Not addressed directly
Equality Impact
Not addressed directly
Can the project be applied across the valleys?
Focus on enhancing local employment sites for each valley.
Conclusion:
Neutral /Positive impact with some strong impacts
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
Is the project affordable?
Private sector lack commitment to regenerate site. May require acquisition following 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. Private sector commitment to site development unknown.
Is the project attractive to the community?
Job and enterprise creation is a high community priority as part of a mixed use development. Derelict site a local eyesore
Is the project achievable?
Subject to private sector commitment
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
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
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
Not addressed directly
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
Not addressed directly
Tackling climate change and adapting to it
Not addressed directly
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
Ensuring future energy security
Not addressed directly
Promoting safe and sustainable communities
Derelict site harbours antisocial behaviour
Equality Impact
Not addressed directly
Can the project be applied across the valleys?
Focus on enhancing local employment sites for each valley.
Conclusion:
Neutral /Positive impact with some strong impacts
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
Is the project affordable?
Will require detailed cost appraisal. Relating to site developments, enterprise support, public realm
Is the project value for money?
Addresses strategic enterprise, employment and place making objectives
Is the project sustainable?
Local enterprise and employment creation and sustainable tourism
Is the project attractive to investors?
Potentially for new and existing tourism/leisure activities/retail enterprises
Is the project attractive to the community?
Yes as tourism is viewed as a key opportunity to support economic growth
Is the project achievable?
As part of a phased programme and supported by feasibility testing
Is the project commercial?
Objective to establish new business opportunities and increase visitor spend
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Promoting new enterprise and employment creation
Ensuring access to adequate income
Through enhanced employment opportunities
Buying goods and services that are green, ethical and local
Potentially through new enterprises and visitor facilities
Providing training and educational opportunities
Through re‐skilling/up‐skilling local labour market for visitor economy
Promoting healthy lifestyles
Through promoting outdoor recreation and activities
Sustainable transport
Enhancing demand for local services and use of trails/networks
Ensuring access to affordable, healthy and appropriate housing
Not addressed directly
Preserving and enhancing biodiversity and green spaces and using sustainable design
Enhancements to local landscapes and new developments should achieve eco‐design standards
Reducing consumption of natural resources and managing waste sustainably
Not addressed directly
Tackling climate change and adapting to it
Not addressed directly
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
Ensuring future energy security
Not addressed directly
Promoting safe and sustainable communities
Promoting local economy and sustainable community assets
Equality Impact
Not addressed directly
Can the project be applied across the valleys?
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
Is the project affordable?
Will require detailed cost appraisal. Relating to site developments, enterprise support, public realm
Is the project value for money?
Addresses strategic enterprise, employment and place making objectives
Is the project sustainable?
Local enterprise and employment creation and sustainable tourism
Is the project attractive to investors?
Potentially for new and existing tourism/leisure activities/retail enterprises, including local established businesses
Is the project attractive to the community?
Yes as tourism is viewed as a key opportunity to support economic growth
Is the project achievable?
As part of a phased programme and supported by feasibility testing
Is the project commercial?
Objective to establish new business opportunities , support local businesses and increase visitor spend
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Promoting new enterprise and employment creation
Ensuring access to adequate income
Through enhanced employment opportunities
Buying goods and services that are green, ethical and local
Potentially through new enterprises and visitor facilities
Providing training and educational opportunities
Through re‐skilling/up‐skilling local labour market for visitor economy
Promoting healthy lifestyles
Through promoting outdoor recreation and activities
Sustainable transport
Enhancing demand for local services and use of trails/networks
Ensuring access to affordable, healthy and appropriate housing
Not addressed directly
Preserving and enhancing biodiversity and green spaces and using sustainable design
Enhancements to local landscapes and new developments should achieve eco‐design standards
Reducing consumption of natural resources and managing waste sustainably
Not addressed directly
Tackling climate change and adapting to it
Not addressed directly
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
Ensuring future energy security
Not addressed directly
Promoting safe and sustainable communities
Promoting local economy and sustainable community assets
Equality Impact
Not addressed directly
Can the project be applied across the valleys?
As part of a network of visitor hubs and enhanced environments
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
Is the project affordable?
Will require detailed cost appraisal. Relating to site developments, enterprise support, and linked to existing facilities/centres business plans
Is the project value for money?
Addresses strategic enterprise, employment and place making objectives
Is the project sustainable?
Local enterprise and employment creation and sustainable tourism. Supporting sustainable community facilities
Is the project attractive to investors?
Potentially through community/social enterprises and community organisations
Is the project attractive to the community?
Yes as tourism is viewed as a key opportunity to support economic growth. Also relates to sustaining local community facilities
Is the project achievable?
As part of a phased programme and supported by feasibility testing
Is the project commercial?
Objective to establish new business opportunities and increase use/income of established facilities
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Promoting new enterprise and employment creation
Ensuring access to adequate income
Through enhanced employment opportunities
Buying goods and services that are green, ethical and local
Potentially through new enterprises and visitor facilities
Providing training and educational opportunities
Through re‐skilling/up‐skilling local labour market for visitor economy
Promoting healthy lifestyles
Through promoting outdoor recreation and activities
Sustainable transport
Enhancing demand for local services and use of trails/networks
Ensuring access to affordable, healthy and appropriate housing
Not addressed directly
Preserving and enhancing biodiversity and green spaces and using sustainable design
Enhancements to local landscapes and new developments should achieve eco‐design standards
Reducing consumption of natural resources and managing waste sustainably
Not addressed directly
Tackling climate change and adapting to it
Not addressed directly
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
Ensuring future energy security
Not addressed directly
Promoting safe and sustainable communities
Promoting local economy and sustainable community assets
Equality Impact
Not addressed directly
Can the project be applied across the valleys?
As part of a network of visitor hubs and enhanced environments
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
Is the project affordable?
Will require detailed cost appraisal. Can be provided as group or one to one training
Is the project value for money?
Addresses strategic enterprise, employment and will improve vitality and viability of existing businesses
Is the project sustainable?
Maintain and enhance local enterprise and employment creation and sustainable local/visitor economy
Is the project attractive to investors?
Potentially for new and existing tourism/leisure activities/retail enterprises
Is the project attractive to the community?
Yes to sustain local economic growth
Is the project achievable?
Track record of similar projects exist
Is the project commercial?
Objective to grow new business opportunities and increase visitor spend
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Promoting new enterprise and employment creation
Ensuring access to adequate income
Through enhanced turnover/business opportunities
Buying goods and services that are green, ethical and local
Potentially through new retail network
Providing training and educational opportunities
Through re‐skilling/up‐skilling local businesses
Promoting healthy lifestyles
Not addressed directly
Sustainable transport
Not addressed directly
Ensuring access to affordable, healthy and appropriate housing
Not addressed directly
Preserving and enhancing biodiversity and green spaces and using sustainable design
Not addressed directly
Reducing consumption of natural resources and managing waste sustainably
Not addressed directly
Tackling climate change and adapting to it
Not addressed directly
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
Ensuring future energy security
Not addressed directly
Promoting safe and sustainable communities
Promoting local economy and sustainable community assets
Equality Impact
Not addressed directly
Can the project be applied across the valleys?
As part of a network of visitor hubs and enhanced environments
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
Is the project affordable?
Requires technical feasibility
Is the project value for money?
As above
Is the project sustainable?
Potentially if the harnessing of energy is viable
Is the project attractive to investors?
Potentially yes if feasibility proven
Is the project attractive to the community?
Established groups promoting schemes in place
Is the project achievable?
Technically and economic viability to be tested
Is the project commercial?
If the viability is proven then commercially attractive
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Opportunities for direct employment creation and support industries
Ensuring access to adequate income
Contribute to local income generation
Buying goods and services that are green, ethical and local
Local green energy generation
Providing training and educational opportunities
Possibly through skills development for application of technology
Promoting healthy lifestyles
Not addressed directly
Sustainable transport
Not addressed directly
Ensuring access to affordable, healthy and appropriate housing
Contribution to community energy generation for local homes
Preserving and enhancing biodiversity and green spaces and using sustainable design
Not addressed directly
Reducing consumption of natural resources and managing waste sustainably
Some impact on minimising resources depletion
Tackling climate change and adapting to it
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
Ensuring future energy security
Securing local alternatives
Promoting safe and sustainable communities
Support local energy for local communities
Equality Impact
Not addressed directly
Can the project be applied across the valleys?
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
Is the project affordable?
WAG grants available
Is the project value for money?
Requires subsidy to ensure basic infrastructure is available
Is the project sustainable?
Promotes local modern technology and networks to support economic and community activity
Is the project attractive to investors?
Public sector will need to lead
Is the project attractive to the community?
As an improvement to infrastructure although not a key issues
Is the project achievable?
Technology available
Is the project commercial?
Income generation from use of technology and also commercial opportunities from its application
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Support local enterprises and networks
Ensuring access to adequate income
Some impact on improving commercial opportunities
Buying goods and services that are green, ethical and local
Not addressed directly
Providing training and educational opportunities
Not addressed directly
Promoting healthy lifestyles
Not addressed directly
Sustainable transport
Not addressed directly
Ensuring access to affordable, healthy and appropriate housing
Not addressed directly
Preserving and enhancing biodiversity and green spaces and using sustainable design
Not addressed directly
Reducing consumption of natural resources and managing waste sustainably
Not addressed directly
Tackling climate change and adapting to it
Not addressed directly
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
Ensuring future energy security
Not addressed directly
Promoting safe and sustainable communities
Support modern community infrastructure
Equality Impact
Not addressed directly
Can the project be applied across the valleys?
Potential to address all not spots as a strategic programme
Conclusion:
Neutral/Positive.
37
Skills and Education
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
Is the project affordable?
X Would need discussion with DCELLS at WAG.
Is the project value for money?
X As above.
Is the project sustainable?
X As above.
Is the project attractive to investors?
X
No. Needs a skills agency lead.
Is the project attractive to the community?
X Depends on format and how programme is promoted and accessed.
Is the project achievable?
X Dependent on DCELLS at WAG.
Is the project commercial?
X No.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
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.
Buying goods and services that are green, ethical and local
X
Negligible direct impact.
Providing training and educational opportunities
X Initial diagnostic leading to training programme.
Promoting healthy lifestyles
X Negligible direct impact.
Sustainable transport
X Negligible direct impact.
Ensuring access to affordable, healthy and appropriate housing
X
Negligible direct impact.
Preserving and enhancing biodiversity and green spaces and using sustainable design
X
Negligible direct impact.
Reducing consumption of natural resources and managing waste sustainably
X
Negligible direct impact.
Tackling climate change and adapting to it
X Negligible direct impact.
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
Ensuring future energy security
X Negligible direct impact.
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.
Can the project be applied across the valleys?
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
Is the project affordable?
X No costs and would be dependent on development of tourist product.
Is the project value for money?
X As above.
Is the project sustainable?
X As above.
Is the project attractive to investors?
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.
Is the project commercial?
X No.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
X
Generate of local jobs through tourism based activity. Could be an apprenticeship that leads to permanent employment.
Ensuring access to adequate income
X Entry point for employment and income.
Buying goods and services that are green, ethical and local
X
Negligible direct impact.
Providing training and educational opportunities
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.
Ensuring access to affordable, healthy and appropriate housing
X
Negligible direct impact.
Preserving and enhancing biodiversity and green spaces and using sustainable design
X
Negligible direct impact.
Reducing consumption of natural resources and managing waste sustainably
X
Negligible direct impact.
Tackling climate change and adapting to it
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
Ensuring future energy security
X Negligible direct impact.
Promoting safe and sustainable communities X
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.
Can the project be applied across the valleys?
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
Is the project affordable?
X No costs obtained for such a project.
Is the project value for money?
X As above.
Is the project sustainable?
X As above.
Is the project attractive to investors?
X
As above.
Is the project attractive to the community? X
Yes. It would provide local pathways for vocational learning that supports specific community issues such as housing renewal and social enterprise activity.
Is the project achievable?
X Dependent on type of partnering model.
Is the project commercial?
X No.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
X
Would lead to employment and enhanced qualifications.
Ensuring access to adequate income
X Entry into permanent employment.
Buying goods and services that are green, ethical and local
X
Negligible direct impact.
Providing training and educational opportunities
X
Direct vocational learning for residents with limited or no qualifications.
Promoting healthy lifestyles
X Learning could through lifestyle/activity based employment.
Sustainable transport
X
Negligible direct impact.
Ensuring access to affordable, healthy and appropriate housing
X
Negligible direct impact.
Preserving and enhancing biodiversity and green spaces and using sustainable design
X
Negligible direct impact.
Reducing consumption of natural resources and managing waste sustainably
X
Negligible direct impact.
Tackling climate change and adapting to it
X
Negligible direct impact.
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
Ensuring future energy security
X
Negligible direct impact.
Promoting safe and sustainable communities
X Development of a skilled workforce.
Equality Impact
X Open to all.
Can the project be applied across the valleys?
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
Is the project affordable?
X Project not advanced enough and would need to operate at a regional level.
Is the project value for money?
X As above.
Is the project sustainable?
X As above.
Is the project attractive to investors?
X
As above.
Is the project attractive to the community? X
Project would address growth sector area such as tourism; renewable energy, etc so would contribute to community infrastructure.
Is the project achievable?
X As above.
Is the project commercial?
X As above.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
X
Targets growth sector and creation of skills centres that develop local skills base.
Ensuring access to adequate income X
Develops enhanced opportunities for employment in these sectors.
Buying goods and services that are green, ethical and local
X
Negligible direct impact.
Providing training and educational opportunities
X Specialist training programme.
Promoting healthy lifestyles
X Negligible direct impact.
Sustainable transport
X Negligible direct impact.
Ensuring access to affordable, healthy and appropriate housing
X
Negligible direct impact.
Preserving and enhancing biodiversity and green spaces and using sustainable design
X
Negligible direct impact.
Reducing consumption of natural resources and managing waste sustainably
X
Negligible direct impact.
Tackling climate change and adapting to it
X
Negligible direct impact.
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
Ensuring future energy security
X Negligible direct impact.
Promoting safe and sustainable communities
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
Is the project affordable?
X No costs at this stage.
Is the project value for money?
X As above.
Is the project sustainable?
X As above.
Is the project attractive to investors?
X
Not applicable.
Is the project attractive to the community? X
Would support families and single parents within specific communities, fostering learning and child development.
Is the project achievable?
X Would require a local solution that is accessible to all.
Is the project commercial?
X No.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
X
Would support future educational attainment levels and qualifications, leading to employment.
Ensuring access to adequate income X
Would assist parents in developing personal skills as well as informal learning, in‐directly improving employment opportunities.
Buying goods and services that are green, ethical and local
X
Negligible direct impact.
Providing training and educational opportunities X
Informal training for parents in developing their child’s welfare and education.
Promoting healthy lifestyles
X Improved awareness of diet and nutrition and healthy activity.
Sustainable transport
X Negligible direct impact.
Ensuring access to affordable, healthy and appropriate housing
X
Negligible direct impact.
Preserving and enhancing biodiversity and green spaces and using sustainable design
X
Negligible direct impact.
Reducing consumption of natural resources and managing waste sustainably
X
Negligible direct impact.
Tackling climate change and adapting to it
X
Negligible direct impact.
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
Ensuring future energy security
X Negligible direct impact.
Promoting safe and sustainable communities X
Would tackle social inclusion and latent issues concerning young people.
Equality Impact
X Open to all.
Can the project be applied across the valleys?
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
Is the project affordable?
X No costs at this stage.
Is the project value for money?
X As above.
Is the project sustainable?
X As above.
Is the project attractive to investors?
X
Not applicable.
Is the project attractive to the community? X
Would support families and single parents within specific communities, fostering learning and child development.
Is the project achievable?
X Would require a local solution that is accessible to all.
Is the project commercial?
X No.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
X
Would support future educational attainment levels and qualifications, leading to employment.
Ensuring access to adequate income
X
Would assist parents in developing personal skills as well as informal learning, in‐directly improving employment opportunities.
Buying goods and services that are green, ethical and local
X
Negligible direct impact.
Providing training and educational opportunities
X
Informal training for parents in developing their child’s welfare and education.
Promoting healthy lifestyles
X Improved awareness of diet and nutrition and healthy activity.
Sustainable transport
X
Negligible direct impact.
Ensuring access to affordable, healthy and appropriate housing
X
Negligible direct impact.
Preserving and enhancing biodiversity and green spaces and using sustainable design
X
Negligible direct impact.
Reducing consumption of natural resources and managing waste sustainably
X
Negligible direct impact.
Tackling climate change and adapting to it
X
Negligible direct impact.
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
Ensuring future energy security
X
Negligible direct impact.
Promoting safe and sustainable communities
X
Would tackle social inclusion and latent issues concerning young people.
Equality Impact
X Open to all.
Can the project be applied across the valleys?
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
Is the project affordable?
X No costs at this stage.
Is the project value for money?
X As above.
Is the project sustainable?
X As above.
Is the project attractive to investors?
X
As above.
Is the project attractive to the community?
X This would support parenting skills initiative as well as tackling numeracy and literacy problems.
Is the project achievable?
X Would need discussion with LEA.
Is the project commercial?
X No.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
X
Supports future educational attainment, qualification and economic activity.
Ensuring access to adequate income
X
Negligible direct impact.
Buying goods and services that are green, ethical and local
X
Negligible direct impact.
Providing training and educational opportunities
X Direct support for pre‐school and primary school education.
Promoting healthy lifestyles
X
Awareness of health and well being and relationship to education.
Sustainable transport
X
Negligible direct impact.
Ensuring access to affordable, healthy and appropriate housing
X
Negligible direct impact.
Preserving and enhancing biodiversity and green spaces and using sustainable design
X
Negligible direct impact.
Reducing consumption of natural resources and managing waste sustainably
X
Negligible direct impact.
Tackling climate change and adapting to it
X
Negligible direct impact.
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
Ensuring future energy security
X
Negligible direct impact.
Promoting safe and sustainable communities
X
More cohesive communities created through accessible education from an early age.
Equality Impact
X
Negligible direct impact.
Can the project be applied across the valleys?
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
Is the project affordable?
X No real scope of costs to date.
Is the project value for money?
X As above.
Is the project sustainable?
X As above.
Is the project attractive to investors?
X
As above.
Is the project attractive to the community? X
Yes. It would provide a local outlet for cross generational learning utilising under‐used assets.
Is the project achievable?
X As above.
Is the project commercial?
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
Supporting the local economy and sustainable employment opportunities
X
Increased opportunities for community learning that results in qualified residents in vocational topics as well as hobbies and interests.
Ensuring access to adequate income
X Enhanced opportunities for employment.
Buying goods and services that are green, ethical and local
X
Negligible direct impact.
Providing training and educational opportunities
X Community based training provision.
Promoting healthy lifestyles
X Curriculum could involve physical activity and well being subjects.
Sustainable transport
X Negligible direct impact.
Ensuring access to affordable, healthy and appropriate housing
X
Negligible direct impact.
Preserving and enhancing biodiversity and green spaces and using sustainable design
X
Negligible direct impact.
Reducing consumption of natural resources and managing waste sustainably
X
Negligible direct impact.
Tackling climate change and adapting to it
X
Negligible direct impact.
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
Ensuring future energy security
X Negligible direct impact.
Promoting safe and sustainable communities X
Provision of accessible and local facilities for learning that leads to cross generational interaction.
Equality Impact
X Accessible to all.
Can the project be applied across the valleys?
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
Health and Well Being
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
Is the project affordable?
Relatively – funding needed primarily for training and promotion.
Is the project value for money?
Limited financing required – significant potential impact on local food behaviour.
Is the project sustainable?
Yes, assuming sufficient training
Is the project attractive to investors?
Not likely unless niche food products emerge or could be linked to local festivals.
Is the project attractive to the community?
Undoubtedly but limited in part by the availability of allotment land
Is the project achievable?
Assuming availability of sufficient allotment land.
Is the project commercial?
Likely to be self‐financing in 1‐2 years.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Negligible direct impact
Ensuring access to adequate income
Decrease in long term expenditure on food.
Buying goods and services that are green, ethical and local
Intrinsic to the project
Providing training and educational opportunities
Through food education
Promoting healthy lifestyles
Direct impact on food education.
Sustainable transport
Potential reduction in vehicle trips
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
A component of food education.
Tackling climate change and adapting to it
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Potential improved cohesion and local self‐sufficiency.
Equality Impact
Will need to target the most vulnerable proactively to encourage uptake.
Can the project be applied across the valleys?
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
Is the project affordable?
Costs cannot be fully realised until initial assessment is undertaken
Is the project value for money?
Aiming to approach the delivery of community facilities and activities at the strategic level to avoid duplication.
Is the project sustainable?
Is the project attractive to investors?
Potential partnering with agency or private sector to delivery community improvements.
Is the project attractive to the community?
Community facilities and activities are welcomed by residents.
Is the project achievable?
Unsure at this stage.
Is the project commercial?
Improvements to either facilities or activities are likely to generate significant public sector capital demands.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Dependent on requirement for additional facilities.
Ensuring access to adequate income
Unknown need for additional resource, dependent on findings of initial audit.
Buying goods and services that are green, ethical and local
Negligible direct impact
Providing training and educational opportunities
Ensuring access to local training/education venues.
Promoting healthy lifestyles
Ensuring access to local training/education venues.
Sustainable transport
Negligible direct impact
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
Negligible direct impact
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Local activity and facility provision likely to encourage further community cohesion.
Equality Impact
Activity/facility provision for all ages.
Can the project be applied across the valleys?
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
Is the project affordable?
Likely to require significant capital outlay to establish a fit for purpose facility.
Is the project value for money?
Likely to generate significant revenue due to unmet local demand.
Is the project sustainable?
Assuming efficient, high standard of childcare service.
Is the project attractive to investors?
Potential to generate interest from the private sector.
Is the project attractive to the community?
Community have already communicated an urgent need for child care provision within the valley.
Is the project achievable?
Likely – some development constraints (e.g. flooding) exist in parts of the valley.
Is the project commercial?
Potential to be brought forward either by public or private sector or combined.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Flexibility to access employment and potential direct employment generation
Ensuring access to adequate income
Could directly enable some residents to access income.
Buying goods and services that are green, ethical and local
Negligible direct impact
Providing training and educational opportunities
Negligible direct impact
Promoting healthy lifestyles
Negligible direct impact
Sustainable transport
Negligible direct impact
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
Negligible direct impact
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
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.
Can the project be applied across the valleys?
Conclusion:
Medium impact Specific thematic improvements.
70
Transport and Movement
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
Is the project affordable?
Capital investment required and ongoing costs are not known at this stage.
Is the project value for money?
Pay back in terms of patronage, active lifestyles etc.
Is the project sustainable?
Depending on local ownership, design and materials used.
Is the project attractive to investors?
Unlikely directly but potential to link with industry and wider walking/cycling trails.
Is the project attractive to the community?
Likely: In conjunction with marketing/promotion increased active travel/recreation.
Is the project achievable?
Yes, subject to cost.
Is the project commercial?
No
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Negligible direct impact
Ensuring access to adequate income
Negligible direct impact
Buying goods and services that are green, ethical and local
Potential to encourage access to local goods and services.
Providing training and educational opportunities
Encourage people without a car to access potential training providers.
Promoting healthy lifestyles
Increased patronage of recreation route.
Sustainable transport
Potential to encourage active travel
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Reduced consumption of petrol through anticipated increase in active travel/recreational opportunities.
Tackling climate change and adapting to it
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Off‐road active travel link.
Equality Impact
Promotion of access for all.
Can the project be applied across the valleys?
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
Is the project affordable?
The car‐share component is undoubtedly but there are greater potential cost implications of car clubs.
Is the project value for money?
Likely – cost/benefit re Car club element less clear.
Is the project sustainable?
Likely to be assuming patronage and sufficient community support.
Is the project attractive to investors?
Unlikely but urban densities may prove attractive to commercially run car clubs in the long‐run.
Is the project attractive to the community?
Not immediately – needs promotion/marketing re cost saving benefits.
Is the project achievable?
Car share element is more achievable at this stage.
Is the project commercial?
Not immediately but in the long run car club has a realistic commercial element.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Negligible direct impact
Ensuring access to adequate income
Negligible direct impact
Buying goods and services that are green, ethical and local
Car share/car clubs could provide a local eco‐service
Providing training and educational opportunities
Improved access to training/educational facilities.
Promoting healthy lifestyles
Proven increase in amount of walking/ cycling undertaken by participants.
Sustainable transport
Part of a ‘smarter travel choices’ (One Wales)
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Reduction in demand of oil/petrol through smarter car use.
Tackling climate change and adapting to it
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Potential to minimise congestion on the road and encourage community cohesion
Equality Impact
Negligible direct impact
Can the project be applied across the valleys?
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
Is the project affordable?
Focusing more on improving infrastructure and promotion of existing routes.
Is the project value for money?
Likely. For local active travel and recreation, plus links with tourism product.
Is the project sustainable?
Likely. Community involvement should assist with this.
Is the project attractive to investors?
Not likely, although potential to add value to key employment sites.
Is the project attractive to the community?
Attractive, ensuring infrastructure supports such a product.
Is the project achievable?
Use of existing delivery networks and potential to link with wider tourism strategy improvements
Is the project commercial?
Not likely, but indirect income generation potential
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Improved links with potential employment opportunities and encourage recreation within the valley that could encourage business confidence.
Ensuring access to adequate income
Negligible direct impact
Buying goods and services that are green, ethical and local
Local active travel likely to connect people more with local services.
Providing training and educational opportunities
Potential to connect people to training and educational facilities.
Promoting healthy lifestyles Active travel/recreation
Sustainable transport
Active and low impact travel is more sustainable.
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Accessing nature and prioritisation of low impact forms of travel could change urban form
Reducing consumption of natural resources and managing waste sustainably
Reducing demand on raw materials for local travel
Tackling climate change and adapting to it
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Encourage active travel and community cohesion.
Equality Impact
Primary trails should have access for all.
Can the project be applied across the valleys?
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
Is the project affordable?
Likely to require significant capital investment but to be paid back through strong patronage.
Is the project value for money?
More cost effective, responsive approach to meeting transport gaps.
Is the project sustainable?
Likely to be but will require strong local community support.
Is the project attractive to investors?
Possible private investor interest but more likely to draw bank finance.
Is the project attractive to the community?
Likely to be well supported in pockets of the Valley
Is the project achievable?
Dependent on significant initial capital investment
Is the project commercial?
Must be self‐sustaining after the initial capital investment
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Potential job creation from management and operation of the transport scheme
Ensuring access to adequate income
Potential improvements in local accessibility of services, facilities and potential employment.
Buying goods and services that are green, ethical and local
Negligible direct impact
Providing training and educational opportunities
Negligible direct impact
Promoting healthy lifestyles
Negligible direct impact
Sustainable transport
Reduces reliance on private vehicles for transport
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
Negligible direct impact
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
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
Can the project be applied across the valleys?
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
Is the project affordable?
Unclear at this stage the extent of costs to enable service improvements
Is the project value for money?
Could be a small low cost alteration in service which delivers access improvements
Is the project sustainable?
Unclear cost/benefit balance
Is the project attractive to investors?
Unlikely to attract investment – likely to require further subsidy
Is the project attractive to the community?
Addresses an identified shortfall in local transport provision
Is the project achievable?
Unsure‐ further investigative work required
Is the project commercial?
Unsure – further investigative work required
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Negligible direct impact
Ensuring access to adequate income
Potential improvements in local accessibility of services, facilities and potential employment
Buying goods and services that are green, ethical and local
Negligible direct impact
Providing training and educational opportunities
Potential to connect residents with facilities and services offering training/education
Promoting healthy lifestyles
Likely to encourage more local active travel
Sustainable transport
Directly contribute to local sustainable transport
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Principle is positive but viability is unclear.
Equality Impact
Vehicles can accommodate residents with restricted mobility
Can the project be applied across the valleys?
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
Is the project affordable?
Assessment deliverable but incorporating opportunities is questionable.
Is the project value for money?
Unclear until potential off‐street sites have been established
Is the project sustainable?
Access improvements unlikely to outweigh what is essentially improved infrastructure for an unsustainable transport mode.
Is the project attractive to investors?
Negligible direct impact
Is the project attractive to the community?
Short term perhaps, but the potential increased road speeds that might result will not be.
Is the project achievable?
First stage assessment is achievable, second stage unknown.
Is the project commercial?
Unlikely.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Negligible direct impact
Ensuring access to adequate income
Negligible direct impact
Buying goods and services that are green, ethical and local
May encourage further use of community centres
Providing training and educational opportunities
Negligible direct impact
Promoting healthy lifestyles
Negligible direct impact
Sustainable transport Negligible direct impact
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Negative‐ potential increase in vehicle speeds but potential opportunities for re‐prioritisation of pedestrian environments in community centres
Equality Impact
Negligible direct impact
Can the project be applied across the valleys?
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
Is the project affordable?
Need to determine the average traffic speeds on main routes within the valley
Is the project value for money?
Potential to encourage further active travel in conjunction with reducing vehicle speeds
Is the project sustainable?
Dependent on the nature of speed restraint selected.
Is the project attractive to investors?
No
Is the project attractive to the community?
Based on views expressed by residents during consultation.
Is the project achievable?
A pre‐defined process of determining approach speed restraint measures.
Is the project commercial?
Depending on whether payback could be achieved through speeding fines etc.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Negligible direct impact
Ensuring access to adequate income
Negligible direct impact
Buying goods and services that are green, ethical and local
Negligible direct impact
Providing training and educational opportunities
Negligible direct impact
Promoting healthy lifestyles
Potential increased active travel locally
Sustainable transport
Negligible direct impact
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
Negligible direct impact
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Potential to encourage community cohesion and prioritisation of pedestrian/cyclists
Equality Impact
Encouraging improved local movements for all.
Can the project be applied across the valleys?
Specific issue to the A4061 and A4093 identified within consultation
Conclusion:
Low positive impact Potential to encourage local community interaction and active travel
91
Housing Choice and Quality
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
Is the project affordable?
Minimal costs associated. Feasibility study for Aber School site.
Is the project value for money?
Good value for money.
Is the project sustainable?
Assuming appropriate locations for investment
Is the project attractive to investors?
Housing land allocations likely to attract significant private sector interest
Is the project attractive to the community?
Potentially, additional housing sites could however create local resident opposition. Would need close consultation
Is the project achievable?
Highly achievable in conjunction with the emerging Local Development Plan
Is the project commercial?
Commercially sound, and could deliver further employment opportunities in the locality.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Securing supply of local labour force. Potential influx of skilled professionals.
Ensuring access to adequate income
Housing supply in conjunction with expansion and investment in commerce.
Buying goods and services that are green, ethical and local
Negligible direct impact
Providing training and educational opportunities
Negligible direct impact
Promoting healthy lifestyles Negligible direct impact
Sustainable transport Negligible direct impact
Ensuring access to affordable, healthy and appropriate housing
Long term perspective on including this work
Preserving and enhancing biodiversity and green spaces and using sustainable design
Potential to introduce sustainable design of future housing developments.
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
Negligible direct impact
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
Ensuring future energy security
Dependent on future energy security
Promoting safe and sustainable communities
Housing land at appropriate locations that are well designed and constructed
Equality Impact
Housing land that secures access for all.
Can the project be applied across the valleys?
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
Is the project affordable?
Marketing and promotion of energy efficiency measures – affordable.
Is the project value for money?
Low cost and likely to deliver efficiency measures for Valley residents
Is the project sustainable?
Likely to be delivered just the once.
Is the project attractive to investors?
Potential partnering with local green technology firms.
Is the project attractive to the community?
Assuming long term benefits of such measures can be realised
Is the project achievable?
Likely but dependent on the effectiveness of marketing measures.
Is the project commercial?
Potential payback from updates.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Negligible direct impact
Ensuring access to adequate income
Negligible direct impact
Buying goods and services that are green, ethical and local
Potential as community understand motivations for improvements
Providing training and educational opportunities
Potential as part of promotion and awareness raising package
Promoting healthy lifestyles
Negligible direct impact
Sustainable transport
Negligible direct impact
Ensuring access to affordable, healthy and appropriate housing
Result of retrofitting.
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Direct outcome of energy efficiency improvements
Tackling climate change and adapting to it
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
Ensuring future energy security
Direct result of energy efficiency improvements
Promoting safe and sustainable communities
Can contribute to improving the quality of local housing stock which makes the Valley a more attractive place to live.
Equality Impact
Negligible direct impact
Can the project be applied across the valleys?
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
Is the project affordable?
Yes, making use of existing support networks
Is the project value for money?
Considering low additional resource costs anticipated.
Is the project sustainable?
Potentially not, reliant on funding.
Is the project attractive to investors?
Not likely.
Is the project attractive to the community?
Addresses localised anti‐social behaviour issues.
Is the project achievable?
Extending existing support network
Is the project commercial?
No likely to be – reliant on funding.
Can the project be delivered by the local community?
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
ow
Supporting the local economy and sustainable employment opportunities
Negligible direct impact
Ensuring access to adequate income
Negligible direct impact
Buying goods and services that are green, ethical and local
Negligible direct impact
Providing training and educational opportunities
Potential components of integration efforts
Promoting healthy lifestyles
Potential component of integration efforts
Sustainable transport
Negligible direct impact
Ensuring access to affordable, healthy and appropriate housing
Potential to improve the quality of housing condition.
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
Negligible direct impact
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Improve local anti‐social behaviour issues
Equality Impact
Improve integration of different social groups.
Can the project be applied across the valleys?
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
Community and Place‐Making
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
Is the project affordable?
Depends on the extent to which the local community input and to initial improvements and maintenance.
Is the project value for money?
Likely to improve the overall impression of the Valley but unclear the overall costs/benefit at this stage.
Is the project sustainable?
Assuming local ownership and resource offering from residents/volunteers.
Is the project attractive to investors?
Unlikely – possibility to offer marketing space as part of key gateway/boundary points.
Is the project attractive to the community?
Likely to be – although dependent on engagement in project development
Is the project achievable?
Yes but not necessarily long term
Is the project commercial?
No
Can the project be delivered by the local community?
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
ow
Supporting the local economy and sustainable employment opportunities
Negligible direct impact
Ensuring access to adequate income
Negligible direct impact
Buying goods and services that are green, ethical and local
Negligible direct impact
Providing training and educational opportunities
Possibility through use of gateway/boundary areas for gardening sessions.
Promoting healthy lifestyles
Negligible direct impact
Sustainable transport
Negligible direct impact
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
Negligible direct impact
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Negligible direct impact
Equality Impact
Negligible direct impact
Can the project be applied across the valleys?
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
Is the project affordable?
Likely to be – focus on resident ownership and involvement
Is the project value for money?
Engendering local pride
Is the project sustainable?
Yes, assuming the right individuals have developed local ownership.
Is the project attractive to investors?
Not directly but could encourage indirect investment.
Is the project attractive to the community?
Perhaps the initial engagement may be difficult to generate interest but community is then likely to see the benefits.
Is the project achievable?
Likely, assuming input from the community.
Is the project commercial?
No
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Negligible direct impact
Ensuring access to adequate income
Negligible direct impact
Buying goods and services that are green, ethical and local
Negligible direct impact
Providing training and educational opportunities
Negligible direct impact
Promoting healthy lifestyles
Directly and indirectly.
Sustainable transport
Potentially to encourage local active travel
Ensuring access to affordable, healthy and appropriate housing
Housing quality, in terms of presentation and access likely to improve.
Preserving and enhancing biodiversity and green spaces and using sustainable design
Directly improving local quality and green spaces.
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
Negligible direct impact
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Encourages community cohesion further use of public realm.
Equality Impact
Assuming engaging and targeting most vulnerable groups.
Can the project be applied across the valleys?
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
Is the project affordable?
Likely but very dependent on the nature of lighting selected
Is the project value for money?
Very likely considering significant local interest lighting improvements for access and recreation
Is the project sustainable?
Likely to be more so selecting the right fittings (potential solar?) and appointing local champions for maintenance/upkeep.
Is the project attractive to investors?
Unlikely.
Is the project attractive to the community?
Highly attractive in terms of transport and recreation.
Is the project achievable?
Very likely but dependent on local achievements.
Is the project commercial?
No.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Ensuring access to adequate income
Buying goods and services that are green, ethical and local
Providing training and educational opportunities
Promoting healthy lifestyles
Sustainable transport
Ensuring access to affordable, healthy and appropriate housing
Preserving and enhancing biodiversity and green spaces and using sustainable design
Reducing consumption of natural resources and managing waste sustainably
Tackling climate change and adapting to it
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
Ensuring future energy security
Promoting safe and sustainable communities
Equality Impact
Can the project be applied across the valleys?
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
Is the project affordable?
Achievable within WVSRA budget.
Is the project value for money?
Potentially, but would need to be able to fully integrate with existing Valley resources.
Is the project sustainable?
Unlikely, but would aim to adopt the training trainers stance.
Is the project attractive to investors?
No.
Is the project attractive to the community?
Depending on community understanding the role and input – risk of duplicating effort.
Is the project achievable?
Yes but precise role and responsibility would need to be clearly defined.
Is the project commercial?
No.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Potential to make employee/employment connections.
Ensuring access to adequate income
Negligible direct impact
Buying goods and services that are green, ethical and local
Negligible direct impact
Providing training and educational opportunities
Potential for connect residents further with existing/emerging training opportunities.
Promoting healthy lifestyles
Potential to encourage recreation/active travel/healthy eating etc.
Sustainable transport
Role in promoting active travel, sustainable car use.
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
Negligible direct impact
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
A core component of the role – encourage community cohesion.
Equality Impact
Responsibility of office would focus primarily on addressing needs of those most vulnerable
Can the project be applied across the valleys?
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
Is the project affordable?
Dependent on the conclusions of an initial assessment of need and existing quality.
Is the project value for money?
Likely – to guarantee access to education, activities and services that improve local quality of life.
Is the project sustainable?
Fundamental to the assessment process.
Is the project attractive to investors?
Potential some third party funding streams. Unlikely from the private sector
Is the project attractive to the community?
Securing activities and facilities to enhance quality of life.
Is the project achievable?
First stage assessment of need is already progressing. Findings will determine project timescales.
Is the project commercial?
Unlikely although potential to incorporate anchor tenancy.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Potential to generate direct employment requirement for the function so local facilities.
Ensuring access to adequate income
Potential to generate regular revenue streams from effective facility utilisation.
Buying goods and services that are green, ethical and local
Potential to enhance local activity – ethical and local through community venues
Providing training and educational opportunities
Accessible training education venues
Promoting healthy lifestyles
Promotion of healthy lifestyles in high quality accessible spaces.
Sustainable transport
Local travel, likely to be linked to transport.
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
Negligible direct impact
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Directly contributes to stronger local communities, upskilling and generation of local pride.
Equality Impact
Services and activities aim to target the most vulnerable.
Can the project be applied across the valleys?
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
Is the project affordable?
Likely.
Is the project value for money?
Emphasis on open space and recreation – limited structural alterations.
Is the project sustainable?
Likely, assuming strong community input.
Is the project attractive to investors?
Not likely but potentially indirectly through enhancing impression of the Valley.
Is the project attractive to the community?
Highly – this is considered a forgotten site.
Is the project achievable?
Allocation in development plan and strong community input.
Is the project commercial?
No.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Potential employment generation functions of the site – linking to community food network.
Ensuring access to adequate income
Negligible direct impact.
Buying goods and services that are green, ethical and local
Potential local food component of masterplan
Providing training and educational opportunities
Potential education/training opportunities at site
Promoting healthy lifestyles
Direct promotion of healthy activities.
Sustainable transport
Link to Valley Community Route could encourage active travel/recreation.
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Enhancing biodiversity and quality of this allocated open space/recreation area.
Reducing consumption of natural resources and managing waste sustainably
Potential through appropriate design of masterplan.
Tackling climate change and adapting to it
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
A visible site able to benefit lifestyles of Valley residents and visitors.
Equality Impact
Through site activities which target vulnerable groups.
Can the project be applied across the valleys?
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
Is the project affordable?
Depending on the extent of resource required to address local issues.
Is the project value for money?
Undoubtedly.
Is the project sustainable?
Assuming correct management and monitoring systems are in place.
Is the project attractive to investors?
Indirectly – providing stability tangible improvements to overall Valley quality.
Is the project attractive to the community?
Assuming a sensitivity to local relationships, groups ownership etc.
Is the project achievable?
Already being progressed via Valley Regeneration Forum but this is an ongoing core component of delivering regeneration.
Is the project commercial?
No.
Can the project be delivered by the local community?
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
Supporting the local economy and sustainable employment opportunities
Negligible direct impact
Ensuring access to adequate income
Negligible direct impact
Buying goods and services that are green, ethical and local
Negligible direct impact
Providing training and educational opportunities
Negligible direct impact
Promoting healthy lifestyles
Negligible direct impact
Sustainable transport
Negligible direct impact
Ensuring access to affordable, healthy and appropriate housing
Negligible direct impact
Preserving and enhancing biodiversity and green spaces and using sustainable design
Negligible direct impact
Reducing consumption of natural resources and managing waste sustainably
Negligible direct impact
Tackling climate change and adapting to it
Negligible direct impact
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
Ensuring future energy security
Negligible direct impact
Promoting safe and sustainable communities
Negligible direct impact
Equality Impact
Negligible direct impact
Can the project be applied across the valleys?
Full replication across the Valleys
Conclusion:
High impact but not a specific project – this is a fundamental component of delivery and ongoing assessment.