CALON Working Party
Business Feasibility Study Final Report March 2009 Report no: F01-NE02944-NER-01
CALON Working Party
Business Feasibility Study
Final Report Author:
Raoul Tufnell/David Jones
Checker:
Owen Davies
Approver:
Owen Davies
Report no:
F01-NE02944-NER-01
Date:
March 2009
This report has been prepared for CALON Working Party in accordance with the terms and conditions of appointment for dated 24 January 2008. Hyder Consulting (UK) Limited (2212959) cannot accept any responsibility for any use of or reliance on the contents of this report by any third party.
Hyder Consulting (UK) Limited 2212959 HCL House, St Mellons Business Park, St Mellons, Cardiff CF3 0EY, United Kingdom Tel: +44 (0)870 000 3001 Fax: +44 (0)870 000 3901 www.hyderconsulting.com
Contents 1
Executive Summary .................................................................................................. 1 1.1
Mountain Biking Feasibility ........................................................................................... 2
1.2
CALON Centre Feasibility ............................................................................................ 3
2
Introduction ............................................................................................................... 5
3
Historical Context ..................................................................................................... 6
4
3.1
Pre Mining .................................................................................................................... 6
3.2 3.3
Cwmtillery Colliery ........................................................................................................ 6 Proposals for New Uses............................................................................................... 7
3.4
CALON Working Party ................................................................................................. 9
The Current Situation ............................................................................................. 10 4.1
The Jim Owen Pavilion............................................................................................... 10
4.2 4.3
Location...................................................................................................................... 11 Cwmtillery and the Surrounding Area......................................................................... 12
4.4 4.5
Communities First ...................................................................................................... 15 Major Development Proposals ................................................................................... 16
5
Strategic Drivers ..................................................................................................... 18
6
Consultation ............................................................................................................ 19
7
CALON Centre: Potential Uses .............................................................................. 28 7.1 7.2
Outreach Centre......................................................................................................... 28 Education Centre........................................................................................................ 29
7.3 7.4
Nursery/Crèche Facility .............................................................................................. 30 Tyleri Food Co-operative............................................................................................ 30
7.5 7.6
Youth Facility .............................................................................................................. 31 Mountain Biking.......................................................................................................... 31
7.7 7.8
Multi-Activity Centre ................................................................................................... 32 Accommodation.......................................................................................................... 35
7.9 7.10
Café/Bistro.................................................................................................................. 35 Tourist Information Point ............................................................................................ 36
7.11 7.12
Community Function Rooms ...................................................................................... 36 Creative Industries ..................................................................................................... 37
7.13 7.14
Green Centre.............................................................................................................. 37 Microbrewery .............................................................................................................. 37
7.15
Conclusions................................................................................................................ 38
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9
Options Appraisal ................................................................................................... 40 8.1 8.2
Option 1: Gateway to the Outdoors............................................................................ 40 Option 2: Education and Facilitation Centre............................................................... 41
8.3 8.4
Option 3: Creative Industry Hub ................................................................................. 42 Option 4: Lifestyle Centre........................................................................................... 43
The Preferred Option .............................................................................................. 45 9.1 9.2
10
11
Introduction................................................................................................................. 45 Project Examples ....................................................................................................... 46
Outline Business Plan ............................................................................................ 50 10.1 10.2
Features of the Centre ............................................................................................... 50 Capital Costs .............................................................................................................. 51
10.3 10.4
Revenue – Costs and Income .................................................................................... 53 Governance................................................................................................................ 59
10.5 10.6
Management .............................................................................................................. 60 Eco-Technologies....................................................................................................... 61
10.7 10.8
Funding opportunities ................................................................................................. 61 Funding Package ....................................................................................................... 66
Conclusions and the Next Stage ........................................................................... 67
Appendix A Strategic Drivers
Appendix B Consultation Descriptions
Appendix C Valleys Regional Cycle Network
Appendix D Eco-technologies
Appendix E Priced Schedule of Works
Appendix F CALON Vision Briefing Document
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1
Executive Summary The study has two core elements. Firstly, to establish the requirements for a visitor centre, run as a social enterprise and hosting a variety of activities and potential services all reflected in a business plan. Secondly, to consider the potential for developing mountain biking trails and a centre that will complement the existing wider Wales mountain biking product. The two aspects of the study are strongly linked; the components of the visitor centre are in part determined by the potential for developing the area as a mountain biking destination. The work acknowledges the aspirations of the CALON (Cwmtillery Active Lifestyles Outdoors Nexus) working party, in identifying potential facility and service provision that is aligned to the themes of Cwmtillery Communities First. CALON’s vision is: “To realise the great untapped potential that exists for activities based on the natural environment in the area and also deliver a much-needed facility for the benefit of the community, not only in physical terms, but also by providing local employment and training opportunities.” Initial research included consideration of social and economic statistics for the area. They indicate a need to instigate change, inject vibrancy and provide a refreshing focus for the local community. The consideration of this feasibility study for Cwmtillery also takes into account a strategic policy framework from the National (Wales), regional, sub-regional and local authority levels. There is a strategic commitment to the promotion of places to become quality locations in which to live work and visit. Specific reference is made to the need for the region to be well used and for communities to contain dual purpose facilities, making them quality visitor destinations and local community facilities alike. As part of establishing feasibility, a number of detailed consultations were undertaken with public sector organisation, landowners, potential investors/funders, and potential end users. A wide range of potential uses for the proposed facility have been identified as a result of the consultations and desk-based research undertaken. Potential uses, in no priority order are: • • • • • • •
Outreach Centre Education Centre Nursery/Crèche Facility Tyleri Food Co-operative Youth Facility Mountain Biking Multi-Activity Outdoor Centre
• • • • • • •
Accommodation Café/Bistro Tourist Information Point Community Function Rooms Private Business Occupancy Green Centre Microbrewery
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1.1
Mountain Biking Feasibility The potential for developing mountain biking within and around Cwmtillery has been a focus of a parallel Mountain Biking Feasibility Study. The general conclusions of this study are that to use mountain biking as the key driver for regeneration at Cwmtillery would be costly and high risk. However, the site of the existing Jim Owen Pavilion is considered appropriate in terms of the immediate access it provides to the surrounding landscape and its potential use for a mix of outdoor activities. It is anticipated that mountain biking could form a lesser part of this mix. Cwmtillery, it is considered, cannot provide the quality of mountain biking trail to become a stand-alone mountain bike destination primarily due to the lack of potential for technical trail development, but it is realistic to consider it as a viable secondary part of an outdoor experience. In relation to this, the following opportunities have been identified: • The creation of the Green Loop (the potentially most interesting route), and the linked Lake Loop would provide both entry-level riding and accessible (in terms of length and difficulty) intermediate trail. • Cwmtillery is close enough to market itself to visitors to both Cwm Carn and Afan as an extra trail to ride in the area. A great visitor centre with a relaxed outdoor vibe will add to its appeal. • There is also the opportunity to market existing bridleways and paths (noting the need to control user conflict), by designing routes and making maps available at the visitor centre / neighbouring visitor centres / online etc. This would be relatively low cost and could help increase visitor numbers. • Finally there is potential – if a suitable visitor centre is created, to market the location to organizers of long distance or enduro events as it would be possible to create a course for one-off use with minimal build needs.
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1.2
CALON Centre Feasibility Research indicated the importance of sending a clear sense of the proposed building’s identify. The themes of ‘Education’ and ‘Outdoor Activities’ emerged as the preferred option, based on background and market research, consultation with key stakeholders and agencies, an interim meeting with the CALON working group, recommendations from the Mountain Bike Trail Assessment and the need to identify revenue streams and the potential to attract funding. Meeting existing community needs will be at the core of the centre’s purpose, but substantial investment in a new centre is only going to be driven by successfully capturing the investment from new users and visitors. The outline business plan provides an indication of the likely capital costs and revenue income and expenditure that would be associated with running the Centre. Social impacts to be achieved by the Centre include training, as a venue for local community use, a facility for local schools and wider education purposes and as a venue to provide opportunities to learn about healthy eating and healthy lifestyles. Internal Centre’s facilities include, meeting and lecture rooms, café/bistro, kiosk, tourist information point, bunkhouse accommodation and separate changing rooms. External facilities include signage, bike wash and storage and team challenge area.
Capital Costs The Study considered both the extension/refurbishment of the existing Jim Owen Pavilion and alternatively the full demolition/new build of a facility. The potential to completely demolish the existing Jim Owen Pavilion and develop a distinctive landmark building which incorporates the appropriate combination of eco-technologies and will enable the CALON Working Party to be more selective in the layout of the building. On balance, the advantages are considered to outweigh the additional capital costs of construction. Option 1: Refurbishment and Extension of Existing Building Total £503,000 Option 2: Demolition and New Build Total £435,808
Revenue The following table summarises the cost and income to the Centre over the first five years of operation and shows the likely surplus or deficit that could be achieved.
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Year 1
Year 2
Year 3
Year 4
Year 5
Revenue Costs
£50,200
£49,720
£52,650
£75,545
£78,265
Income
£23,950
£25,525
£29,310
£55,495
£71,455
(Deficit) / Surplus
(£26,250)
(£24,195)
(£23,340)
(£22,050)
(£6,810)
As the project progresses beyond these years and the various components of the building become established and efficiency improved, the centre has the potential to become profitable. If the Centre can establish its reputation sooner, through effective marketing and promotion, together with the development of all external facilities, then the deficit may be reduced at an earlier stage.
Other important components of the proposed facility includes issues of Governance and Management Structure (shown above, particularly in terms of the intention of the facility to be run as a social enterprise), the potential for incorporating eco-technologies and the importance of securing both capital and revenue funding from the outset.
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Introduction Hyder Consulting (UK) Ltd was commissioned by the CALON (Cwmtillery Active Lifestyles Outdoors Nexus) working party to inform the way forward for it to become a self-financing, sustainable social enterprise. The two core components of the brief are detailed as follows: CALON Centre: To establish the requirements for a visitor centre, run as a social enterprise hosting a variety of activities, a café/bistro and community facilities and to produce a business plan to ensure its viability and sustainability. Mountain Biking Trails: To ascertain the required provision of outdoor trails needed for a successful mountain biking centre that will complement existing centres in South Wales. This report includes an historic, socio-economic and policy overview to understand the context for the development of a visitor centre and the proposed mountain bike trails. This is followed by a resume of the detailed consultations undertaken with a variety of different stakeholders revealing potential opportunities and constraints to inform the development of the CALON project, before presenting the identified Options for consideration. Following this is a description of the Preferred Option, an assessment of its potential financial viability and an identification of proceeding stages required to deliver the project.
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Historical Context
3.1
Pre Mining Prior to the arrival of coal mining, Cwmtillery was predominantly rural in character. In 1779, local historian, the Reverend Edmund Jones wrote: "And of the three valleys, the valley of Tyleri on the East side of the parish is the most delightful. The trees which are the chief glory of the Earth, especially the beech trees, abounding about rivers great and small, the hedges and lanes make these places exceeding pleasant and the passing by them delightful and affecting; so that well built houses with gardens, trees and wall buildings about them in these warm valleys, with the prospect of the grand high mountains about them would make very delightful habitations." At this time there were about 30 stone houses in the Tyleri valley and about 150 habited dwellings in total in the whole parish of Aberystruth (covering modern day Abertillery, Cwmtillery, Blaina and Nantyglo, and some of the eastern slopes of Ebbw Vale) with a population of about 500. At the site of the present day Jim Owen Pavilion and sports field there was a farmstead ‘surrounded in lush green fields and a limited number of homesteads’ (www.cwmtillery.com). One of the most significant differences in the pre-mining natural landscape was the absence of the plantation forests grown specifically to support construction of the mine shafts.
3.2
Cwmtillery Colliery In 1842 Thomas Brown was reported to have found the coal seam in Cwmtillery, providing employment for the next 140 years for hundreds of people. The population of Cwmtillery and the wider Abertillery area increased almost immediately as people moved from surrounding coal areas in decline. In 1881, the population of the Abertillery area was little over 6,003 but by 1921, this population swelled to nearly 40,000 and was after Newport, the largest settlement in the former county area of Monmouthshire. This valley, once a picture of peace and tranquillity now erupted into noise, smoke and black dust as the following photograph depicts.
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Photo 2.1: Cwmtillery Colliery (1920)
In 1850 the Cwmtillery colliery opened with the sinking of two shafts followed quickly by the Pen-y-bont and Gray collieries further south. A feeder pond would also be required and this came in the form of the lower lake (now known as Cwmtillery Lakes) which was constructed in 1851. The industry continued to expand throughout the valley, and as a consequence, small shops, schools and workmen's clubs emerged to support the ever increasing population. Coal mining clearly formed the major source of employment in the area and during the last half of the twentieth century the decline of the coal industry nationwide was reflected at the local level in Cwmtillery. The last two pits in the ward, Cwmtillery and Rose Heyworth (which together comprised Abertillery New Mine) shut in the 1980s. This event only accelerated the decline in the socio-economic conditions of the area.
3.3
Proposals for New Uses The Vision Briefing document for the CALON project (see Appendix F) identified a number of suggested users and potential activities for such a building, consistent with the six Communities First themes outlined in the Vision Briefing Document. These suggestions are included as follows:
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Community First Theme
Suggested Users
Jobs and Business
•
Social enterprise base linked to local natural environment.
•
Outreach centre for jobs and employment advice and support.
•
Training centre and supportive IT facilities
•
Outreach for specific training courses
•
Playgroups, Sure Start Provision, mothers and toddlers clubs etc
•
Educational resource centre for community and schools.
•
Tyleri Food Co-operative
•
Outreach clinics for addicts and health advice centre
•
Dance Classes
•
Cookery Classes
•
Soft play facilities for children and families
•
Centre for exploring local natural environment and local heritage
•
Tourism Information Centre/Point
•
Child friendly café/restaurant
•
Credit Union Base
•
Council advice centre
•
Local Information Centre
•
Youth Clubs
•
Church-based activities
•
Public meetings
•
Wedding receptions/parties etc
•
Exhibition and performance space
•
Polling Station
•
Community Safety drop-in surgeries
•
Youngster activity provision
Education and Lifelong training
Health and Well-being
Environment
Active Community
Crime and Safety
Community
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3.4
CALON Working Party CALON (Cwmtillery Active Lifestyles Outdoors Nexus), was established to develop a concept through a specific facility that regenerates the community of Cwmtillery, focusing on local natural environment assets. As the aims of CALON state: ”The project is more than just a building, but rather a holistic development that, as its name indicates, will put heart into and be at the heart of a rejuvenated, revitalised community connecting it to its outdoors.” The overarching vision for CALON: “To realise the great untapped potential that exists for activities based on the natural environment in the area and also deliver a much-needed facility for the benefit of the community, not only in physical terms, but also by providing local employment and training opportunities.” The CALON strategy is: “To create a high-quality centre for a range of outdoor activities and other potential uses that ensure it is run as a selfsustaining social enterprise.” The development of this feasibility study therefore takes into account the aim, vision and strategy of CALON, focussing on the key concepts of community interaction with the natural environment, employment provision, training and education and the importance of the long-term sustainability for the development.
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4
The Current Situation The structural shift in the local economy in recent decades has resulted in a move away from a reliance on heavy industries. The Tyleri Valley contains the communities of Cwmtillery and Abertillery which, as the following section portrays, have experienced high levels of deprivation and a need for revitalisation and it is important to view the potential for a new facility in this light.
4.1
The Jim Owen Pavilion The potential role of the Jim Owen Pavilion will become apparent in later sections of this report; however it is important to introduce the building and its relative position within Cwmtillery community. The building as shown in Photo 2.2 was originally constructed in 1994 to provide a recreational facility to complement the adjacent sports pitch. It is currently used primarily as a changing facility for people using the sports field and contains just one small room for communal use. Its relative size and internal facilities limits a number of community groups from using the facility. Recently, concerns have been raised about its condition particularly in the light of vandalism to the fabric of the building. It is indicative of a lack of a sense of ownership of the building within the local community and an absence of adequate community activities. Photo 2.2: The Jim Owen Pavilion
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4.2
Location The Jim Owen Pavilion is located in Cwmtillery, the final settlement in the Tyleri Valley. Its location within the wider region is identified in Photo 3.1. Within Cwmtillery, it is located immediately adjacent to the minor road circumnavigating the northern edges of the settlement Cwmtillery as indicated in the Photo 3.2. Photo 3.1: Location of the Jim Owen Pavilion, Cwmtillery
The main access road to the East runs through the centre of Cwmtillery and to the South through Pen-y-Bont. This route is frequently constrained by parked cars and the juxtaposition of houses along both sides of the road. Approaching from the West is more direct and favourable when travelling from Abertillery town centre and the wider sub-region. Cwmtillery is the final settlement in the Tyleri Valley and thus access from the North, East and West is only possible using the established public rights of way network. (see http://www.bgrow.no-ip.org/gmapbg.htm)
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Photo 3.2: Jim Owen Pavilion, Cwmtillery
There is an established bus route between Abertillery (outside St. Michaels Church) and Cwmtillery Lakes - immediately adjacent to the Jim Owen Pavilion. Buses run hourly Monday to Saturday but not Sundays or Bank Holidays. The nearest main road, the A467, runs North South in the adjacent Ebbw Fach valley, passing the southern end of the Abertillery and up to the settlements of Blaina, Nantyglo and Brynmawr. In Brynmawr, 10 kilometres to the north the road connects with the A465 Heads of the Valleys road, connecting Swansea in the southwest to Hereford. Cwmtillery is also accessible from the M4 motorway, some 25 kilometres to the south.
4.3
Cwmtillery and the Surrounding Area Cwmtillery Ward is geographically widespread and includes the northern part of the urban area of Abertillery. It is the only ward which covers the settlement of Cwmtillery and consequently analysis of the socio-economic statistics for this ward portrays an accurate contextual understanding of the settlement itself in relation to the wider County Borough area and Great Britain. As Figure 3.1 indicates, the proportion of people who are economically active within Cwmtillery is smaller than both BGCBC and Great Britain as a whole. These proportions are similarly reflected in those actually employed and those self-employed. The low level of self-employment perhaps indicates a lack of self-motivation and personal resources, a view which has been supported by the results of consultation undertaken within the community.
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Figure 3.1: Economically Active 80% 70% 60% 50% 40% 30% 20% 10% 0%
Cwmtillery Blaenau Gwent Great Britain
Total Economically Active
Employed
Self-employed
Source: www.nomis.co.uk, 2001 Census Data
In terms of economic inactivity as illustrated in Figure 3.2, there is a significantly greater proportion of the local population who are currently economically inactive. Whilst the proportion of those who are either retired or students is comparable with figures for the County Borough and Great Britain as a whole, Figure 3.3 illustrates that the majority of people who are economically inactive within Cwmtillery claim a form of unemployment benefit. Figure 3.2: Economically Inactive (Census Data, 2001) 40% 35% 30%
Cwmtillery
25% 20%
Blaenau Gwent
15%
Great Britain
10% 5% 0% Total Economically Inactive
Retired
Student
Other
Source: www.nomis.co.uk
Figure 3.3 shows a significantly greater proportion of claimants in the local community, although this figure is also high for BGCBC. Incapacity benefit is the most common form of benefit claim but the proportion of people claiming disability benefit within the local community is significantly higher than both BGCBC and Great Britain as a whole.
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Figure 3.3: Department for Work and Pensions Benefit Claimants (Census Data, 2001)
Total Claimants Great Britain
Incapacity Benefits Job Seekers
Blaenau Gw ent
Carers Cw mtillery
Disabled
0%
10%
20%
30%
40%
Source: www.nomis.co.uk
In terms of education levels Cwmtillery has both the greatest proportion of people without qualifications, the smallest proportion with lower level qualifications and similarly the smallest with higher level qualifications when compared to figures for BGCBC and Great Britain as a whole. These figures reflect the lack of skilled employment opportunities available within the local community. Figure 3.4: Qualifications
No Qualification
Great Britain
Lower level qualifications
Blaenau Gw ent
Higher level qualifications
Cw mtillery
0%
10%
20%
30%
40%
50%
60%
Source: www.nomis.co.uk, 2001 Census Data
Table 3.1 indicates that whilst Cwmtillery has experienced a negligible population decrease of 0.5%, the most significant demographic shift in this period has been the reduction in the number of people aged 0-14 years old and the increase in the number of people between 60-74 years old. The ageing population reflects the limited employment opportunities and lack of appeal within the area for young families. Page 14 A Business Feasibility Study for CALON Cwmtillery
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Table 3.1: Mid-year population estimates of Cwmtillery Ward 2001-2005 Year
All Ages
0-14
15-29
30-44
45-59
60-74
75+
2005
4,717
866
909
912
916
709
405
2004
4,716
883
905
910
933
698
387
2003
4,722
898
888
919
929
691
397
2002
4,710
939
846
922
912
678
413
2001
4,743
966
837
921
915
666
438
Source: www.statistics.gov.uk
Multiple Deprivation Deprivation is measured within the Welsh Index of Multiple Deprivation (WIMD) which provides a comparative analysis in relation to other areas of Wales in terms of the number of a variety of contributing domains such as ‘access to services’, ‘health’, ‘employment’ and ‘education, skills and training’. WIMD 2000, ranked the Cwmtillery ward as the 89th most deprived ward Wales. More recently however the WIMD calculated in 2005 divides Wales into 1,896 Super Output Areas (SOAs). Cwmtillery electoral ward is divided into three SOAs, ranked 89th, 379th and 404th out of 1,896. All three LSOAs are therefore within the top 25% most deprived areas of Wales. Cwmtillery 1 at rank 89 is in the top 5% of the most deprived areas. The socio-economic statistics detailed in this section portrays Cwmtillery as a struggling community with limited economic growth, a significantly lower proportion of people who are economically active, a higher than average proportion of economic inactivity including a disproportionate number of people claiming disability allowance and incapacity benefit. These socio-economic conditions indicate a need to instigate change, an injection of vibrancy and a refreshing focus for the local community.
4.4
Communities First As the 89th most deprived ward in Wales in the 2001 Wales Index of Multiple Deprivation, the Cwmtillery Ward comes under the Welsh Assembly Government's Communities First programme. The Communities First programme aims to help regenerate the Cwmtillery Ward through community-led initiatives. In 2005 the Cwmtillery Local Partnership Board commissioned a series of community consultations to establish the resident needs. This developed the following vision: “In 10 years time we want the Cwmtillery Ward to be a place where there is a vibrant community which is proud of its environment, heritage and people, where everybody can live safe and healthy lives.” Page 15
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This vision will be realised by implementing the following: • Creating an improved and attractive environment • Maintaining access to the full range of community facilities for all • Visible policing • A public / private mix of good quality housing • Higher employment • Developing an ‘I can‘ culture The objectives of the CALON project are aligned to the vision of the community developed by Cwmtillery Communities First.
4.5
Major Development Proposals There is currently a number of development schemes either proposed or underway that are likely to have an impact on the proposals for Cwmtillery. These include: Pennant Wind Farm Development, Application C/2006/0380, Status: Current A contentious planning application for the construction of 4 wind turbines on Mynydd James ridge northwest of Cwmtillery was submitted to BGCBC in November 2006 by Pennant Wind Energy Ventures Ltd. The proposed development included a control building and access tracks and, during the construction phase, a temporary crane hardstanding and compound. Discussions with the council’s planning department indicated a number of outstanding issues to resolve including noise impacts. The proposed development has been recommended to be refused by BGCBC’s Planning Committee in November 2008. The wind turbines would not have provided any energy supply to the immediate locality and consultation with the CALON Working Party indicated the significant community sensitivity to this proposal. Corus Steel Site Redevelopment, Ebbw Vale In 2006 a Masterplan for the redevelopment of the former Corus Steel site in Ebbw Vale was approved by BGCBC. The site represents one of the most significant regeneration projects to have ever been undertaken in the United Kingdom. The site will be developed in four phases with proposed community facilities to include a new theatre, learning campus, leisure centre, hospital and primary school. The relative proximity of the site has had a significant impact on the perceptions of residents within Cwmtillery. Consultation with Abertillery Museum has indicated residents perceive this site to have starved other areas of important regeneration funding streams. This also represents a potential regeneration benefit for Cwmtillery through
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the development of strong linkages between this site and the CALON project. Blues Lakes Project, Ebbw Vale Steve Cranston (Community Consultant) and Geoff Cheason (Architect) are currently preparing a feasibility study and business plan to bring 3 lakes on this site back into use as assets for local people and visitors to the area. A core component of this is the development of angling facilities, and generally improving amenity of the site. Included within their brief is the potential to incorporate a café and possible restaurant facility, development of industrial, geological and wildlife tourism, and potential links with Sirhowy Valley Nature reserve and the National Cycle Route 47 to Newport. String of Pearls, Heads of the Valleys Coinciding with the vision for the Jim Owen Pavilion and the timetable for this Study, is a separate commission funded by the Welsh Assembly Government to look at the development of 12 potential community hubs within the Heads of the Valleys area. Arad Consulting is primarily responsible for consultation with pan-Wales, regional and local community groups to assess the demand from potential end users for occupying these hubs. Working alongside Powel Dobson Urbanists who are responsible for the design of these potential hub buildings and assessing the feasibility of potential occupants. Whilst there are clearly some parallels and potential over-laps in terms of the components of this Feasibility Study, the primary distinction is that this study is driven by the vision of the CALON Working Party in assessing the potential that exists for activities based on the natural environment in the area and also delivering a facility for the benefit of the community. The ‘String of Pearls’ implies a strong connectivity between each of the potential community hubs. The principle of developing strategic linkages between a proposed new facility and the surrounding sub-region is also an important component of this Feasibility Study. There is the potential that the String of Pearls identifies Cwmtillery as the best location for an activity centre to complement other kinds of community hubs at the different locations consistent with the Vision of the CALON Working Party.
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Strategic Drivers The consideration of this feasibility study for Cwmtillery takes into account a strategic framework which cascades through from National (Wales), regional, sub-regional and local authority levels. Full details of the core documents considered are identified in Appendix A however the following themes have been highlighted from the documents and considered pertinent to this study. The promotion of sport and the potential for its development within the natural environment is prevalent at each strategic level, within Climbing Higher, BGCBC’s Community Plan and the Rights of Way Improvement Plan. At the national level the issue of distinctiveness and enhancing the Welsh identity is considered important in any proposed development. This is portrayed within the Wales Spatial Plan and the national tourism Strategy – Achieving our Potential. This strategy also refers to the need to be innovative in its tourism offering, to differentiate from its potential competitors. Both documents similarly recognise the economic growth potential of both the tourism and leisure market. The promotion of places to become quality locations to both live, work and visit is another theme which appears within the majority of strategy documents, but a particular focus for Turning Heads, and the Valleys Regional Park Strategy. The region needs to be well used with communities containing dual purpose facilities, making them quality visitor destinations and local community facilities alike.
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Consultation Preliminary discussions undertaken by Cwmtillery Communities First have identified significant community interest in the development of the CALON project. The aspirations for a community centre in the vicinity of Cwmtillery Lakes initially emerged from community consultations for the Communities First Action Plan. In order to establish the feasibility of a project of this nature, a number of detailed consultations have been undertaken, split into the following key stakeholder groups: •
Public Sector: Ascertaining the demands and expectations of relevant departments of the public sector organisations.
•
Landowners: Establishing the land-use aspirations of existing landowners including exploring the management implications for landowners of certain activities.
•
Potential Investors/Funders: Investigating the level of commercial interest in the CALON project, either as potential occupants, sponsors or in providing supportive infrastructure.
•
Potential End Users: Identifying the demands of the local community and considering the extent to which such a facility can offer a regenerative tool for the local community.
Full documentation of the consultation undertaken is included in Appendix B of the report. However, the main opportunities and/or constraints identified have been included in the following summary table. Consultation varied between face to face and telephone conversations either individually or in working groups. Discussions were tailored to each stakeholder’s role and function with the primary objective to inform the core output of the study, namely establishing the key requirements of the CALON project in order to become a self-financing, sustainable social enterprise.
Table 5.1: Consultation Summary Organisation
Opportunities
Constraints
Group
Public Rights of Way, BGCBC
• Connectivity with existing SUSTRANS route
• Conflicts between users of existing trails, for example the popularity of the route between Cwmtillery and Blaenavon for off-road motorbikes.
Public Sector
• To create a facility which is also walker-friendly • To make strong linkages with existing accommodation providers in Blaenavon
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Organisation
Opportunities
Constraints
Group
• Leisure Services does not want to focus on the need for a new building, rather establish who actually would use the area.
Public Sector
No constraints identified
Public Sector
• Opportunity to use the existing local footpath network for mountain biking • Potential linkages with the new education centre proposed within the Sirhowy Valley Nature Reserve Leisure Services Division
• Capitalise on the proximity of Cwmtillery to Blaenavon, the Black Mountains and Brecon Beacons National Park. • The CALON project should capitalise on the growing importance of using outdoor activities through education. • Whilst emphasis of the study is developing the potential for mountain biking, the area needs to harness the potential for other outdoor activities including, walking, angling and even canoeing. • Ensuring accessibility of both the building and potential activities for all, including people with disabilities.
BGCBC Social Services
• Develop a social partnership with the adult and disabilities team as a way to provide training and qualifications for people with disabilities and access additional funding.
Potential End User Potential Investor/ Funder
• Incorporate a variety of activities and functions to cater for the demands of social services which are currently sourced outside the county at a significant cost. This includes the potential for a craft/training workshop, and outward bound activities accommodating the disabled.
Parc Bryn Bach
• Ensure the growing popularity of mountain biking at Parc Bryn Bach complements the CALON project • Establishing a mountain bike club as part of the CALON project. A
• Potential vandalism not only of a proposed centre but any proposed trails and trail infrastructure.
Public Sector Potential End User
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Organisation
Opportunities local club will also develop a stronger sense of community ownership and minimise risk of vandalism and misuse of the facility • Use of centre rangers as part of the CALON project to improve visitor satisfaction and minimise vandalism.
Constraints
Group
• Trail bikes – if not properly managed and policed will conflict with other potential trail users.
• Involve local constabulary in the management of the CALON project, including working with worst offenders in the maintenance of the facility. Sustrans
• Develop linkages with the proposed additional walking and cycling trails as part of the Valleys Cycle Network. • Work in partnership with BGCBC Transport Team, Sustrans and CALON to maximise linkages. • Establish a community cycling initiative in partnership with Sustrans, promoting healthy living. • Develop a centre that offers Mountain Biking Instructorship Training.
Biodiversity Officer, BGCBC
• Develop a nature trail, improve signage and interpretations. • Appoint a designated ranger to assist in the management of the local area.
• Lack of strategic initiative for the Sustrans proposals if Valley Cycle Network is not fully implemented.
Public Sector
• Changes in funding for promoting cycling means greater up-front effort needed to produce a strong business case for developing community cycling. • Any development proposal will have to be accompanied by a full ecological assessment of impact.
Public Sector
• Complement the aspirations of the local community to establish a Local Nature Reserve and integrate the objectives of the management plan. Local Constabulary
• Provision of activities for young people including establishing a youth club that fully engages with the outdoor activities available at a new centre.
• Perception/fear of crime may deter more local people from using a new facility
Public Sector
Dwr Cymru
• Potential to use Dwr Cymru owned land to develop nature trails, use of reservoir for a variety of different water based activities including sailing and canoeing.
• No swimming on the reservoir due to under currents.
Landowner
• Potential conflict with the existing Abertillery Page 21
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Organisation
Opportunities • Develop linkages with the development of a local nature reserve. • Remove unsightly water treatment containers. • Arrange either leasing of the reservoir for outdoor activities, or for Cwmtillery Reservoir to become an established ECAR site.
Constraints
Group
Angling Association. • Liability issues would need to be established between Dwr Cymru and CALON for use of land and reservoir. • Dwr Cymru regard Cwmtillery Lakes as strategically important thus requiring the full capacity of the water treatment containers and potential additional extension of buildings.
Valleys Regional Park
• Ensure the recommendations for the CALON project are in line with the objectives for the Valleys Regional Park. This should in particular pay attention to the emerging action plan for the concept.
• The potential of Cwmtillery for outdoor activities is recognised as part of a wider potential within the region. This could restrict the extent a proposed new facility in Cwmtillery can draw funds over other sites.
Potential Investor/ Funder
Top Service Holdings
• Interest in part funding tourist accommodation to support a proposed activity centre, however would depend on guaranteeing the long term lease of the building to a sustainable tenant.
• Cautious to invest due to perceived risks, lack of business partnership and previous lack of government funding.
Potential investor/ funder
• Develop a facility that can fully cater for cross-country mountain biking events.
No constraints identified
Potential Investor/ Funder
• Unfortunately this is still a working mine and the owner of the mine is not prepared to accommodate visitors for health and safety
Potential Investor/ Funder
Cycling Wales
• Dependent on guaranteeing the long term lease of the building to a sustainable tenant
• Develop a partnership with Cycling Wales to endorse mountain biking events, and encourage youth participation. Blaentillery No. 2 Drift Mine
No Opportunities identified.
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Organisation
Opportunities
Constraints
Group
reasons. Drop-Off Cafe
• Interest expressed in developing a franchise in Cwmtillery to support the mountain biking product.
• Potential profits gained from the eatery facility will be lost in a franchise agreement.
Potential Investor/ Funder
HERIAN
• Develop stronger heritage links between Blaenavon and Abertillery museum through improved interpretation and signage.
• HERIAN is a facilitator of networks and a proposed centre may be able to utilise marketing and networking initiatives, but this is not a funding source.
Potential Investor/ Funder
• Focus on developing local community understanding and quality infrastructure before expanding marketing of the area to visitors from further afield. • Significant heritage development taking place in the wider region – Cwmtillery needs to consider its strategic position within this. • Development of the Tyleri Valley ‘Heaven and Earth Heritage Trails’ currently being devised by Cybertyleri. Forgotten Landscapes
• Potential to draw funding via Heritage Lottery for core components of a proposed facility which directly align with the identified programmes of Forgotten Landscapes.
• Cwmtillery may be regarded as lower priority in terms of the wider Forgotten Landscapes project area.
Potential Investor/ Funder
Gwent Wildlife Trust
• Create strong linkages with the proposed Local Nature Reserve to accommodate Gwent Wildlife Trust community sessions, school education sessions.
• Limited resources of Gwent Wildlife Trust means in terms of the management of buildings, they are limited to the established location in Magor and the new centre in Ebbw Vale.
Potential Investor/ Funder
No constraints identified
Potential Investor/ Funder
• Use the proposed development to run ad hoc wildlife promotional events. St. Paul’s Church
• Draw funding from the sale of the Church Hall to contribute to the redevelopment of the Jim Owen Pavilion. • Develop a community building which encourages its use for parties and events.
Potential End User
Potential End User
• Provide a facility which accommodates the existing users Page 23 A Business Feasibility Study for CALON Cwmtillery
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Organisation
Opportunities
Constraints
Group
• Demand would primarily be on an ad hoc basis and would need to be rotated around surrounding communities to maintain interest throughout the region
Potential Investor/ Funder
• Limited capacity for additional visitors as the Guest House is full all of the year round.
Potential End User
• Relative distance of Cwmtillery from the school.
Potential End User
of the church hall. • Develop connectivity between the established food co-operative and an eatery within the proposed facility. BTCV
• Use of a building to accommodate BTCV promotional events, awareness raising and volunteer drives. • Potential venue for Ebbw Fach Environment group meetings. • Significant potential as a hub for the Family Employment Initiative.
Mynydd Lodge Guest House
• Develop connectivity between the CALON project and the guest house as a local tourist accommodation provider.
Potential End User
• Encourage connectivity between the Guest House and any proposed new accommodation facility to become co-supporting businesses. Rose Heyworth Community School
• Developing a building which suits the requirements of a school class including adequate internal floor space, toilets and changing facilities. • Facilitating cost effective, sustainable travel between the school and Cwmtillery.
• Established importance of the Rose Heyworth Community Woodland for the school curriculum.
• Adequate provision of equipment to facilitate a class of children to pursue activities. • Designing out the potential vandalism of property and trails to maintain a high quality and appealing centre. • Work in conjunction with Forestry School Leaders to meet the requirements of the Forest School curriculum. • Investigate off-road linkages between Rose Heyworth Community Woodlands and Cwmtillery in line with the aspirations of the Lower Arael View Tenants’ and Residents’ Page 24 A Business Feasibility Study for CALON Cwmtillery
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Organisation
Opportunities
Constraints
Group
• Currently use the Gilwern Centre near Abergavenny which accommodates a full range of outdoor activities and a number of qualified instructors. Cwmtillery would ultimately be competing against other established activity centres for local school contracts.
Potential End User
Association. Blaentillery Primary School
• Provide orienteering facilities to meet the demand for this activity at the Key Stage 2 level in particular. • Accommodate demand for other activities including hiking, cycling and climbing.
Abertillery Comprehensive School
• Provide a facility which will attract the school mountain bike club to use on a regular basis.
No Constraints Identified
Potential End User
Lower Arael View Tennants and Residents Association
• To develop greater connectivity between the Rose Heyworth Community Woodlands and Cwmtillery lakes.
• Despite the recently established walking route between the Arael Estate and Cwmtillery Lakes, the relative distance of the Arael Estate from Cwmtillery makes it more difficult to encourage participation from this area of the community.
Potential End User
• Requirement of approximately 20ft by 20ft of office space.
Potential End User
• Encourage participation in outdoor activities potentially on offer in Cwmtillery for residents of the Arael Estate as a way of developing a sense of community ownership for the natural environment. Anytime Films
• Co-locating adjacent to a variety of other activities and businesses is considered advantageous for business growth. • A potential permanent tenant providing potential valuable marketing and promotional work for the rest of the building.
Media/Creative Industry
Mentro Allan
• In the process of moving premises to Bryn Mawr but would strongly consider a move back to the community if such premises were made available.
• Develop a centre which provides an efficient profit focussed mentality with a reputation for enhancing creative industries.
• Perceived complexity in receiving funds.
• A facility which is community led
• Would be interested in
Potential End User
• Local Authority not having established an efficient process for developing entrepreneurship. Potential Page 25
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Organisation
Opportunities
Constraints
Group
rather than by the local authority is likely to provide greater flexibility bookings for organisations other than schools in the local area.
use of the centre once it is established but could not provide any financial support to fund the capital or revenue elements of the project.
End User
Skills Active
• Potential use of a proposed centre to up-skill local community in the following key sectors; Sport and Recreation; Health and Fitness: Playwork; and the Outdoors.
• Would be interested in use of the centre once it is established but could not provide any financial support to fund the capital or revenue elements of the project.
Potential End User
Abertillery Football Club
• Improve provision of local sport activities, for example table tennis table.
• Seasonality of football means that space would need to be occupied by other activities during the summer months.
Potential End User
• Additional insurance costs would have to be incurred by the centre.
Potential End User
• Provide a more spacious and higher quality community building to encourage a variety of different sports activities and encourage young people to spend more time there. Abertillery Angling
• Open up the lower lake for course fishing. • Create an angling component of the redeveloped pavilion, including purchase of fishing rights and tackle shop. • Appoint a fishing gilly to manage the use of both the lower lake and reservoir.
• Conflicts with other potential users such as walking, mountain biking, and potentially any water based activities. • Evidence of social malaise including drug use will need to be attended.
Abertillery Wheelers
• Provide dedicated mountain bike trails to encourage Abertillery Wheelers north into Cwmtillery for mountain biking.
No constraints identified
Potential End Users
CLEAN
• Require a meeting room to be used approximately every fortnight and would utilise a potential café facility to complement the external initiatives.
• Past difficulty in drawing funding for initiatives.
Potential End User
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Organisation
Opportunities
Constraints
Group
proposed new facility. Candy Stripes
• Potential to incorporate a mobile crèche facility to complement community groups and potential training sessions.
• The temporary nature of the crèche would mean sharing space allocated with other potential users.
Potential End User
Glamorgan University
• Potential to utilise a centre for practical elements of their outdoor activity courses, including residential stays.
• Accommodating school classes alongside public bunkhouse accommodation will require adequate partitioning/separation in line with Child Protection Legislation.
Potential End User
• Accreditation to the Adventure Activities Licensing Association would further market its appeal.
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7
CALON Centre: Potential Uses A wide range of potential uses for the Jim Owen Pavilion have been identified as a result of consultations and research undertaken. This section considers the possibilities of each of these uses in more detail, taking into account existing facilities within the local and wider area, likely demand and the presence of constraints that may restrict their suitability for the project. Potential uses, in no priority order are: • Outreach Centre
• Accommodation
• Education Centre
• Café/Bistro
• Nursery/Crèche Facility
• Tourist Information Point
• Tyleri Food Co-operative
• Community Function Rooms
• Youth Facility
• Private Business Occupancy
• Mountain Biking
• Green Centre
• Multi-Activity Outdoor Centre
• Microbrewery
These potential uses are discussed as follows:
7.1
Outreach Centre There are over 35 outreach locations within BGCBC, ten of which are in the wider Abertillery area and one within Cwmtillery itself. Outreach sessions are held for two hours a week at the Jim Owen Pavilion. (NOTE - Rose Heyworth Club does not exist any more). Whilst many of the outreach venues are part of local libraries or sports centres, the Jim Owen Hall location is considered to be a 'face-to-face’ location aimed; using existing community buildings strategically placed at the heart of local communities. Consultation with BGCBC has indicated that the Jim Owen Pavilion has been successfully run as an Outreach facility for over two years. Staff are virtually self-sufficient in that they bring their own computers and equipment related to Outreach and are able to adapt their function and utility of space according to the facility being used. One particular requirement is the need to have a separate meeting room for more private discussions. The existing Jim Owen Pavilion is considered sufficient for the needs of the existing Outreach service, but the popularity of this particular Outreach facility suggests that, should the redevelopment of the Jim Owen Pavilion be undertaken, Outreach could remain as one of the core end-users.
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7.2
Education Centre There is significant potential to develop the Jim Owen Pavilion as an education centre for the local and wider community. The educative potential could be split into the following three inter-related themes: Promotion and conservation of biodiversity: There is currently a strong community focus on the promotion and conservation of the local natural environment, which stems from collaboration between BGCBC’s biodiversity officer, the CLEAN initiative established through Communities First and Dwr Cymru. Central to this are proposals to establish a Local Nature Reserve (LNR), and the need to agree responsibility for potential users of the site. The presence of a centre adjacent to the site which includes full time staff responsible for the maintenance and management of a LNR could significantly improve the popularity of the proposed site and facilitate controlled public access. Outward bound activity leadership: Consistent with the area’s potential for a variety of different outdoor activities is the potential to utilise the centre as a Training Facility for outdoor leaders. Consultation with Sustrans indicated a particular shortage of establishments in Wales offering the Welsh Mountain Bike Leader Award (MIAS) and the more internationally recognised Scottish Mountain Bike Leader Award. (SMBLA) The SMBLA scheme has been developed by Scottish Cycling, in conjunction with the Scottish Advisory Panel in Outdoor Education and endorsed by the Adventure Activity Licensing Authority and Mountain Leader Training, and recognised by British Cycling. The scheme provides training and assessment in mountain biking and leadership skills. Other courses that could also be incorporated include Orienteering Skills, and First Aid. Curriculum focused activities: All three local schools consulted within the area expressed an interest in their pupils using more of Cwmtillery’s surrounding natural environment. However, whilst the schools showed significant support for a facility which could enhance the role and function of education through the natural environment, the distance of a school in relation to a potential new facility appears to be the most determining factor affecting frequency of use. Blaentillery Primary School is approximately 200 metres from the site, and has expressed a significant interest in utilising the site for primarily orienteering as part of their curriculum on a regular basis. Rose Heyworth Millennium School on the other hand is located approximately 2.5 kilometres from the site and whilst it strongly supports a proposed new facility the building would only be able to use the site on an ad hoc basis due to the transportation costs. Another opportunity also exists to encourage linkages with the Forest Schools concept and the Forest Officer due to be established at the school and the proposed new facility would need to considered providing adequate washing, changing and toilet facilities and a sizeable classroom area. Abertillery Comprehensive School has also indicated strong support for the development of an outdoor centre which at the secondary education level Page 29
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would primarily cater for its extra curricular activities, and in particular the school’s mountain biking club run during the summer months. Consultation also indicated a growing realisation from pupils of the quality of the natural environment and a proposed new facility is to be an important to facilitator for encouraging the future pupil enjoyment of the natural environment. Corporate Training Centre: Consideration to offer a corporate training component of a proposed centre recognises the need to diversify to not only ensure long term financial viability of a centre but also to broaden the market appeal of other centre components and the quality of the surrounding natural environment. Within South Wales and South West England, there are a number of established organisations who already offer these services. The relative cost of developing and maintaining corporate training expertise reflects the following recommendations considered for a proposed new facility within Cwmtillery: To be used as a venue for external corporate training providers. This
may be a permanent franchise based at a centre, or part of a network of venues around the area which are used for these purposes. In addition to this, the potential for a centre to offer accommodation
could attract a variety of businesses from the region, to undertake there own team building weekends and internal review sessions away from their normal business environment.
7.3
Nursery/Crèche Facility A nursery or crèche facility has been suggested by the CALON Project Vision Briefing Document for a proposed new facility. Abertillery currently contains at least three nursery/crèche facilities, including ‘Jack and Jill’s’ based at Foundry Bridge, Queen Street Nursery in the centre of Abertillery and ‘Abertillery Nursery’ on Newall Street. Whilst no crèche facilities exist within Cwmtillery, there is currently a ‘mother and toddler’ facility based at St. Paul’s Church Hall. Consultation has indicated preschool facilities are desperately needed in the Abertillery area, and especially day care facilities. However concern was expressed as to whether Cwmtillery was the most suitable location for such a facility – its relative isolation would make it time consuming for dropping children off. More appropriate would be the mobile crèche facility suggested by Candy Stripes. This would directly cater for potential users of the centre and ensure space it occupies could be used for alternative functions when not required.
7.4
Tyleri Food Co-operative The Tyleri food co-operative is staffed by volunteers of St. Paul’s Church and focuses on the core principles of encouraging a healthy diet at affordable prices, improving environmental awareness and buying as locally as possible. The co-operative is increasingly popular and is Page 30
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currently expanding other community centres within the sub-region. Its objectives are considered to complement a proposed new facility and potentially create linkages between environmental awareness and buying local, healthy produce, but also using co-operative ingredients in catering for a proposed eatery/café facility. Consultation with Communities First has also indicated the potential to create direct linkages between the food cooperative and a new initiative for growing produce locally – Cwmtillery Allotments project. However, it is important to note that the Tyleri Food Co-operative is already operating effectively from St. Paul’s Church Hall and would not by itself justify the proposed facility but would however be an effective complement to other components of a facility.
7.5
Youth Facility Consideration of youth activity provision in the form of potential youth clubs, youth sports and recreation was discussed with BGCBC, Abertillery Football Club and PC Gullick. The provision of a facility which has a strong focus on youth activities was identified within the study brief as a core driver for the redevelopment of the facility. There is currently a local youth club run from St. Paul’s Church hall with the help of Communities First. Attendance varies between 8 to over 30 in numbers and most popular for the under-10s. Whilst the Jim Owen Pavilion currently caters for Abertillery Football Club matches on a weekly basis between September and May, consultation indicated that the facility was not ideal as the condition of the building and internal layout does not encourage club members to stay and socialise. The club has approximately 120 members but a significant proportion of this membership does not use the facility. Consultation with Abertillery football club and discussions with PC Gullick revealed there is inadequate provision of facilities for children who don’t want to focus on football and would rather try a variety of different sports on a more recreational level. There is the demand for a facility which could provide local children with ‘choice’ – the opportunity for ‘tasters’ which allow them to try a variety of activities on an ad hoc basis and only to commit to a specific activity further should they so wish. One specific facility currently unavailable for general use was table tennis.
7.6
Mountain Biking The potential for developing mountain biking within and around Cwmtillery has been a focus of a separate Mountain Biking Feasibility Study, undertaken by the mountain bike specialist Russell Burton. The report examines the feasibility of building top quality, differentiated and sustainable mountain bike trails within and surrounding Cwmtillery in order to inform the development and usage of the proposed visitor centre. The general conclusions of this study are that to use mountain biking as the key Page 31
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driver for regeneration at Cwmtillery would be costly and high risk. However the proposed site for the visitor centre is good in terms of the immediate access it provides to the surrounding landscape and its potential use for a mix of outdoor activities. It is anticipated that mountain biking could form a lesser part of this mix. Cwmtillery it is considered, cannot provide the quality of trail to become a stand-alone mountain bike destination primarily due to the lack of potential for technical trail development, but it is realistic to consider it as a viable secondary part of an outdoor experience. In addition to these conclusions, the following opportunities have been identified: • The creation of the Green Loop (the potentially most interesting route), and the linked Lake Loop would provide both entry-level riding and accessible (in terms of length and difficulty) intermediate trail. • Cwmtillery is close enough to market itself to visitors to both Cwm Carn and Afan as an extra trail to ride in the area. A great visitor centre with a relaxed outdoor vibe will add to its appeal. • There is also the opportunity to market existing bridleways and paths (noting the need to control user conflict), by designing routes and making maps available at the visitor centre / neighbouring visitor centres / online etc. This would be relatively low cost and could help increase visitor numbers. • Finally there is potential – if a suitable visitor centre is created, to market the location to organizers of long distance or enduro events as it would be possible to create a course for one-off use with minimal build needs. Source: Cwmtillery Mountain Biking Feasibility Study (November 2008) Consultation with both Sustrans and Cycling Wales did identify support for developing cycling within the community. Cycling Wales are interested in supporting potential mountain biking events to be run from Cwmtillery because the potential event is considered in line with the Olympic mountain biking discipline. Sustrans see the potential of incorporating proposed new mountain biking trails into a Valleys Regional Cycling Network. Local mountain biking clubs run from Parc Bryn Bach, Abertillery Secondary School and Abertillery Wheelers all see the potential for developing mountain biking in the area, but due to their relative geographical proximity to the area would be less reliant on a proposed new facility and more interested in the quality of trail.
7.7
Multi-Activity Centre The geographical proximity of Cwmtillery to a high quality natural environment provides significant potential to act as a hub for a variety of different outdoor activities. Page 32
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In addition to mountain biking which has already been discussed in Section 6.6, the following activities have been considered, gathered from the brief, and developed through subsequent consultations:
Walking Consultation with the PRoW officer for BGCBC and the recent adoption of the Rights of Way Improvement Plan has provided a clear focus for developing use of the PRoW network. Most importantly, a significant network of trails currently exists, but they need to be better signposted and maintained. This includes:
The development of a local nature trail to reflect the objectives of the CLEAN initiative and developing the potential of the proposed Local Nature Reserve
Development of a heritage trail which connects Big Pit, Blaenavon Iron Works and Coalhouse to the North and Abertillery Museum to the South
Management of existing off-road motorbikes and quad bikes. Whilst conflict between these users is less prevalent than in other areas of South Wales, the anticipated increase in trail use by a variety of other users will make these activities more socially unacceptable.
It is acknowledged that walking within this area can be developed with or without the Jim Owen Pavilion however there is the potential to develop a facility which complements these walking opportunities, a supportive hub for both short and long distance walking opportunities. It is important to note the aspirations of ‘Cybertyleri’ and Communities First Cwmtillery and Abertillery to develop the ‘Tyleri Valley “Heaven and Earth” Heritage Trails’, envisaging a total of five different trails within the Tyleri Valley and an associated dedicated trails map. Whilst these trails are still at the conceptual stage they build on previous efforts to establish two heritage walks in the area devised by BGCBC in the 1990s. With the relative proximity and variety of walking in the Brecon Beacons to the North, it is envisaged this walking would apply more to visitors from within the region. The major opportunity for attracting visitors from the wider area is the proximity of Cwmtillery to the World Heritage Site in Blaenavon.
Horse Riding The closest riding stables are in Pontypool, however the PRoW Improvement Plan did identify the bridleway network was not adequate within the Borough. Consultation with BGCBC did indicate horse riding was not a particularly popular recreation within the County Borough, however similar to the potential for enhancing walking in the area, there is the potential to develop a proposed new facility as a gateway for commencing day-rides or as a stop-off refreshment spot. There are car parking implications for this in order to accommodate horse trailers or horse boxes Page 33 A Business Feasibility Study for CALON Cwmtillery
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but horse riders represent an additional revenue source for the use of related facilities.
Angling Angling is already a popular activity within Cwmtillery. Whilst Abertillery Anglers currently only fly-fish Cwmtillery Reservoir, there is the demand to expand the club to fish the lower lake however, due to insurance costs, the club would only wish to fish this lake if the health and safety liabilities were managed by a third party. The lower lake could only accommodate course fishing due to the lake’s banks being heavily vegetated; however it is considered that this would attract additional members and complement Cwmtillery reserved only for fly-fishing. There is also the potential for providing some limited retail opportunities to complement the proposed expansion. The nearest tackle shops in the region are based at Tredegar (20 kilometres) and Pontlottyn (15 kilometres) and the relative distance of these shops combined with the potential to grow the fishing club further, has indicated local tackle retail would be a well used facility.
Mountain Boarding The vision briefing document identified mountain boarding as having the potential to be a local business venture, in using the former Coal Board owned land North West of the facility for the activity and offering hire facilities and equipment servicing. There are concerns regarding the use of this slope as it is considered this slope would only appeal to the most experienced mountain boarders. Consultation with potential trail builders has also indicated the jumps and technical areas, which are the appeal of other centres, such as the Greenman Mountain Board Centre in Brecon would also require expensive reinforcement to the reclaimed hillside.
Zorbing Zorbing was mentioned in the vision briefing document as a potential outdoor activity component of the proposed facility. The actual zorb run needs to be approximately 200 metres in length, with a flatter run-off area at the end of 100m. The gradient of the hill for the Zorbing needs to be between 35 and 40 degrees and unfortunately the gradient of the potential hillside is far too steep and the length of the hill slope too short. In order for a proposed centre to undertake the variety of activities considered, it is a statutory requirement for membership of the Adventure Activities Licensing Association (AALA) for the following relevant activities: hill walking; fell running; orienteering; off road cycling. This applies to any centre which provides such facilities to undertake these activities in return for payment.
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7.8
Accommodation The consideration of the potential demand for accommodation to be incorporated into a proposed facility is a recognition by a number of other visitor centres such as Cwm Carn and Glyncorrwg of the missed opportunity of not providing informal type bunk-house accommodation, providing greater opportunity for expenditure in the local economy, and attracting one night, whole weekend, or even week long visitors. There is currently just one permanent accommodation facility located within Cwmtillery – Mynydd Lodge Guest House – which caters primarily for temporary workers in the area and although full-year round, is not considered suitable for the visitors a proposed new facility may attract. Consultation with Hobo Backpackers based in Tredegar which changed management in November 2007, did indicate the majority of their customer base was outdoor enthusiasts wanting to access the Brecon Beacons National Park to the north and very rarely do they ever host visitors interested in pursuing these activities to the south. The proprietor did however regard the potential for Cwmtillery to develop this as complementary and rather than potential competition and an opportunity to further encourage visitor expenditure within the Heads of the Valleys area. Accommodation also provides the opportunity to attract local schools and other organisations to utilise a facility for residential training sessions. This would appeal to those local schools consulted such as Abertillery Comprehensive but could also facilitate the venue’s potential for corporate team building. Consultation with Glamorgan University has also revealed interest in the use of a proposed centre for some of the more practical elements of the outward bound training courses which could include residential stays. There has in the past been private sector investment interest in the form of ‘Top Service Holdings’, a property investment company based in Worcestershire which indicated their desire to invest in the area and particularly in bunkhouse style accommodation. However, more recent consultation did indicate their reluctance to invest in a proposed new facility primarily for the lack of long-term term potential tenants and a perceived lack of funding to cover the ‘bedding in period’ of any new accommodation facility. Incorporating accommodation is nonetheless considered to be a strong component of a proposed new facility in the light of its potential to encourage further expenditure in the locality, enhance the facility’s role as a potential training and education facility and also as a corporate team building venue.
7.9
Café/Bistro The potential for a café and or bistro to be established within a proposed new facility is largely dependent on the form and function of the building. A Page 35
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café would complement a building that is well designed with strong spatial arrangement. A café ultimately must be of a quality which enhances the visitors’ experience and have the capacity to accommodated special events such as weddings and birthday parties. The design of the eating area is also considered of significant importance in order to connect users with the high quality surrounding natural environment. It is important to note that the concept of a café is often considered an essential component of multi-use centres. Key to its success is in ensuring that it builds on and complements those elements of the building which make it unique. The potential incorporation of the Tyleri Food Co-operative represents an opportunity to complement a potential café facility, promoting the sale and consumption of healthy, local, high quality products. In addition, consultation with BGCBC social services has also indicated a demand from BGCBC for facilities of this nature which provide employment opportunities for people with special needs. Alternatively, the ‘Drop off Café’ at Glyncorrwg has also expressed an interest in becoming a key partner in the development of a café and has proven experience in developing a café that suits the needs of the visitors. Consideration for a bistro to be included as part of a proposed facility, reflects an identified shortage of evening eateries in the local area and the potential to further diversify the range of centre functions. It is important to note that the design and management of a centre would need to prevent conflict between uses, for example, the bistro would need to be able to function in conjunction with potential local community evening meetings. Similarly, the bistro would need to work around ad hoc events and potential private hire for parties.
7.10
Tourist Information Point The potential of providing a tourist information point is a means of promoting the facilities and attractions available and to market other attractions within the wider area. A variety of consultees referred to a sense of isolation of this community in relation to Abertillery but also the wider sub region. An interactive tourist information point could begin to change perceptions and encourage more visitors to experience the attractions of the area.
7.11
Community Function Rooms Consultation has indicated significant interest in the potential use of function rooms within a proposed new building. A number of organisations both pan-Wales and from the local area have expressed interest in utilising a building. These include the following: Mentro Allan BGCBC Mothers and Toddlers BGCBC Outreach Page 36
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Blaentillery Primary School Heads of the Valleys Partnership BTCV Gwent Wildlife Trust Abertillery Angling Active Skills BGCBC Social Services Communities First St. Paul’s Church Candy Stripes
The presentation of the business plan will require further work to establish frequency of use and facilities and floorspace required.
7.12
Creative Industries Provision for small-scale creative businesses within a proposed facility is considered to be potential additional income stream and a way to encourage indigenous business growth within Cwmtillery. The limited research into the potential for creative industry growth has highlighted little local interest in the development of creative industries. Whilst Nathan Webb of Anytime Films indicated an interest in occupying a proposed new facility in the long term, both the relative insecurity of the sector (identified by Julian Mallory) and its limited potential to mix with other proposed uses suggest the consideration for this sector should be rejected.
7.13
Green Centre The potential for proposed new facility to promote itself as a ‘Green Centre’ has many benefits in demonstrating environmental responsibility, minimising long term overhead costs and in the potential for providing renewable energy. Consultation with Alice Goldstone, a local environmental specialist has recommended that consideration should be given in the design of any new building to ensure the efficient design of the building to ensure efficient positioning, adequate insulation and the potential use of photovoltaic panels, wind energy and hydro-electric power. In addition, though training and the adoption of an environmental management system (EMS) there is the potential to set environmental objectives, and realise the cost savings which could be highlighted to visitors as a way to encourage environmental action.
7.14
Microbrewery Consideration of the potential for a proposed facility to incorporate a microbrewery stems from the aspiration of the CALON Working Party to provide a distinctive component of the building which will attract visitors to the area and incorporate an additional potential revenue stream.
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In the late 1800s, Joseph Chivers established a small brewery in Cwmtillery at the bottom of Crook Hill. The family-run brewery continued in operation through to the early part of the twentieth century having outlets at two public houses, called the White Horse near Club Row (and after which White Horse Court is now named) and the Tillery Fountain (near where Fountain Court is now), which was apparently connected to the brewery via an underground tunnel. Many artefacts pertaining to the brewery are still in circulation and there has been much interest locally and especially within the Cwmtillery Community First Partnership board in establishing a 'Chivers Cwmtylery' (the original name) microbrewery which could prove a tourist attraction and service the cafe/bistro area of a proposed centre. The micro-brewery concept has been successfully applied at other venues in South Wales, most notably Kingstone Brewery in Monmouthshire, and more recently Zero degrees in Cardiff City Centre. This is clearly an attractive concept and certainly reflects a growing willingness of the popular food and drink market to buy locally. The concept could potentially complement Tillery Food Co-operative detailed in Section 6.4. Sensitive design and quality management to incorporate this proposed use is critical. The brewery would need to complement a proposed café/bistro and ensure it advocates responsible drinking, playing an educational role for youngsters and the community at large.
7.15
Conclusions We consider that a number of the above uses have the potential to be taken forward and considered as part of the CALON project. This includes provision for a variety of different outdoor activities, function rooms for identified community groups, the provision of a café or general eatery to complement these facilities, and the potential to include eco-technologies and harness the renewable energy potential of a proposed new facility. There are however some proposed uses which require additional investigation but the initial assessment has not fully supported the proposed use. This includes the potential for incorporating creative businesses into the building and potential nursery/day-care facilities. The next section looks at packaging these potential uses suitably to integrate potential uses and produce efficient and well designed spaces. Location Considerations The Jim Owen Pavilion has already been highlighted in Section 3.1 and reflects the aspirations within CALON for the redevelopment of the building. However, this study has so far considered the potential uses of a proposed new facility within Cwmtillery without being constrained by the exact location of the Pavilion. The approach has been to assess the potential uses generally for Cwmtillery and the wider area. However, consideration of Cwmtillery as a whole and the current condition of the Jim Owen Pavilion has meant it is ideally placed to present both a visible statement for the regenerative intentions of the area and strengthen the connectivity of local community functions with the surrounding natural Page 38
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environment. Whilst there is significant potential where the building is located, the existing building is poorly presented, designed and reflects more on the economic struggle of the past three decades than a vision for its future.
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8
Options Appraisal The following four options for the CALON project have been identified as a result of our research and consultations: Option 1: Gateway to the Outdoors Option 2: Education and Facilitation centre Option 3: Creative Industry Centre Option 4: The Lifestyle Centre This section describes the above options in more detail. These four options were presented in draft to the CALON Working Party on 7th May 2008.
8.1
Option 1: Gateway to the Outdoors An outdoor activity centre which provides the opportunity for both local people and visitors to utilise the significant potential for outdoor activities within the surrounding natural environment of Cwmtillery. The activities considered feasible to promote at the proposed centre are: Walking, mountain biking and angling. Additional potential activities identified at this stage are mountain boarding, and kayaking on Cwmtillery Reservoir. The following objectives of this Centre have been identified as important in the light of strategic policy guidance, public sector aspirations, landownership issues, and potential end-users:
Providing adequate infrastructure to facilitate these activities and provide local people and visitors with a reason to use the centre as a base for activities. This includes equipment hire, storage facility, related retail, and café/eatery.
Effectively managing potential conflicts between outdoor activities.
Ensuring that both the local community and visitors appreciate the potential for connecting with the wider region via the existing public rights of way network, potentially through an interactive information point.
Marketing the outdoor activities in a way that captures the potential activity uses of the building – this might involve separate literature for each activity or target market.
Developing an inclusive centre which provides the opportunity for people with disabilities to engage wherever possible in outdoor activities.
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Core Components: High quality café/eatery is central to the internal design, promoting a sense of vibrancy and communality. Changing rooms including washing and showering facilities. Externally designated areas for specific activities, including bike wash facilities, and a visible external tourist information point. Ancillary Uses: The potential exists for the Centre to host specific events such as orienteering, enduro mountain biking events, duathlons (cycling and running) and angling competitions. The provision of activity-specific instructorship would increase the potential for more formal activity sessions run for specific groups both public and private. Provision of activity training programmes such as the Scottish Mountain Bike Leadership Award, is considered to have significant potential to broaden the market appeal and market the wider South Wales Valleys as a venue for outdoor activities.
8.2
Option 2: Education and Facilitation Centre A community centre which focuses on enveloping regular and ad hoc community uses - a facilitator for community action, local business growth and enhancing both curricular and extra-curricular education. The following objectives of this centre have been identified in the light of strategic policy guidance, public sector aspirations, landownership issues, and potential end-users:
Providing a resource that meets the demands of BGCBC to provide employment opportunities for people with disabilities.
Provide a flagship green building which sets the benchmark for community environmental responsibility. The building should visibly educate users in the potential to harness renewable energy, use sustainable construction technologies and have an efficient environmental management system in place.
To accommodate as many different interested community end-users as possible, including the consideration for hybrid meeting rooms to accommodate different sized groups and different organisations.
To ensure youth provision is a strong component of the centre, to meet the shortage in the local recreational facilities.
To develop strong connectivity with Cwmtillery Lake and the proposed Local Nature Reserve.
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The uses considered feasible include a potential venue for a variety of different pan-Wales and local community organisations to include the following:
Social partnership working with BGCBC social services
Recreational facilities to develop activities for the local youth club
Mother and toddler classes
Tyleri Food Co-operative
Function room hire for parties/events
Exhibition area
Two meeting rooms, one large enough to accommodate 35 people (the largest sized class from surrounding schools).
Creative business premises
Core Components: Eco-friendly construction and harnessing renewable energy sources. Function room, large classrooms, meeting rooms, visible eco-technologies and educative signage, Tyleri food cooperative. Ancillary Uses: Abertillery Football Club
8.3
Option 3: Creative Industry Hub A centre which fosters the growth of indigenous creative industries and seeks to maximise knowledge sharing and business opportunities through co-location and connectivity with the centre’s other potential uses. The following objectives of this centre have been identified in the light of strategic policy guidance, public sector aspirations, landownership issues, and potential end-users:
Provide a facility which will facilitate funding provision for the local creative industries
Ensure provision for a local film producer, looking to expand premises and potential provide valuable marketing and promotional material for the wider building.
Use the centre as a base for providing entrepreneurial skills training and career advice in order to dissipate creativity into the wider region.
Core Components: A collection of different sized offices capable of providing premises for local creative entrepreneurs. Page 42 A Business Feasibility Study for CALON Cwmtillery
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A creative shared space including Café/bistro. Ancillary uses: Abertillery football club Additional community function rooms for ad-hoc meetings
8.4
Option 4: Lifestyle Centre A centre which provides a holistic approach to community regeneration, balancing the needs of both the local community and visitor. The Centre will be a statement which reflects the aspirations of the local community, driving the enjoyment of the outdoors, healthy living and lifestyle choices, healthy eating and environmental responsibility. The centre will enhance the South Wales Valleys as an attractive and rewarding place to live, work and visit. The following objectives of this centre have been identified in the light of strategic policy guidance, public sector aspirations, landownership issues, and potential end-users. They combine the objectives of both Option 1 and Option 2:
Providing a resource that meets the demands of BGCBC to provide employment opportunities for people with disabilities.
Provide a flagship green building which sets the benchmark for community environmental responsibility. The building should visibly educate users in the potential to harness renewable energy, use sustainable construction technologies and have an efficient environmental management system in place.
To accommodate as many different interested community end-users as possible, including the consideration of hybrid meeting rooms to accommodate different sized groups and different organisations.
To ensure youth provision is a strong component of the centre, to meet the shortage in the local recreational facilities.
To develop strong connectivity with Cwmtillery Lake and the proposed Local Nature Reserve.
Providing adequate infrastructure to facilitate these activities and provide local people and visitors a reason to use the centre as a base for activities. This includes equipment hire, storage facility, related retail, and café/eatery.
Effectively managing potential conflict between outdoor activities.
Ensuring both the local community and visitors appreciate the potential for connecting with the wider region via the existing public rights of way network, potentially through an interactive information point. Page 43
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Market the outdoor activities in a way that captures the potential activity uses of the building – this might involve separate literature for each activity or target market.
Achieving an inclusive centre which provides the opportunity for people with disabilities to engage wherever possible in outdoor activities.
Core Components: Multi-purpose function room, one sizeable classroom, 2 meeting rooms, visible eco-technologies and educative signage, outdoor retail facility selling, tackle, offering bike servicing. Café/eatery using Tyleri Food Cooperative ingredients. Ancillary Uses: Abertillery Football Club
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9
The Preferred Option
9.1
Introduction The preferred option for the CALON project has emerged from the following inputs:
Background and market research;
Consultation with key stakeholders and agencies;
The interim meeting with the CALON working group on 7th May 2008 and proceeding comments in relation to the Interim Report. This meeting presented the options detailed in Section 7 and considered their relative merits and demerits;
Recommendations from Russell Burton’s Mountain Bike Trail Assessment;
The need to identify revenue streams and the potential to attract funding.
These inputs have identified the importance of the facility to be run as a social enterprise, not being committed to the aims and objectives of an external organisation; rather run by the people of Cwmtillery, in order to benefit both locals and visitors to the community, whose primary purpose is focused on improving the social and environmental context of the local community. These inputs have also identified the strength of two core themes, namely ‘Education’ and ‘Outdoor Activities’ and in conjunction with these, the importance of sending a clear message to potential users of the building’s identity. Whilst meeting the existing community needs will be at the core of the centre’s purpose, substantial investment in a new centre is only going to be driven by successfully capturing the investment from new users and visitors. To this end, the business plan will explore the potential of the centre as an Outdoor Gateway and Education Centre. These two elements are strongly aligned and meet with broader strategic regeneration objectives within the Heads of the Valleys. With this in mind, the following components are to be considered as part of the Business Plan: a) As a first phase to develop the outdoors attractions - ensuring a high standard of basic infrastructure provision in the locality to facilitate accessing the natural environment including the provision of signage, information points and general maintenance of the trails/ Public Rights of Way, use of lakes etc. This should take priority in the development proposals.
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b) The provision of accommodation to provide an ‘overnight’ component for potential training courses and a base for visitors to explore the surrounding environment. c) A phased approach to the development of dedicated mountain biking trails, with the priority to establish a family cycle trail to encourage people of all ages and abilities to access the high quality natural environment. The way marking of strategic routes to encourage stronger links between Cwmtillery with cycling infrastructure at Bryn Bach and Cwm Carn. We will also investigate the potential of the Northshore ‘skills’ component of mountain biking. d) Incorporating a café facility to complement both internal and external education and available outdoor recreational activities. Also potential links to training and local food initiatives. e) To meet the purpose of the existing and identified community users. The Jim Owen Pavilion currently accommodates the activities of Abertillery Football Club, Outreach Blaenau Gwent and a variety of ad hoc community meetings. Finally and most importantly is consideration of the cost options for developing a building which suits the requirements of the preferred option. The Vision Briefing Document for the CALON project clearly indicates the aspirations for a new build and likewise the Brief emphasises the need to create a building which ‘looks to a bright future, is in keeping with the surroundings but is imaginative’. (CALON Vision Briefing Document)
9.2
Project Examples In light of the identified preferred option, consultation with the CALON working party did indicate a desire to draw on other project examples as a means to compiling a series of recommendations which can be applied to the development of the proposed facility. These were namely: St. Johns Hall, Pembroke Dock, Pembrokeshire Llanhilleth Institute, Llanhilleth, BGCBC Arbuthnott Hall and Grassic Gibbon Centre, Arbuthnott, Aberdeenshire
St. Johns Hall, Pembroke Dock, Pembrokeshire Description
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 Page 46
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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. Other Key Points
The management committee registered St Johns 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.
Funding
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.
Llanhilleth Institute, Llanhilleth, BGCBC Description
Llanhilleth Miners Institute Ltd is a not-for-profit limited company, registered with Companies House, January 2007. The Management Committee consists of a group of volunteers from a variety of different backgrounds. Holding the positions of Chair, Company Secretary, Treasurer and five director positions. The team meets on the first Monday of each month and is largely involved in making strategic decisions regarding the Institute, and how to take it forward in a way that will most benefit the whole community without exclusion.
Other Key Points
Consultation with the Interim Manger identified the Centre is not currently self-financing and requires a significant amount of revenue funding. The Centre is in the process of becoming a Charitable Trust, including establishing long term centre objectives. The key driver for this has
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been the potential to access additional funding streams. A key component of ensuring the long-term future of the centre has been the establishment of a doctor’s surgery on site. Funding
A funding package was compiled for the capital build of the project including over £2million from what was the Welsh Development Agency (WDA) now part of the Welsh Assembly Government. Also included was European Level Objective 1 funding, Communities First and BGCBC.
Arbuthnott Hall and Grassic Gibbon Centre, Arbuthnott, Aberdeenshire Description
Arbuthnott Hall is an early 20th century hall held by Deed Of Trust and managed by a voluntary management committee. In the late 1980’s the village faced the closure of the local Post Office and the need to upgrade the hall. This galvanised the community into developing the existing hall and creating an adjoining visitor centre.
Other Key Points
Dynamic and driven management committee; looking to extent the premises further to incorporate bigger exhibition space and expand the kitchen. The visitor centre combined with regular hire of the hall facilities to a range of different organisations ensure this is a self-financing, sustainable facility.
Funding
A Rural Challenge Fund grant for the employment of a manager was the catalyst to move the project on. Funding for the visitor centre came from the Scottish Tourist Board (50%), Aberdeenshire Council (25%) and the local community (25%). Funding for the hall refurbishment came from the Scottish Rural Partnership Fund (50%), Aberdeenshire Council (25%) and The Heritage Lottery Fund (25%).
Recommendations The following recommendations have been identified based on these project examples: To compile a funding package which considers the potential for
European, Welsh, Regional and local; funding opportunities at each strategic level. To develop a Centre which has a strong identity but is able to be
flexible and accommodating to a range of uses which will ensure the long-term viability of the centre. To have the right personalities involved in managing the delivery of
the project – people willing to dedicate significant time and commitment. To identify revenue funding sources aimed to balance any shortfall
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To focus on local community involvement from the outset.
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10
Outline Business Plan This outline business plan has been prepared for the preferred option, namely the development of an Outdoor Gateway and Education Centre in Cwmtillery and aims to provide an indication of the likely capital costs and revenue income and expenditure that would be associated with running the Centre. CALON’s vision is for the Centre to be run as a social enterprise, generating income to be used to maximise social and community benefits. Social impacts to be achieved by the Centre include training, as a venue for local community use, a facility for local schools and wider education purposes and as a venue to provide opportunities to learn about healthy eating and healthy lifestyles. The CALON vision for the Centre is therefore holistic aiming to make a real and lasting impact to and for the community.
10.1
Features of the Centre The following components have been identified for the centre: A lecture room capable of accommodating up to 40 people; A meeting room with a capacity of 10 people; A café with the potential to use the premises as a bistro in the medium to long term; Associated with the café, a multi-use area that can either be used in its own right (for example for activities, community meetings) or as an extension to the seating area of the café for the purposes of ad-hoc functions and events; A kiosk facility selling a limited range of products specifically designed to assist in supporting the outdoor activities available; Information point, ideally interactive; Informal bunkhouse accommodation for up to 50 people to cater for school and higher education visits as well as general visitor use. Accommodation to include a number of small dormitories sleeping 6-8 people, together with a lounge/dining area, kitchen, dry room for boots/equipment and showering/toilet facilities; Separate changing rooms, including showers and toilet facilities for community use (e.g. the Abertillery Football Team), and other facility users including mountain bikers, walkers and meeting requirements of the Disability Discrimination Act. External features of the Centre would include: An external information point; Provision of signage linking Cwmtillery with attractions such as the Abertillery Museum and with local heritage sites such as Blaenavon; Provision of nature trail signage and information to promote the local area, including Cwmtillery lakes. This refers to the aims and objectives Page 50
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of the Cwmtillery Lakes ecological Management Plan referred to in Appendix A; Ancillary mountain biking facilities to include bike wash and ample bike storage facilities; Way marked walking and cycling trails. Team challenge area: This would include provision of a variety of different physical objects, e.g. wooden planks, oil drums, rope. Lewis and Lewis Quantity Surveyors (See full Report in Appendix E) have been used for the identification of appropriate floor space to incorporate all internal uses. In summary the following floorspace allocations have been provided: The total floorspace for proposed uses is calculated as 660m2. Broken down this is identified as follows: Community use - 115m2 Retail - 30m2 Bunkhouse accommodation - 250m2 Café - 80m2 Kitchen 50m2 Showers/Changing room and WC space 135m2
In addition to these identified areas, an additional 40m2 is considered appropriate as circulation space, making 700m2 the total floorspace. Source Lewis and Lewis (July 2008). See Appendix D.
10.2
Capital Costs This section considers the capital costs associated with two options – for the refurbishment and extension of the existing Jim Owen Pavilion to accommodate new uses, and for the development of a new build centre to replace the Jim Owen Pavilion on the same site. It is important to note that this business plan assumes the land and premises of the existing Jim Owen Pavilion will be gifted to the CALON working party and thus costs regarding land purchase are not included. The vision for the building is one of a high quality centre focusing on the assets of the local natural environment. As such, the building would be expected to maximise the potential for the production of renewable energy at the micro level. This could incorporate contemporary technologies such as photovoltaic’s, geothermal heating, a wind turbine to generate its own electricity and a rainwater catchment system.
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Capital Costs Option 1 – Refurbishment and Extension of Existing Building Demolitions and Alterations
13,655
Substructures
38,875
Superstructure (roof/windows/doors)
104,511
Internal finishes
85,180
Fittings (kitchen, information point)
27,000
Service installations
86,680
External works
15,000
Sub-total
370,901
Preliminaries
46,363
Contingency
18,545
Total
435,808
Capital Costs Option 2 – Demolition and New Build Demolitions and Alterations
15,000
Substructures
55,000
Superstructure (roof/windows/doors)
142,000
Internal finishes
83,000
Fittings (kitchen, information point)
27,000
Service installations
86,000
External works
20,000
Sub-total
428,000
Preliminaries
53,500
Contingency
21,500
Total
503,000
A detailed price schedule of the works required for both options is presented at Appendix E.
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10.3
Revenue – Costs and Income The following sections detail the likely costs and income to the Centre over the first five years of operation. As a social enterprise, the Centre will be expected to run commercial activities in order to generate profit to meet social and community objectives. The management of the Centre will need to be aware of fluctuations in the local business environment, identifying new opportunities that could fit within the overall ethos of the Centre and which could be used to generate further income.
10.3.1
Costs Basic revenue costs for the Centre (excluding the external features of the Centre such as signage and the information point, which would have a relatively minor maintenance cost) are shown in the table below, with individual elements discussed further in the following paragraphs.
Revenue Costs Year 1
Year 2
Year 3
Year 4
Year 5
Routine Maintenance
£2,500
£2,575
£2,650
£2,730
£2,820
Utility Costs
£1,500
£1,795
£2,250
£3,000
£3,250
Rates
£2,000
£2,060
£2,125
£2,190
£2,255
Insurance
£2,000
£2,060
£2,125
£2,190
£2,255
Cleaning
£2,000
£2,060
£3,000
£3,500
£4,000
Staffing Costs
£35,000
£36,050
£37,130
£58,315
£60,065
Marketing budget
£3,200
£2,500
£2,750
£3,000
£3,000
AALA Membership
£2,000
£620
£620
£620
£620
TOTAL
£50,200
£49,720
£52,650
£75,545
£78,265
A sum has hoped that, any annual account for leakages.
been included for routine building maintenance – whilst it is certainly for the first few years of operation of a new building, maintenance figure would be minimal, a sum is included to any unforeseen damages, for example, pipe bursts and roof
The utility costs are shown to increase significantly by Years 4 and 5 with the increase in anticipated use of the bunkhouse. These figures also take into account anticipated increases energy prices although it is important to note that these have the potential to be nullified by maximising the on-site energy generation, discussed in Section 9.6. The café is assumed to be operated on a franchise basis and as such utility costs for this part of the Centre are to be covered by a private operator. However, due to the potential to develop the café area into an evening bistro in the medium-long Page 53 A Business Feasibility Study for CALON Cwmtillery
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term, the franchise must be willing and supportive of developing the bistro concept. The Centre would be liable for business rates. The rateable value of a nondomestic property is fixed by an independent valuation officer of the Valuation Office Agency. Business rates vary enormously according to the size, type and use of the property. Rates for buildings such as community centres, education and training uses and small cafes in Blaenau Gwent typically range from between £1,000 to £10,000. A notional sum has therefore been included in the table for rates, however it should be noted that there is 80% mandatory relief on business rates for registered charities, with the remaining 20% liable for payment depending on the discretion of the billing authority. The cleaning costs shown in the table have been assumed on a contract basis; the cost may be reduced if cleaning was an extension of an existing contract with Blaenau Gwent County Borough Council or if the role of a cleaner for the Centre formed part of the social enterprise model. Staffing costs typically form the main element of revenue expenditure. The above table specifies a basic staffing cost for Years 1-3, comprising a Manager/Co-ordinator role and a receptionist/administrator role (although if necessary, the shop could initially be staffed on a volunteer basis). The Manager would not only be responsible for co-ordinating bookings during the first couple of years of operation, but would also be expected to undertake marketing work. The marketing costs incurred are anticipated to be slightly more in the short term as the presence of the new Centre and its capabilities should be promoted throughout the region through every possible medium of communication. Further marketing drives would also be expected as medium-long term components of the building are fulfilled. By Years 4 and 5 we have assumed staff costs to increase to reflect the increased use of the Centre and the need for additional posts – a dedicated accommodation manager and a full-time caretaker/handyman. The need for local activity instructors should also be pursued at this time. The proposed centre has the potential to create four additional full-time jobs by Year 5, not withstanding further employment through potential outdoor activity leadership. The café is assumed to be run on a franchise basis and thus staffing costs would be the responsibility of a private operator. A separate option for consideration may be for the café to be run on a partnership basis with other organisations with emphasis on training and promoting and developing local links. For example, Blaenau Gwent CBC Social Services Department has expressed a need for developing placement opportunities for people with disabilities, including café tasks. Links may also be developed with existing local facilities such as the Tillery Food Co-operative currently operating from St Paul’s Church Hall or with the other centre cafes, for example the Drop-off Café based in Glyncorrwg. The Tillery Food Co-operative is a potentially interesting option, providing the possibility of links with local producers and even the potential to use food grown through the Cwmtillery Community First allotment initiative. Page 54 A Business Feasibility Study for CALON Cwmtillery
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In running the Centre, opportunities exist to meet a number of social objectives – through the provision of local employment, training provision (for instance in the café), opportunities to teach local residents about healthy eating and lifestyles and the provision of a facility for local education. Finally, as referred to in Section 6.7, there will be a requirement of the proposed centre to become a member of the Adventure Activities Licensing Association (AALA). Annual membership is £620 however an additional cost has been accounted for during the first year to ensure the necessary processes and procedures are established to achieve the accreditation. For further detail in relation to this it is worth referring to ‘The Adventure Activities Licensing Regulations (2004)’.
Revenue – Income The table below provides an indication of likely income to the Centre over the first five years of operation. Details on each of the elements, including the assumptions on which income has been based, are given below. Year 1
Year 2
Year 3
Year 4
Year 5
Lecture Room Hire – general
£1,440
£1,440
£1,270
£1,270
£1,460
Lecture Room Hire – schools
£360
£360
£360
£990
£990
Meeting Room Hire
£2,250
£2,320
£2,390
£2,460
£2,540
Communities First Rental
£9,000
£9,000
£9,000
£9,000
£9,000
Shop
£1,500
£2,000
£2,000
£2,500
£3,000
Café/Bistro
£4,000
£4,500
£8,000
£10,500
£12,000
Functions
£960
£960
£1,200
£1,200
£2,040
Bunkhouse
£4,800
£4,945
£5,090
£27,575
£40,425
TOTAL
£23,950
£25,525
£29,310
£55,495
£71,455
General Hire Permanent Office Space Consultation with Cwmtillery Communities First has indicated significant interest in the possibility of relocating their offices at the proposed centre. Estimated revenue income from this reflects the rent levels from the existing location in Abertillery Town Centre. In addition, BTCV have also indicated an interest in renting a full-time desk space within the centre. The business plan accounts for anticipated Communities First rental at this stage but additional revenue income from BTCV could significantly increase total income received.
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Lecture Room The lecture room / classroom can hold up to 40 people and would be suited to use by a variety of groups for meetings, lectures and as a venue for training. The groups fall into two main categories – schools use and more general organisations. Income from hire to more general organisations such as the Gwent Wildlife Trust, and talks by local groups has been based on a rental of £10 per hour or £30 per half day, with an assumption of thirty events per year in the first instance, building up to thirty five events by Year 3 and forty by Year 5. To estimate income we have assumed a mixture of two-hourly, half-day and full-day rentals. The potential income gained from the hire of the lecture room for education and training purposes has the potential to significantly increase forecast revenue income as the wide range of centre uses become more fully established. Complementing an external team building area and the provision of accommodation will significantly increase the potential revenue income from the centre uses offering the centre for corporate training events and general team building sessions. Schools Use The Centre has an important role to play as a local resource for local schools, particularly with the emerging emphasis on outdoor play and activities, together with the Forest School movement. A certain level of use would therefore be expected of the lecture room/classroom facility by the local primary and secondary schools. We have assumed at the outset a fairly low level of use by local schools. Although interest has been expressed by a number of the local schools, the cost of trips to the schools themselves (in terms of coach hire, staffing etc) may mitigate against a greater number of visits until the Centre is more able to compete with other, more established outdoor education destinations, once a greater range of facilities have become available. Initial level of use is therefore based on six day trips to the Centre per year, with each trip comprising a class of thirty children paying £2 per head. This gives an estimated annual income of £360. As the Centre’s reputation grows, and the facilities offered are effectively marketed and promoted, schools from a wider geographical area can be expected to make visits. Assuming by Year 5 that the Centre has the facilities and resources to accommodate five school day visits per term, this could give an annual income of £900. It should be noted that these figures are simply for daytime use of the Centre and its facilities, and not for overnight stays, which are discussed below in relation to the bunkhouse. Meeting Room Hire The consultations undertaken as part of this study identified over ten community and pan-Wales organisations with an interest in utilising community meeting space within the building. Some of these organisations already use the existing Jim Owen Pavilion for outreach purposes and would be willing to transfer this use to a new facility. An agreement regarding rent charges would have to be established which considers the Page 56 A Business Feasibility Study for CALON Cwmtillery
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fact that a number of organisations are utilising the Jim Owen Pavilion for substantially less or even free of charge. However, assuming room hire charges in the region of £7.50 an hour, we have estimated use of the meeting room three times a week for a two-hour session for fifty weeks of the year. This gives an estimated annual income of £2,250. An incremental increase has been assumed over the course of the first five years of the project. Discussions with various groups should be ongoing as the project progresses, to identify opportunities as they arise. Kiosk/Shop Likely income from a kiosk/shop will be dependent upon the range of goods sold and the type and numbers of visitor attracted to the Centre. A range of between £1,500 and £3,000 has been assumed. The low end of the range would be for a shop predominantly selling souvenir type goods and basic equipment which could complement Centre activities. This could include a puncture repair kit, and simple wind/waterproofs. The high end of the range could reflect a higher level of visitor numbers and a greater range of goods, including Maps, Gore-Tex range, bike tools, walking poles etc... As the reputation of the Centre increases, together with visitor numbers, we have shown a steady increase in income to the kiosk/shop element. It is anticipated, this facility would support the Café area, advertising clearly those items for purchase but not having a dedicated member of staff. Café/Bistro The café is a key component to the future success of the Centre. An establishment producing quality food at appropriate prices in an attractive environment can be a draw in itself and certainly a means to achieve additional visitor spend. The financial impact of the café will be dependent on how it is run – the most appropriate management method is considered to be on a franchise basis to a local operator. Income from the café would be in the form of either rent or a percentage of profits for the first few years – a nominal figure has been included in the business plan. Over time as the café becomes established, the outdoor elements of the Centre are up and running, and with the possible evening bistro use of the café, it is envisaged a higher level of income could be accrued to the Centre. Ideally, a percentage of revenue would be set with a private operator at the outset, which would vary with volume of visitors / projected turnover. An additional potential income stream could also be generated from the Café offering a breakfast facility to complement the bunkhouse accommodation. Functions Additional to the income from the café would be that derived from holding functions here and in the adjacent multi-purpose space (for example wedding parties, Christmas and birthday parties). We have assumed a rental of £80 for the exclusive use of the café and adjacent area and anticipated in the region of twelve such functions a year for the first couple of years, giving an annual rental of £960. We have assumed an increase to fifteen functions a year by Years 3 and 4, with a rise to twice-monthly functions in Year 5 (together with an increase in rental to £85). Page 57 A Business Feasibility Study for CALON Cwmtillery
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Bunkhouse At the outset, we have assumed a relatively low level of use of the bunkhouse – the facilities associated with the Centre need to become established, as does the reputation of the Centre as a place to stay. Initially then, we have assumed that only ten of the bedspaces are available for use at a cost of £10 per person per night. For Year 1 we have assumed off-peak and peak season averages of utilisation to give an annual income of £4,800, with Years 2 and 3 showing a slight increase on this figure. During this time, it is anticipated that much of the external works to the Centre (establishing of routes, facilities, signposting and so on) would be completed, such that by Year 4 (together with a significant element of marketing and promotion of the Centre), the bunkhouse would be able to tap into other markets than simply general overnight stays. We would anticipate that bringing all fifty bedspaces into use would need to be linked with the full development of all external facilities and linking up and signing to all relevant routes, activities and attractions. For the purpose of this business plan, we have considered four main areas of usage of the bunkhouse namely, general use (to include walkers and cyclists), corporate residential trips, parties (for example stag and hen parties tied into walking and/or cycling activities), and finally education residential trips. In Year 4, we have assumed the Centre could attract twelve corporate events per year, each for a minimum group size of eight staying for a weekend at a rate of £50 per person. In terms of parties, we have assumed ten per year (again, minimum group size of eight) at a rate of £25 per person per weekend. In terms of further education, Year 4 could see use of the Centre as a destination for groups from establishments such as Glamorgan University and from further afield, subject to appropriate marketing and promotion. We have assumed five such trips per year, based on a group of fifteen students per trip staying at the Centre for a week at a rate of £75 per student. Finally, Year 5 sees the Centre increasing in popularity as a destination with the number of projected visits by corporate, parties and further education groups increasing steadily. The Centre would also become a destination for school residential trips, and here we have calculated projected income on eight residential school trips per year, at a rate of £60 per child based on a class of thirty for each visit. Over the course of the first five years we would also expect to see a gradual increase in the general use of the bunkhouse by visitors, as reputations become established.
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Summary: Five Year Plan The table below summarises the cost and income to the Centre over the first five years of operation and shows the likely surplus or deficit that could be achieved. Year 1
Year 2
Year 3
Year 4
Year 5
Revenue Costs
£50,200
£49,720
£52,650
£75,545
£78,265
Income
£23,950
£25,525
£29,310
£55,495
£71,455
(Deficit) / Surplus
(£26,250)
(£24,195)
(£23,340)
(£22,050)
(£6,810)
The table shows a deficit of over £20,000 per annum for the first four years of operation, reducing to just under £7,000 by Year 5. It is our expectation that as the project progresses beyond these years and the various components of the building become established and efficiency improved, the centre would be come profitable. If the Centre can establish its reputation sooner, through effective marketing and promotion, together with the development of all external facilities, then the deficit may be reduced at an earlier stage. After the first two to three years, the Centre may be sufficiently well established to allow a certain degree of diversification through the introduction of additional income streams. This has the potential to include establishing a microbrewery (see Section 6.14) at the site led either by a driven local entrepreneur, or as part of the social enterprise model for the centre. Whilst not being automatically associated with an outdoor education centre, the microbrewery would add to a local distinctiveness and as a draw for visitors; the microbrewery could be a valuable asset for the bunkhouse accommodation and particularly corporate and social events at the Centre. The exact level of income from the microbrewery would be dependent upon such factors as floorspace taken up by the facility, levels of production, links developed with local pubs and restaurants and obviously the reputation of the end-product.
10.4
Governance The legal structure of the social enterprise requires careful consideration. There are a number of different approaches that can be taken, each with advantages and disadvantages. Examples of structures include: Trust – assets owned by Trustees, who are personally liable; Limited company – adaptable structure, suited to most forms of social enterprise; Community Interest Company – new company structure with ‘asset lock’ and focus on community benefit. Subject to additional regulations;
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Industrial and Provident Society – co-operative style based on trading with members; Charitable Incorporated Organisation – structure specifically designed for charities. For the purposes of the CALON Centre, it is considered the most appropriate structure would be for a company limited by guarantee, which then has the ability to take on charitable status providing its purposes and activities meet the appropriate requirements. A limited company is the most frequently adopted legal structure, having as it does a level of adaptability to suit most purposes. It is also an appropriate structure for an organisation wishing to own property or leasehold land, have the ability to enter contracts, deliver charitable services and have employees.
10.5
Management Effective management of the Centre would be steered by a Management Committee, who would: be ultimately responsible for the activities of the Centre; be responsible for the purpose and direction of the social enterprise; ensure that the aims and objectives of the organisation are met; ensure compliance with all legal and regulatory requirements; take on responsibility for financial management; and ensure appropriate policies and procedures are in place for staff and volunteers. The Committee would most likely comprise a Chairperson, Secretary, Treasurer and a number of members (between five and eight). For maximum benefit to the Centre, members of the Committee should come from a variety of different backgrounds, thus bringing a breadth of skills and experience – including for example, fundraising, commercial acumen, specific interests and expertise relating to the proposed uses of the Centre. Written role descriptions for members of the Management Committee should be prepared. As the project progresses, different skills may be required at different times, and the Committee would be able to co-opt new members as necessary. The Management Committee would create sub-Committees as necessary – these may cover a specific area (such as Health and Safety, Finance or Marketing), or may relate to individual aspects of the Centre and its activities. The findings of sub-Committees would inform the Management Committee, who remains the ultimate decision-making authority. It is proposed that the Management Committee would then report to the CALON working party on a regular basis, to ensure that the aims and objectives of the Centre are being achieved. An example of the management structure discussed is shown in Figure 9.1. Page 60
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Figure 9.1: Potential Management Committee
10.6
Eco-Technologies The proposed centre has the potential to incorporate a number of different eco-technologies but determining a detailed feasibility regarding the most efficient, cost-effective solution combination would need to be established at the detailed design stage. Use of such technologies would clearly have a significant effect on both the capital costs identified for construction identified in Section 9.1, but has the potential to significantly reduce the ‘Basic Centre Running Costs’ identified in Section 9.2. A full explanation of potential eco-technologies has been included in Appendix D. Clearly the payback period for any of these technologies would need to be taken into account, but the CALON Working Party should focus on the inclusion of eco-technologies as way to promote community environmental awareness and the potential for formal environmental education. Incorporating eco-technologies will also positively impact on the BRREAM rating of the centre (a BREEAM excellent rating will be required should the centre be looking to attract Welsh Assembly Government funding). For more information on the BREEAM refer to www.breeam.org.
10.7
Funding opportunities This section distinguishes between capital grant funding and revenue funding, to reflect the two areas requiring financial support. The business plan identifies £435,808 required for the construction of Option 1 or £503,000 for the construction of Option 2. When comparing the potential costs/income for the proposed scheme for the five year period, the following additional revenue funds are required for the operational stage of the centre: Year 1
Year 2
Year 3
Year 4
Year 5
£26,250
£24,195
£23,340
£22,050
£6,810
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10.7.1
Major Funding (Capital and Revenue) Heads of the Valleys Funding Programme Maximum Funding: Currently undetermined The Heads of the Valleys Programme is a 15 year regeneration strategy developed in full partnership with five local authorities, (Rhondda Cynon Taff, Merthyr Tydfil, Caerphilly, Blaenau-Gwent and Torfaen), and other local stakeholders to tackle the root causes of economic inactivity and other key issues in the area within the context of the Wales Spatial Plan. The aim is that the Heads of the Valleys will become a rich, dynamic network of communities helping to drive the success of south east Wales. Through working in partnership, the Welsh Assembly Government, local authorities, the UK Government and voluntary and private sectors can make a real difference to the Heads of the Valleys area. The programme’s priority themes have already been detailed in Appendix A and the potential to draw funding from this programme is in recognition of the fact that the components of the CALON centre strongly reflect these themes. Currently the emphasis within the Heads of the Valleys area is on tourism and leisure. As of April 2009, funding within the programme will be channelled through the H.A.R.P.S (Holistic Area Regeneration Plan).
Convergence Funding, Welsh European Funding Office Maximum Funding: Undisclosed The West Wales and the Valleys region has been awarded the highest level of support (£1.4 billion), known as Convergence, from the European Union for the new European Structural Funds programming round 2007– 2013. Convergence is the successor to the Objective 1 programme 2000–2006, and geographically includes BGCBC, one of 15 Local Authorities within the region. The Convergence programmes for West Wales and the Valleys comprise funding from two separate European Structural Funds: the European Regional Development Fund (ERDF) and the European Social Fund (ESF). Around £856 million of ERDF funds will be channelled through the Welsh Assembly Government to help progress the region’s transformation into a sustainable and competitive economy by investing in the knowledge economy and helping new and existing businesses to grow. It will also focus on regenerating Wales’ most deprived communities, tackling climate change and improving transport. Some £570 million from the ESF will be used to tackle economic inactivity, increase skills and employment. Together, the funds will total more than £1.4 billion of Convergence spending, which combined with match funding, will drive a total investment of £3.2 billion in the West Wales and the Valleys region.
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ESF Convergence Operational Programme The ESF Convergence Operational Programme has identified 5 main priorities and these are: Priority 1 – Supplying young people with the skills needed for learning and future employment Priority 2 – Increasing employment and tackling economic inactivity Priority 3 – Improving skill levels and adaptability of the workforce Priority 4 – Improving public services - Making the Connections Priority 5 – Technical assistance ERDF Convergence Operational Programme The ERDF Convergence Operational Programme has identified 6 main priorities and these are: Priority 1 – Building the knowledge based economy Priority 2 – Improving Business Competitiveness Priority 3 – Developing strategic Infrastructure for a modern economy Priority 4 – Creating an attractive business environment Priority 5 – Building Sustainable Communities Priority 6 – Technical assistance
10.7.2
Capital Funding There are a number of potential sources of funding, however, it must be appreciated that there is strong competition for grant funding and various criteria needs to be met in order to be eligible for grant assistance. It must also be appreciated that there is a difference between eligibility for grant and a successful application. Therefore, any funding strategy must contain options in order to respond to decisions from funding bodies as well as funding opportunities for the private sector.
Forgotten Landscapes, Heritage Lottery Funding Maximum Grant: At present unknown, but a proportion of a £2 million funding package for the defined Forgotten Landscapes Area Whilst the Forgotten Landscapes project has already received £50,000 from Heritage Lottery Funding Wales amongst other pan-Wales organisations to develop the project, a full application for Heritage Lottery Funding includes the submission of an Education and Training Plan, Landscape Strategy and Audience Development and Access Plan. If the application for full Heritage Lottery funding is successful, there is significant potential to draw funds through Forgotten Landscapes to be used in the development of the CALON project. Consultation with Steven Rodgers of Torfaen County Borough Council, the figurehead for the Forgotten Landscapes project has already affirmed this (detailed in Appendix A) Page 63 A Business Feasibility Study for CALON Cwmtillery
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Welsh Assembly Government Maximum Grant: £300,000 The Welsh Assembly Government’s Community Facilities and Activities Programme is a grant scheme aimed at providing help to communities and volunteer groups in providing facilities and carrying out activities to promote community regeneration. The programme is intended as a source of funding which can be drawn upon to fill gaps in finances once other sources of support have been exploited. As such a grant from the Programme might help complement any convergence funding or grants from other sources. It is however important to note that from 13th October 2004 when the Welsh Assembly Government published its Action Plan in support of its Sustainable Development Scheme, it committed to specifying in all contracts for new or refurbished public buildings procured by or for the Welsh Assembly Government, that the design achieves as a minimum the BREEAM ‘very good’ standard or equivalent and the BREEAM ‘excellent’ standard wherever possible.
Community Chest, Sports Council for Wales Maximum Grant: £1,000 in any 12 month period The main purpose of the scheme is to support good projects which will create new or improved sport and physical activity opportunities. The scheme is intended to support activities which: • Encourage more people to become more physically active more often. • Encourage volunteers and community champions by developing new sport and physical activity leaders, sports coaches and officials. Organisations can apply, provided they have a bank or building society account in the name of the organisation.
Minor Grants, Sports Council for Wales Maximum Grant: £10,000 Minor grants provide funding for projects that create new, additional or improved opportunities to play sport. The scheme is used widely by the Council to encourage individuals, families and communities to become more active. Grants from £750 - £10,000 can be awarded. However, the total project cost cannot exceed £12,500 and therefore any application for funding will have to relate to a subsidiary project to contribute to the proposed CALON centre.
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The Landfill Communities Fund (LCF), Silent Valley Waste ENTRUST Maximum Funding: Currently undetermined This innovative tax credit scheme enables operators of landfill sites to contribute money to enrolled Environmental Bodies (EBs) to carry out projects that meet environmental objects contained in the Landfill Tax Regulations. The government saw the LCF as a way for Landfill Operators (LOs) and EBs to work in partnership, to create significant environmental benefits and jobs and to undertake projects which improve the lives of communities living near landfill sites. LOs can contribute up to 6.6% of their landfill tax liability to EBs, and reclaim 90% of this contribution as a tax credit. They may bear the remaining 10% themselves, or else an independent third party can make up this 10% difference to the LO. If CALON does not wish to register as an ‘EB’ the alternative is to use the Distributive Environmental Body (DEB) ‘Silent Valley Waste’. This organisation helps others to access landfill tax credits and not all require those they help to become EBs themselves. Some act as agents for groups with compliant projects. It is usually best to approach DEBs first, then LOs. If CALON wishes to approach the local LO, it will need to register with ENTRUST beforehand, but discussion with a representative of Silent Valley Waste does indicate an awareness of the community proposals within Cwmtillery.
Coalfields Regeneration Trust Maximum Funding: £100,000 The Coalfields Regeneration Trust is an independent grant-making organisation. The organisation supports projects that fit into one of three identified themes, either ‘Access to Employment’; ‘Health and Well-being’; and ‘Education and Skills’. The organisation also considers projects that will make a significant regional or national contribution to eligible coalfield areas. As stated on the Trust’s webpage: “The Trust is always interested in working with partners to deliver projects and programmes that will contribute to the regeneration of coalfields communities.”
Low Carbon Buildings Programme, Department for Business Enterprise and Regulatory Reform Maximum Funding: 50% of the total costs of Micro-renewables From 1st April 2008, organisations can apply for 50% of the cost for installing approved micro-generation technologies.
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Grants for the installation of micro-generation technologies are available to public sector buildings (including schools, hospitals, housing associations and local authorities) and charitable bodies. Applications are currently being accepted and it is anticipated that funds will be committed through to mid-2009 but this will depend on the actual rate of applications. Once applications are approved, claimants will be given details of the latest date grants can be claimed.
10.7.3
Revenue Funding Urban Development Fund, Welsh European Funding Office Maximum Funding: Undisclosed The Welsh Assembly Government has announced plans to create a multimillion pound urban development fund (UDF) – one of the first of its kind in Europe – under the European Commission’s JESSICA programme. The fund, which could be operating by 2010, would be jointly financed by the European Regional Development Fund and a combination of public and private finance, and would invest in a range of regeneration projects across Wales.
Peter Harrison Foundation: Maximum Funding: Undisclosed The Foundation’s Opportunities through Sport Programme accepts applications from projects which provide opportunities for people who are disabled or otherwise disadvantaged to fulfil their potential and to develop other personal and life skills. This Programme is a nationwide one and applications are accepted from charities throughout the United Kingdom. Grants are often ‘one off’ grants for capital projects but the Foundation also considers revenue funding for a new project or if funding is key to the continuing success or survival of an established project.
10.8
Funding Package The funding package for delivering this project should be developed alongside the commissioning of the detailed design of the proposed centre. Clearly a significant number of funding sources may available and this includes the potential to draw match funding through the Welsh Assembly Government, Blaenau Gwent County Borough Council and the Sports Council for Wales. The potential to incorporate all of the identified components of the CALON project is strongly dependent on drawing adequate funding, thus a clear achievable funding package will need to be in place before the project progresses further. Page 66
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11
Conclusions and the Next Stage It is clear that the proposed CALON Centre and associated infrastructure which includes the potential phased development of mountain biking trails, presents a significant opportunity for enhancing the lifestyles of the local community and in the medium to long term provide an attraction from which visitors from a wider region can base themselves for recreational and educational purposes. The outline business plan and preceding sections of this report have shown that consideration of the Preferred Option – developing a centre focused on the themes of outdoor activities and education are consistent with the objectives of a variety of different organisations active within the area, consistent with the growing recreational interests of the local community and aligned to a significant number of potential funding streams which may be available to fund the project through to completion. In exploring both the extension/refurbishment of the existing Jim Owen Pavilion and alternatively the full demolition/new build of a proposed facility it is clear that the potential to develop a distinctive landmark building which incorporates the appropriate combination of eco-technologies and will enable the CALON Working Party to be more selective in the layout of the building, far outweighs the additional capital costs of construction. In order for the CALON Centre to be achieved, the following tasks will need to be considered:
The approval in principle by the members of the CALON Working Party of this feasibility report as identifying a way forward
The presentation of the report to the Local Authority for support in principle
Arrange meeting with various funding organisations to report ideas, progress etc
Submit grant applications
Enter into preliminary discussions with potential building users about space in the building
Undertake a detailed design of the building to include all identified uses.
Submit a planning application with all necessary accompanying documents to approve construction of the facility.
Provide feedback to the local community via the community website and Communities First Newsletter.
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Appendix A Strategic Drivers
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The Wales Spatial Plan, Welsh Assembly Government, 2004 The Wales Spatial Plan was approved in November 2004 and although is currently undergoing a review, currently forms one of the high level strategic guidance building blocks for the Welsh Assembly Government alongside ‘Wales: A Better Country’ and the ‘Sustainable Development Scheme’ and Action Plan. The Plan is intended to set the context for local and community planning. The Spatial Plan divides Wales into six areas, each of which has been given its own distinctive vision and actions to assist with the delivery of the national objectives. Blaenau Gwent falls within the South East area – ‘The Capital Network’, for which the Vision is: ‘An innovative skilled area offering a high quality of life – international, yet distinctively Welsh. It will compete internationally by increasing its global visibility through stronger links between the Valleys and the coast and with the UK and Europe, helping to spread prosperity within the area and benefiting other parts of Wales.’ Of particular relevance to this study is the propositions for the area including strengthening the Valley as desirable places to live, work and visit, combining a wider mix of types of housing and good access to jobs and services, in distinctive communities set in an attractive environment, and recognising the potential of the tourism and leisure sector to contribute to the area’s economy – including heritage, culture, events and countryside based activities and destinations.
The Wales Spatial Plan Update, Consultation Draft, 2008 Public consultation on the Wales Spatial Plan Update 2008: People Places Futures ran for 12 weeks between 31st January to 24th April 2008. The document sets a vision for how each part of Wales should develop economically, socially and environmentally over the next 20 years and will guide the way the Welsh Assembly Government spends its money over the coming years. The draft update maintains the themes identified within the original document but the following key points have been included for the Capital Region Network: Sustainable Communities: Spreading the prosperity from the two major centres - Cardiff and Newport across the region. Whilst improvements in infrastructure have been directed to the identified Key Settlements in the region, the nearest of which are Ebbw Vale, Pontypool and Abergavenny, the Plan importantly refers to these as ‘preferred’ locations for infrastructure improvements. Sustainable Accessibility: The overall priority is to make better use of the area’s existing transport infrastructure to deliver more sustainable access to jobs and service. This includes the identification of safe cycling routes for commuters and communities.
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Sustainable Economy: Includes the key priority to up-skill those both in and out of work including basic skills, and to create jobs in creative industries, and renewable energies. Valuing our Environment: The priorities under this theme include both the need to sustain and develop places that are safe for people to walk and cycle, reduce crime, and the need to get the best of the close proximity of the area to stunning countryside. Respecting Distinctiveness: Including conserving and celebrating the area’s heritage, history, archaeology and development in terms of sites, buildings and people. Also, continued support for conserving the arts/creative industries and sport.
Achieving our Potential, Mid Term Review, Visit Wales, 2006 A mid-term review of the National Tourism Strategy ‘Achieving Our Potential’ was produced by Visit Wales and extends the period covered by the Strategy from 2010 to 2013. The review stresses the importance of tourism spending to the rising economic prosperity experienced in Wales in recent years. The midterm review modified the original vision to: ‘A customer responsive, innovative, sustainable and profitable industry which makes an increasing contribution to the economic, social, cultural and environmental well-being of Wales’. Five strategic challenges have been identified for tourism in Wales, namely:
Branding Quality of accommodation and attractions Accessibility Improvements in skill levels Partnership.
Climbing Higher, Welsh Assembly Government, 2004 This is the Welsh Assembly Government’s 20 year strategy for sport and physical activity, setting out its strategic direction in Wales for the next twenty years. The purpose of this strategy, which complements other Welsh Assembly Government actions and policies, is that within 20 years sport and physical activity will be at the heart of Welsh life and at the heart of Government policy. This strategy includes the following priorities considered of relevance to this study: •
Wales needs to be more physically active in order to be a healthier nation
•
Wales needs to maximise the synergy between sport, physical activity and the natural environment
•
Wales needs more physically active communities. Page 70
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Turning Heads: A Strategy for the Heads of the Valleys 2020 Cwmtillery is located within the area of South Wales known as the ‘Heads of the Valleys’. The Heads of the Valleys is the corridor that follows the A465 and spans five Local Authorities covering all of Blaenau Gwent and Merthyr Tydfil and parts of Rhondda Cynon Taff, Caerphilly and Torfaen. The Heads of the Valleys Programme is a 15 year regeneration strategy developed in full partnership with the five local authorities. The programme aims to tackle the root causes of economic inactivity and other key issues in the area within the context of the Wales Spatial Plan. The programme uses special funding from the Welsh Assembly Government of £140 million, and will seek to maximize the benefits arising from all forms of public sector expenditure, estimated at £1billion per year, and lever in at least £360million of private sector investment. The strategy has at its heart a vision that by 2020 the Heads of the Valleys will be: •
a culturally rich, dynamic network of vibrant and safe communities;
•
a place where people want to live, work and play with a sustainable, high quality of life and a thriving population;
•
helping to drive the success of South East Wales as an internationally recognised Capital Region. The strategy identifies key issues and opportunities that are reflective and relevant to those found in Cwmtillery. These include the following: Issues
Opportunities
•
high levels of economic inactivity
•
•
low educational attainment and skills levels
positive developments in the South East Wales labour market
•
continued major public investment
•
low quality of jobs and opportunities
•
•
a high incidence of long term health problems
planned large scale renewal of public sector/social housing
•
vast areas of accessible countryside within a rich historic and built environment
•
strong communities
•
a robust national and local policy context.
•
an unfavourable image
•
deprivation, a lack of quality housing and poorly equipped town centres
•
limited transport and telecommunications links in some areas
•
poor maintenance and management of key natural and historic assets.
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1.
An attractive and well-used natural, historic and built environment
2.
A vibrant economic landscape offering new opportunities
3.
A well-educated, skilled and healthier population
4.
An appealing and coherent tourism and leisure experience
5.
Public confidence in a shared bright future
Valleys Regional Park Strategy, Working Draft, July 2007 The Valleys Regional Park concept has been developed by the Greening the Valleys Partnership and a wider stakeholder group of statutory and non statutory organisations. The Valleys Regional Park vision is of a high quality, sustainable network of greenspace offering outstanding recreational opportunities which will change the image and perception of the Valleys for ever, improve the quality of life, health and well being for local people, generate pride in their area, create an environment that stimulates inward investment and becomes an attractive destination for visitors. The project aims to improve the attractiveness, quality and sustainability of sites, routes and gateways to encourage access and increase the use of our key assets whilst improving our tourism offer for day visitors and tourists. Ultimately, the positive change to the natural landscape of the Valleys that the Park will bring about will help to engender a more positive attitude amongst those living in the area and for those moving into the area to live and work.
Valleys Regional Park Action Plan 2008-2013, Consultation Draft A key theme within the emerging Action Plan is a commitment to improve Access and Recreation within the Valleys Regional Park area. This includes the promotion of Outdoor Pursuits including a Feasibility Study to be commissioned and led by the Countryside Council for Wales. Access and Recreation also includes the development of Loops and Links and specifically Mountain Biking Trails. This refers to the need for an improved coordination of the mountain bike experience including transport to facilities, on site facilities and marketing. Other Loops and Links commitments include the provision of walking trails, a long distance horse riding and walking trail and the development of local cycling trails. Also within the theme of Access and Recreation is the development of fishing initiatives aimed at delivering infrastructure improvements and the establishment of community fisheries. Finally, also within the Access and Recreation theme, a commitment to improve the connectivity of the Valleys Regional Park area through additional bus services, further cycling provision, general improvements in tourism information provision.
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At the local authority level, the action plan recognises the CALON initiative as one of a collection of community initiatives taking place within the Ebbw Fach valley.
Abertillery: Regeneration Strategy, Powell Dobson Urbanists, November 2006 This document recognises that whilst there are many attractive and unique assets within Abertillery Town Centre, including many fine buildings, a unique landscape setting, a ‘planned’ townscape and some committed local businesses, there is a lot of change required. Whilst the strategy concerns itself primarily with Abertillery Town Centre there are also implications for outlying settlements such as Cwmtillery in terms of Abertillery’s connectivity with the wider natural environment. Some of the identified issues considered relevant to this study are the town’s limited regional connectivity, a higher than average level of vacant units and a lack of youth entertainment. Other related issues include low wage levels and local skills shortage, and the variable quality and gaps in the leisure offer (including little family or youth focused commercial facilities). The strategy developed a list of strategic objectives considered essential to tackling such issues and realising the future ambition of the town. Those relevant to this study are: •
the need to enable community facilities and employment uses to contribute towards the town’s vitality;
•
to improve links to the countryside to enable people to use these environments rather than being a passive background to the town;
•
to work with young people to improve and develop youth activities and business opportunities in the town centre; and
•
to develop Abertillery’s strategic transport linkages within the wider Cardiff and Newport City Region,
The strategy identifies a number of specific projects committed to delivering these objectives, the most relevant of which are identified as follows: Commissioning an Activity Sports Feasibility Study: Making the most of the surrounding landscape through developing the area as a hub for Activity Sports and in particular Mountain Biking. This project represents the foundations for the development of this Feasibility Study. A dedicated rail link: recommendations to enhance the strategic linkages between Abertillery and the wider region, either by a rail extension or bus services linking to the nearest stations such as Ebbw Vale or Pontypool. This has already in part been established with a bus link to Llanhilleth.
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A youth services review: working directly with young people, perhaps through Communities First and Youthworks to develop a new base for young people in the town and staff required to supervise it. Annual Events Programme: A well organised programme of events to help to bind local traders and other community stakeholders together, and a component of this could be activity sports. The Foundry Valley: Identified as longer-term, more aspirational project proposing the location of facilities and services which link youth activities with businesses specialising in the creative industries and media. This could provide the focus for a range of programmes, some of which could benefit from the adjacent natural landscape. Marketing Strategy: Using a partnership approach to develop a marketing strategy for the town to help build the elements of this strategy onto the next level, focusing not only on retailing in the town centre but also the quality of life and high quality leisure pursuits.
Blaenau Gwent Unitary Development Plan (1996-2011) The Blaenau Gwent Unitary Development Plan was adopted on 6th July 2006. The Unitary Development Plan (UDP) sets out the Council's policies and proposals for the development and use of land, up until 2011 in line with legislative requirements and provides a framework for the regeneration of the area. The Unitary Development Plan aims to seek to enhance the quality of life for the people of Blaenau Gwent. The Plan strongly reflects the principle of sustainable development ensuring that economic development and regeneration takes place in ways and locations that do not compromise the future needs of others. Of particular relevance to the development of this study are: Policy R1 in relation to recreation and tourism refers to proposals for the development of new recreational facilities, needs to take into account the following: •
The need to be accessible to all sectors of the community.
•
The need to develop the recreational potential of the network of reclaimed land that has benefited from previous environmental improvement.
Policy R5 (B) refers to specifically the area surrounding and south of the Jim Owen Pavilion and identified as an outdoor recreational facility. Any loss of outdoor recreation will only be permitted where the facilities can be shown not to be need or equivalent replacement facilities provided. Policy E1 addresses the strategic employment needs of Blaenau Gwent through aims which include favouring sustainable tourism opportunities and the diversification of the rural economy.
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Policy EN24 refers to the need to protect woodland and trees surrounding Cwmtillery and the importance of retaining or managing as appropriate, and any development which would unacceptably damage or involve loss of the indigenous broadleaved woodlands will not be permitted. Identified areas include: •
West of Cwmtillery Reservoir
•
Llannerch Padern East, Cwmtillery
•
Llannerch Padern West, Cwmtillery
•
East of Gwastod Farm, Cwmtillery
•
East of Gwastod Terrace, Cwmtillery
Policy EG1 in relation to energy, states that the Council will permit proposals which demonstrate greater efficiency in the layout and design of development, materials used and the use of non-fossil fuel and recovered sources of energy.
Blaenau Gwent Local Development Plan Preparation of the County Borough Council’s Local Development Plan is currently underway in accordance with the Planning and Compulsory Purchase Act 2004. This will set out the Council's objectives and priorities for the development and use of land in Blaenau Gwent for the period 20062021. This new Plan will be prepared in partnership with the local community and will focus on promoting the principles of sustainable development. According to the timetable released for the LDP process, the plan is to be formally adopted in August 2011 but is currently at the predeposit participation stage with pre-deposit public consultation due to commence in September 2008.
Blaenau Gwent Community Plan 2005-2009 The Community Plan aims to develop partnership working to meet community needs and ambitions, ensuring Blaenau Gwent is a better place to live, work and visit. The Plan identifies key action areas through which to deliver their vision and continue making improvements. Relevant to this study, is the plan’s aim to achieve greater opportunities for participation and involvement in cultural activities, sport, recreation and active living in the natural environment. In relation to enhancing culture and sport in the community, the plan aims to increase opportunities for participation and involvement, celebrating the rich and attractive natural and built environment.
‘Routes to the Future’: Rights of Way Improvement Plan 20072017, BGCBC This document, produced to meet the requirements of the Countryside and Rights of Way Act 2000 (CROW), includes an assessment of the extent to Page 75 A Business Feasibility Study for CALON Cwmtillery
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which local rights of way meet the present and likely future needs of the public. The plan observes BGCBC as a distinctive County Borough largely shaped by a long history of natural and human activity. Its magnificent upland countryside and the network of small farms contain a wealth of natural, archaeological and historical heritage that can be accessed by visitors and locals alike. The challenge identified for the plan is bringing this access to life and connecting people with the countryside. In terms of specific activities, the plan highlights the following issues requiring attention: For Walkers: Whilst a strong provision of walking routes exists, there is a backlog of maintenance works. The most common factors for making routes unusable are: •
Overgrown vegetation
•
Feeling unsafe
•
Lack of knowledge about path’s locations
•
Lack of signposting/waymarking
•
Lack of a firm surface
For Horse Riders: The bridleway provision is fragmented and concentrated in certain communities. The most prominent issues for horse riders include: •
Existing bridleways are fragmented and a lack of potential circular routes.
•
Riders are unsure of the designation of paths, leading to more erosion and conflict between users
•
Overgrown vegetation and boulders blocking routes
For Cyclists: There are currently 12 km of designated cycle routes aside from access to other public rights of way. The Plan does make reference to the potential of development a Valley wide mountain biking route, although consultation with the Service Manager for BGCBC has indicated this has not progressed beyond the conceptual stage. The most common issues for cyclists identified include: •
Lack of waymaking
•
Conflicts with motorcyclist/scramblers (environmental and safety)
•
The need for a range of route distance options forming a well-marked network. (Six to seven miles is seen as a good average distance).
•
Lack of knowledge on the availability of existing routes.
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The Action Plan includes the following action proposals considered relevant to this feasibility study. Action Proposal 17: Establish a horse-riding task and finish group to decide on locations for a minimum of three riding circuits. Action Proposal 18: Establish a cycling task and finish group to decide on locations for a minimum of three cycling circuits. There will also be a need to create links by agreement to establish the cycling circuits. Action Proposal 20: Work with the cycling officer council of BGCBC and others, such as Sustrans to ensure that new cycle routes can accommodate disabled users and horse riders where applicable.
Cwmtillery Lakes Management Plan, May 2008 The plan includes actions and projects to: •
Encourage a variety of wildlife to the site;
•
extend and improve site habitats; and
•
increase the recreational value of the lake for a variety of user groups.
In addition, the Cwmtillery Lakes site has been identified as a candidate Site of Importance for Nature Conservation (cSINC) and a candidate Local Nature Reserve (cLNR). Designation as a SINC will afford the site some (non-statutory) protection against development that could harm plants or animals on the site or destroy their habitats. LNR status would give statutory protection against harmful developments and raise the profile of the site outside the local area. The Management Plan has compartmentalised the Cwmtillery Lake area and identified a series of management considerations and management aims. These broadly include the need to manage visitor movement around the lower lake, minimise impact on identified habitats, additional facilities to develop the potential for environmental education, and associated infrastructure to enhance visitor enjoyment.
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Appendix B Consultation Descriptions
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Public Sector Keith Rogers, Public Rights of Way, Blaenau Gwent County Borough Council Consultation with Keith Rogers (Public Rights of Way Officer, BGCBC) was necessary to consider the relationship between the existing Rights of Way network and any potential additional activities proposed for the area. It is clear that BGCBC is very supportive of proposals to enhance the use of the open countryside for outdoor activities. Significantly, the opportunity exists to use existing public footpaths for mountain biking. Whilst this is uncharacteristic of the majority of local authorities in the United Kingdom, BGCBC is of the opinion that the existing network could accommodate mountain bikers as the existing paths are not being fully utilised. Keith Rogers expressed an interest in creating linkages with the local sustrans cycle route passing through the southern section of Abertillery past the main supermarket, and in terms of general route linkages, suggested the development of designated activity trails could be included on BGCBC’s online PRoW map. The most popular of the existing trails within the vicinity of Cwmtillery is the route between Cwmtillery and Blaenavon. Conflicts do however exist between walker, cyclists and offroad motorbikes. Maintenance of the existing PRoW is a significant cost to BGCBC and it is important to consider the potential additional maintenance costs from developing cycle trails and walking tracks as part of the CALON project. Maintenance work is currently undertaken by an Access Management Team as one of BGCBC’s Intermediate Labour Market Programmes. The proposed new facility represents a potential training opportunity as the likely increase in the demand for maintenance works has the potential to increase the demand for participants in the ILM programme from Cwmtillery and the surrounding area. Lynn Phillips, Head of Leisure Services, BGCBC Discussions with Lynn Phillips, Head of Leisure Services were intended to provide a strategic overview of the leisure and recreational demands within the county borough and as the existing managers of the Jim Owen Pavilion, establish any potential future role in the proposed new facility. Currently Leisure Services manage the Jim Owen Pavilion and lower lake. It is the opinion of the Department that these are valued community resources and any redevelopment of the Pavilion must fully appreciate the demands of the local community to ensure it is a self-sustaining, fully utilised development. The Department specifically requested that the focus of this study should not be on the need for a new building per se but rather to ask the question ‘who are the people or groups realistically going to use the area and therefore what is the function and nature of the building which will suit that purpose?’.
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Consultation with Leisure Services has revealed the need to incorporate a variety of different activities, to include potentially walking, angling, canoeing/windsurfing (although this would require the use of Cwmtillery Reservoir under the management of Welsh Water). Both the proximity of the Brecon Beacons National Park and Blaenavon World Heritage Site were mentioned as being important regional attractions with which Cwmtillery should look to develop linkages. Similarly, Bryn Bach Park, which lies at the hub of a network of Sustrans trails was also mentioned as being strategically important and with the potential to link with Cwmtillery. Leisure Services also emphasised the importance of accommodating people with disabilities in the development, enabling equal opportunities for utilising the activities. Les Moreton, Adults with Disabilities, Social Services, BGCBC A meeting was held with the ‘Adults with Disabilities’ Department of Social Services following initial consultation which identified the limited physical resources for this department within BGCBC. The Department advised that it is constantly in need of employment programmes for people with disabilities. There are not enough employers within BGCBC offering the possibility of work and training for people with disabilities; social partnerships. Currently, and at a significant cost to BGCBC, the Department has to outsource a number of these social partnerships. The Department has suggested a number of potential initiatives which reflect the types of social partnerships in demand locally. These include the following development projects: Development projects
Description
Resource Unit
Community-owned business offering café and catering services for events and conferences
Lakeside Project
Craft/training workshop, tourist information point and meeting rooms
Adventure Club
Specialising with people with disabilities
Community Farm
Encourage local farms to diversify to increase community participation in farming activities and development into an attraction with a significant community element.
Source: Blaenau Gwent Social Services, August 2006 Consultation did identify the priority for disabled people within BGCBC was to ensure full integration into everyday community activities through the BGCBC’s inclusion policy. This includes the development of an integrated transport policy. Cwmtillery is regarded as a useful focal point for encouraging such integration due to a high proportion of people with disabilities resident in the community. The most common of these is Page 80 A Business Feasibility Study for CALON Cwmtillery
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mental illness but also physical disabilities – often injuries from mining or steel labouring. The following figure has already been detailed in Section 3.2 and shows the disproportionate concentration of people with disabilities who are currently economically inactive, residing in Cwmtillery:
Total Claimants Great Britain
Incapacity Benefits Job Seekers
Blaenau Gw ent
Carers Cw mtillery
0%
Disabled 10%
20%
30%
40%
Figure 5.1: Disability and economic activity in Blaenau Gwent (Source: www.nomis.co.uk)
Discussing the requirements of a proposed new facility, there is demand for daily use of a function room for approximately four hours (two hours in the morning and two in the afternoon). The expectation is that the facility would provide placement opportunities for people with disabilities and the suggestion is to run a rotation system between potential tasks, for example, café functioning, external maintenance, reception, and workshop, depending on the building’s functions. In return for the voluntary labour supplied by social services, the centre would run a structured training programme within these roles with the potential to offer achievable goals such as recognised qualifications in vocational skills for participants. It was also mentioned that this form of partnership approach to the function of the CALON project may be of interest in its potential to draw additional funding streams towards the functioning of such a centre. Gwyn Smith (Area Manager) and Sandra Booth (Project Officer), Sustrans Discussions were held with Sustrans to establish the existing and future development of the cycle route network and the potential to improve the cycling connectivity in Cwmtillery. Sustrans were very supportive of the idea of promoting Cwmtillery for cycling. Parc Bryn Bach was mentioned as an established and growing hub for the cycle network, however Cwmtillery, has the potential to complement Parc Bryn Bach in this role. Sustrans has recently submitted a bid for Welsh Assembly Government funding to develop the ‘Valleys Cycle Network’. The vision for this is the provide ‘a network of walking and cycling routes across the South Wales Page 81 A Business Feasibility Study for CALON Cwmtillery
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Valleys’ as a way to stimulate economic regeneration, provide a practical way of addressing the challenge of climate change and increase the health and well being of communities. The project recognises that whilst there are already 410 kilometres of existing National Cycle Routes within the Valleys, there is potential for 401 kilometres of additional walking and cycle paths to be developed through this project. The proposed plan for the Valleys Cycle Network has been included in Appendix C. Whilst this is does not indicate approved trails, it nevertheless shows the aspirations of Sustrans for the Cwmtillery area. Most significantly, the existing proposals do not appear to complete the linkage trail between Abertillery and Blaenavon (BG19), BG18 is of strategic significance and reflects an identified shortage of east-west linking trails, and BG11 (including BG04) which is the extension of the South Griffin Cycle Route south of Abertillery to Aberbeeg and also the completion of missing sections through Blaina and south Abertillery. Increased access for the communities of Abertillery, Aberbeeg, Brynmawr, Nantyglo and Blaina and a complete north south route from Brynmawr to Aberbeeg would be in place if this scheme were to be implemented. South of Tesco in Abertillery this route is on a protected alignment for the future extension to Ebbw Valley Railway (Abertillery link). Sustrans is also currently working on projects in the wider area aimed at encouraging local communities to use bikes and promote healthier living. Those considered most relevant to this study are detailed as follows in Table 5.1. County
Project Name
Project Description
BGCBC
Ebbw Vale and District Development Trust
Mountain biking - partnership project with the Princes Trust running a social enterprise, aiming to run activities for local people as well as generate income from tourists.
Tredegar Development Trust
Mountain biking, mostly youth focussed project running activities in the local community
The Blaenafon Cheddar Company
Accessible bikes for the disabled, plus around 20 hybrid and mountain bikes. Mixture of local and tourist use planned. Base near Big Pit
Torfaen CBC
Table 5.1: Community Projects (Sustrans) Whilst the redevelopment of the Jim Owen Pavilion could have initiated an additional community cycling project to be run in Cwmtillery, the existing funding stream, received from the Sports Council for Wales, Community Development Trust and YMCA, is soon to be terminated. The emphasis for additional funding streams will be more development focussed, moving away from set established funding streams and allocated money pots, and greater consideration for individual funding applications. Consultation with Sustrans also indicated a shortage in the number of qualified instructors for mountain biking, and the opportunity for any new centre to offer training as a Scottish Mountain Bike Leader – the national Page 82 A Business Feasibility Study for CALON Cwmtillery
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standard for Mountain Biking Instructorship across the United Kingdom, but also the Welsh Mountain Bike Leader Award: MIAS. Berry Coffman, Valleys Regional Park Co-ordinator, Groundwork The Valleys Regional Park concept was first developed in recognition of the 14 local authorities in the South Wales Valleys facing common challenges such as social exclusion and negative perceptions, but also containing similar assets such as industrial heritage and a high quality natural environment. Whilst the Valleys Regional Park Strategy (mentioned in Appendix A) reflects a focus for promoting the natural countryside as a key component of the park concept, this theme is retained and integrated with other common issues such as tourism and sustainability within a deliverable action plan to include the following issues:
Improved planning and decision making
Narrowing the gap between community aspirations and Local Authorities
Ensuring key funders for delivery
Improving the quality of identified assets and infrastructure
Deborah Beeson, Biodiversity Officer, BGCBC The Biodiversity Officer of BGCBC is currently in the process of identifying 10 Local Nature Reserves. The area to the north of the Jim Owen pavilion surrounding Cwmtillery’s lower lake has been identified as one of these. In order for this to be established, a Management Plan been developed and completed in May 2008 (See Appendix A) Designating this area as a Local Nature Reserve is considered important to enhance the recreational value of the site put in place effective management procedures, improved signage, interpretation as well as trails and fishing platforms, and encourage the local community to get involved in the maintenance and use of the area. Consideration is currently being given to the appointment of a designated ranger as a way to provide focus for the initiative. Ian Jenkins, Regional Development Officer, Cycling Wales Consultation with Cycling Wales indicated that the organisation’s primary focus is on developing talented riders for progression into one of the Olympic disciplines. This means, aside from track events, a mass start and time trial road race and cross-country mountain biking race. Whilst Cycling Wales has not been involved in funding specific centres, nor have in place specific plans of this nature in future years, the organisation frequently endorses events that specifically develop athletes to these identified Olympic disciplines. This includes a strong focus on bringing youth participation into the sport. Page 83 A Business Feasibility Study for CALON Cwmtillery
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Were Cwmtillery able to use any proposed centre as a base for either road races or cross-country mountain biking races, Cycling Wales would be interested in endorsing these events. Currently, Cwm Carn holds a crosscounty mountain biking event, separate from the downhill time trials. However, it is not considered an ideal event location considering the large number of public access routes the mountain bike trail crosses over. PC Kevin Gullick, Cwmtillery Ward Neighbourhood Officer Discussions with the PC Kevin Gullick provided a greater contextual understanding of crime and disorder within the local community. In summary, Cwmtillery has one of the lowest crime rates in the whole of BGCBC and vandalism and drug use is considered to be minimal. In the past the area has had a problem with litter however PC Gullick considers this issue has largely been solved through improved management and placement of litter bins. Although in the past the Jim Owen Pavilion and surrounding area was poorly policed, the area is regularly patrolled and the majority of the local security concerns are perception based, largely fuelled by overdramatisations in National media. Consultation indicated a concern for activity provision for young people. Whilst there is a skate and bike park in Abertillery, there is a diminishing lack of green open space, with grassland being concreted over. This is similarly reflected in number of youth clubs in Cwmtillery, with only one based in St. Paul’s Church Hall. In Pen-y-Bont there is a very active scouts group which utilises much of the countryside across the region including residential weekends away. PC Gullick is very keen to integrate the demands of the scout group into the proposed new activity centre. Whilst they currently use Bryn Bach Park for such activities there is nothing locally to accommodate these potential user groups. Mandy Summers, Employment Routes to Work, Heads of the Valleys Consultation with employment routes to work was undertaken to establish the potential for developing local skills to suit the potential demands of such a facility. The focus of the Department is on providing those unemployed with the right skills set to become locally employable. This has traditionally being focused on five key sectors: Tourism, Construction, Health and Social Care, Local Authority, and Environmental Conservation. However, the Department will consider any potential application, provided there is a justified business need. Generally the Heads of the Valleys Fund would be able to fund an employees’ wages for a period between 3 and 11 months, (generally the period to get the required qualifications). In the context of a proposed new facility, there is the potential to ensure the facility employs local residents, and whilst the development is in its relative infancy, be partially funded by the Heads of the Valleys programme.
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Jeffrey Pride, Director, Heritage in Action (HERIAN) Consultation with Jeff Pride of HERIAN was undertaken to explore the potential for developing the relationship between heritage, the local community and potential outdoor activities. Central to the objectives of HERIAN is the involvement of local communities in order to develop local understanding of heritage and foster community led tourism development. Current projects include ‘Welcome to our Heritage’ which provides community tools and knowledge for sustainable tourism and the development of Heritage Information Kiosks – unmanned information points directing people to certain heritage sites. Future projects developed by HERIAN include developing the web version of the Heritage Information Kiosks, exploring the potential for using bluetooth technology to information visitors about local heritage sites and the trialling of transmitting heritage information through PDAs in Blaenavon. Consultation did indicate concern over encouraging visitors to the South Wales valleys when the quality of the tourism product varies considerably, there is a lack of supporting infrastructure and local communities have not been fully conditioned to enhance the visitor experience. These concerns reflect the focus for the HERIAN initiative but it is important to note that HERIAN is not a funding provider or a provider of physical infrastructure, rather a co-ordinator and facilitator for existing community organisations to develop local heritage opportunities.
Landowners David Blandford, Thomas Martyn Mining (Owner of Blaentillery Drift Mine) Consultation with Thomas Martyn Mining was held in relation to Blaentillery No. 2 Drift Mine, located North East of Cwmtillery and the old mining houses both of which were used in the BBC television series – Coalhouse. Whilst there has been a significant increase in visitor numbers to Blaenavon as a result of the series, the Drift Mine will never be developed into a visitor attraction; it is still a working mine and although the mine is due to close over the next two years, there are health and safety and management issues which would outweigh the potential attraction of the site. Idris Watkins, Roche Plant Limited, part of Headland Civil Engineering Initial discussion with Idris Watkins of formally Roche Plant Limited was undertaken to establish the potential for use of the West Bank – the formal Forestry Commission owned portion of land West of Cwmtillery. Whilst it was not considered appropriate at this stage to give an unqualified 'yes' to the land at West bank being used for mountain bike trails and additional activity trails, he did confirm that he would be happy to enter into discussions.
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He was very open and positive about the possibility, and happy to speak further even at this point if anyone needs to. Mark Langley, Regional Manager, Forestry Commission Wales Consultation with Mark Langley indicated that whilst forestry commission owned land has in the past been well used for dedicated mountain bike trails and other multi-use trails, there are increasing legal barriers to trail development. They have indicated there would be acceptable in principle to use - but confirm that there is an eight-week process to gain approval during which maintenance and legal liability issues for the finished trail and its defined purpose must be addressed. Fiona Jehu, Education and Environment Officer, Dwr Cymru Welsh Water Discussion was held with Fiona Jehu of Dwr Cymru to understand the existing and potential connectivity between Cwmtillery reservoir, associated facilities and the CALON project. Dwr Cymru is supportive of the plans to redevelop the Jim Owen Pavilion and sees potential in developing linkages with Cwmtillery Reservoir. Unfortunately the business is currently in the process of establishing a 25 year plan which will largely determine the strategic importance of the Cwmtillery Reservoir and associated treatment works. This is being published over the next couple of months and will influence the demands for the unsightly containers. Currently Dwr Cymru is in discussions with the biodiversity officer for Blaenau Gwent in looking to develop the area south of the reservoir, including Cwmtillery Lake as a local nature reserve. In the past, Dwr Cymru has used a biodiversity grant from BGCBC to undertake replanting in conjunction with Abertillery Comprehensive School and Usk Agricultural College. Angling is already a popular activity on the reservoir and is managed locally by the Abertillery Angling Association. The reservoir is not part of the ECAR group of reservoirs (acronym for Education Conservation, Access, and Recreation) owned by Dwr Cymru. The ECAR reservoirs have dedicated rangers responsible for running a variety of outdoor activities on the reservoir. Whilst there are not currently plans to include Cwmtillery Reservoir within this group, consultation indicated that the reservoir could be used for a variety of activities once liability agreements are established with local activity providers. These activities could not extend to swimming (and therefore could not be utilised as part of a triathlon) as draw off tunnels in reservoirs create subsurface currents preventing swimming at any time. The liability issues associated with the use of the reservoir also apply to the land to the south. In the past this has been used for local schools’ nature studies but because Dwr Cymru cannot keep a permanent member on site Page 86 A Business Feasibility Study for CALON Cwmtillery
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they do not want to be held responsible for any accidents which might occur. More recently the pond dipping platform in this area has been vandalised. However, Dwr Cymru did indicate willingness for this area to be managed by the local community. Consultation with United Utilities, responsible for the management of ECAR registered reservoirs, indicated that whilst a reservoir may be used for recreational purposes, it is the responsibility of Dwr Cymru to request that a reservoir becomes ECAR registered or alternatively that a local community should engage with Dwr Cymru to agree a leasing arrangement in which responsibility is devolved to the community group.
Potential Investors/Funders Natham Webb, Anytime Films (www.anytimefilms.com) A local video production and editing company ‘Anytime Films’ is currently located in Cwmtillery. The company is owned by Nathan Webb who employs one other full-time member of staff and uses a number of different freelance filmmakers dependent on the volume of work undertaken. It was established in 2005 and its services include creating promotional/marketing videos for private businesses, developing community messages or themes, and offering youth media workshops for local schools. The company has recently identified premises in Brynmawr as it looks to expand in the next couple of months however has a strong desire to keep the business in Cwmtillery, though there is no business unit space currently available. Consultation has also indicated an interest in locating within a building used for a variety of different activities as a potential avenue for additional film making opportunities for the other occupants. Interaction with potential users of the centre could also provide additional business opportunities. The premises required would be approximately a 20ft by 20ft office to provide enough space for two desks and 2 video production units to function non-stop. The company is clearly in full support of the vision for the CALON project and is looking to contribute to developing creative industries in the community. Kevin Halligan, and Lisa Corduffs, Top Service Holdings This private property investment company has already undertaken discussions with Communities First and a local mountain bike enthusiast Mike Snare, to discuss the potential of providing accommodation to complement the activities on offer within a proposed new facility. Whilst the company can see real potential in the area for attracting visitors, this does require a full commitment to providing accommodation to support them. As a private company their main concern ensuring profitability from their investment and neither the discussions already held nor their limited market research have convinced them this will be a profitable investment. One of the core components for their investment decisions is the assessment of Page 87 A Business Feasibility Study for CALON Cwmtillery
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risk. Neither investment in an individual nor Communities First have funding secured for a minimum lease period (generally 12 years). However, a potential partnership approach, for example with the Forestry Commission or perhaps the Welsh Assembly Government, could make investment more attractive. Consultation also suggested the potential involvement of the Youth Hostel Association (YHA) in the in the marketing of a new accommodation facility in the area. There is currently a UK-wide change in focus for the YHA, moving away from ownership of facilities and a greater emphasis placed on the marketing and management of buildings. Ian Luff, Drop Off Café, Glyncorrwg Ian Luff, owner of the Drop Off Café based within the new visitor centre at Glyncorrwg has expressed interest in becoming involved in establishing and running a café based in a proposed new facility as part of a franchise. One of the most appealing aspects of this project is the opportunity to become involved in the development of the centre at the blueprint stage and be able to apply the knowledge from daily discussions with mountain bikers using the café. Perhaps one of the greatest missed opportunities of Glyncorrwg is the failure to provide accommodation as part of the new visitor centre. Afan Argoed clearly has enough trails to amuse cyclists for much longer than a day’s excursion and there is insufficient accommodation available to accommodate the potential overnight visitors. Cwmtillery must therefore consider the potential for attracting the volume of tourist to a proposed new facility and ensure the provision of accommodation is incorporated accordingly. Chris Engel, Mark Price and Jane Lee, Regeneration Division, BGCBC The Council's Regeneration Department is supportive of proposals to look at alternative uses for the building and in developing a multi-functional experience, based on the recreational/tourism potential of the area. The location of the building and its accessibility to the surrounding countryside is seen as a major asset, though consultation indicated the importance in any development to maintain existing linkages with the local community. The lake is seen as a recreational resource to be utilised. The potential for a café resource is supported, though questions remain about its use as an educational resource by local schools. Development of the public rights of way network for cycling needs to consider the potential conflicts with ramblers and to note the current mis-use of footpaths and open land within the area from motorbikes. Ray Lloyd, Powerfish Consultation with Powerfish was undertaken to consider local efforts to harness hydroelectric power for Cwmtillery. ‘Powerfish’ was established by two local entrepreneurs as a co-operative formed in 2005 to focus on Page 88 A Business Feasibility Study for CALON Cwmtillery
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improving the quality of local waterways, improve fisheries tourism and harness the potential for Hydroelectricity. The project is at the conceptual stage and includes proposals for a series of waterwheels. Cwmtillery is considered by Powerfish to be part of a wider network of hydro-electric power sources. The group have very ambitious plans to create a large waterwheel at the northern end of Cwmtillery lower lake and a variety of potential associated visitor facilities including café, adventure playground and amphitheatre. Whilst these proposals form part of a concept which could be considered as part of the CALON project in isolation they are considered unfeasible. Steven Rogers, Project Planning Officer, Forgotten Landscapes Consultation with Steven Rogers was undertaken to explore the potential synergies between proposed project themes detailed within Forgotten Landscapes and the CALON project, but also the extension of the identified Forgotten Landscapes’ area to include Cwmtillery. The Forgotten Landscapes (FL) team have established five ‘Programme Areas’ detailed as follows: 1. The Landscape Made the People – the Influence of natural resources. 2. The People’s Story (Sense of Place) 3. Wildlife Today (Habitats and Species) 4. The People’s Story Today (Land Management) 5. Strategic Programme Management There are a number of identified projects under each programme and the following projects are considered most relevant to a proposed facility in Cwmtillery: Project 1.2: The Power of Water Improving local awareness of the role of water in an industrial context but also its more contemporary benefits for micro electricity generation. Project 5.1: Facilities and Services Improving facilities and information services and providing facilities aimed at target audiences. This includes visitor information and directional signage. Project 5.2: Physical Access Improvements Providing easy access for walkers, cyclists and horse riders including the provision of secondary gateways in undeveloped parts of the FL project area. Project 5.3: Education and Interpretation Increasing everyone’s awareness and understanding of the landscape by providing interpretational media, education resources and opportunities for increasing involvement.
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Project 5.4: Landscape Volunteering opportunities for hands-on involvement in the natural and built environment and the development of countryside events. The Forgotten Landscapes successful Heritage Lottery Project Planning Officer did strategic importance to the gateway site.
programmes are however dependent on a Funding application. Consultation with the indicate Cwmtillery was considered to be of Forgotten Landscapes area in its role as a
Potential End Users Jon Kivell, Parc Bryn Bach Mountain Biking Club Jon Kivell runs the only mountain bike club in BGCBC. Since its inception in October 2007 the club has grown to 20 members, and meets every week riding either from Parc Bryn Bach, or Nantyglo. The club currently has riders of all standards and uses 12 established routes. The club frequently rides in the Cwmtillery area, often from Parc Bryn Bach, and would be strongly in favour of developing a dedicated mountain bike centre. Whilst the mountain bike club takes advantage of the wider natural landscape, Parc Bryn Bach itself is also a well used and expanding multiactivity centre. Its facilities include a national cyclo-cross route, bmx ramp course, and time-trial road track, and plays host to some high profile events such as the National BMX Championships, and British Elite National Triathlon Championships. Plans to expand the centre include the development of a family focused circular single track. Parc Bryn Bach, due to the topography and additional activities available, caters primarily for the family market. It also has an established café run as a social partnership which complements the recreational opportunities available at the centre. Consultation with Jon did indicate a significant support for a complementary facility – Cwmtillery is regarded as far enough away not to be direct competition for further growth of Parc Bryn Bach but close enough to develop strategic linkages between the two. As Jon observed, it is possible to ride the whole route between Cwmtillery and Parc Bryn Bach off-road. Gordon Rowland, Secretary, Abertillery Wheelers Abertillery Wheelers currently has around 50 members of all ages and primarily focuses on road cycling but also has a significant mountain biking and cross-biking contingent. The club generally meet twice a week for a road ride and once a month for a mountain bike ride. Numbers for mountain biking vary considerably between 4 and about 15. The club did express an interest in using a facility which provided new riding experiences. Emphasis was placed on the importance of providing mountain biking trails in order to attract new riders to the area. Without purpose built trails the club would have no interest in the centre. Consultation showed some local cycling events that the club already participate, including the Welsh cyclocross league at Bryn Bach Park and Page 90 A Business Feasibility Study for CALON Cwmtillery
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also the junior cycle tour of Wales, which includes 4 stages in 3 days based in Nantyglo. Unfortunately club membership has experienced a decline in recent years and this was considered to be a result of an influx in young families to the area who have neither the time or interest in cycling. Lisa Brookes, Co-Owner, Mynydd Lodge Guest House The Mynydd Lodge Guest house is the only accommodation provider in the Abertillery and Cwmtillery area. It was opened in June 2000 and accommodates a variety of different guests, predominantly workers based temporarily in the locality. The proportion of tourists using the Guest House is much greater in the summer months, however consultation indicated that the guest house is full all year round. Whilst in the past there was an established network of accommodation in the locality that could be utilised in the event of the Guest House being full, this no longer exists and the nearest available is the Park Hotel and the Baileys Arms in Cwm, approximately 6 kilometres away. More recently, the new Travel Lodge in Ebbw Vale provides for the bulk of accommodation to serve the area, particularly for business travel. The Guest House does not currently have plans to extend, and due to the limited external ground space, does not have scope for more informal accommodation such as camping or bunkhouse accommodation. Patrick Coleman, Vicar, St. Paul’s Church, Cwmtillery Patrick Coleman is the Vicar for the Abertillery and Cwmtillery area. The Church Hall, linked to St. Paul’s Church is situated on the eastern side of Cwmtillery and well used by a variety of different community groups. Consultation has indicated the following activities are undertaken in the hall: Activity
Frequency
Food Co-operative
Weekly
Church Bingo
Weekly
Ladies Church Group
Weekly
Under 11 Youth Club
Weekly
Over 11 Youth Club
Weekly
Mothers and Toddlers
Bi-weekly
Weddings and Funerals
Ad-hoc regular
Polling Station
Ad-hoc
The food co-operative for example, is staffed by volunteers of St. Paul’s Church and focuses on the core principles of encouraging a healthy diet at affordable prices, improving environmental awareness and buying as Page 91 A Business Feasibility Study for CALON Cwmtillery
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locally as possible. The co-operative is increasingly popular and currently expanding to operate at other community centres within the sub-region. Consultation has indicated strong support for the redevelopment of the Jim Owen Pavilion to accommodate the existing users of St. Paul’s Church Hall. The central location of the Pavilion is considered more accessible for Cwmtillery residents on the western side of the Valley. The strong usage of the existing Church Hall indicates a high demand for community function space. The Church clearly supports the redevelopment of the Jim Owen Pavilion for this purpose and the potential sale of the existing Church Hall would supply an additional funding source for a proposed new facility. This would however be dependent on the funding demands of the Church itself, including potential maintenance and their own improvement works. Maggie Edmunds, Head Teacher, Rose Heyworth Millennium School Rose Heyworth Millennium School is approximately 2.5 kilometres from Cwmtillery, located on the western side of Abertillery adjacent to the A467. The school fully endorses the role of outdoor activities in the curriculum and has developed close linkages with the Rose Heyworth Community Woodlands similarly 2.5 kilometres from Cwmtillery. Current activities include activity walks, pond dipping, sketching and at Christmas time, a grotto for meeting Father Christmas. Currently, two members of staff are being trained in the concept of ‘Forest Schools’, with a view to developing outdoor learning for the school. Initiatives would include ‘log circles’ and sensory walks and orienteering exercises under the guidance of ‘Forestry School Leaders’. Whilst the school would welcome such an activity centre within close proximity, the relative distance of Cwmtillery would force the school to employ additional transportation at a cost of approximately £40 per class. In order for Cwmtillery to be well visited by schools from the surrounding area it is necessary to investigate potential transportation provision or even subsidies. The Rose Heyworth Community Woodland is both accessible and a secure environment for pupils. However, there are certain aspects of the Woodland that such a facility in Cwmtillery should take into account: •
Provision of toilet and even washing facilities currently unavailable at the Rose Heyworth Community Woodland.
•
Adequate internal space to leave bags and clothes.
•
Designing out vandalism; considered to be an issue synonymous with the area and Rose Heyworth Community Woodlands is unfortunately no exception.
•
Outdoor equipment provision; the school has slowly built-up a provision of wet weather gear for use by pupils. This has taken some time and will require ongoing replacement and maintenance.
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The school currently utilises the Gilwern Outdoor Activity Centre in Abergavenny bi-annually, which includes an annual two-night residential trip. The focus for these trips is developing team work, problem solving, social skills and trust. However, consultation indicated that these trips were proving too expensive costing approximately £70 for two nights. The school therefore considers it advantageous for a more locally based outdoor activity facility which caters for the educative demands of the school yet with the potential to provide informal accommodation at an affordable rate. Jenny Woodruff, Head of Art and Transition Manager, Abertillery Comprehensive School The secondary school has approximately 900 pupils between the age of 11 and 18. Consultation has indicated the school considers there to be very limited outdoor activities available for local pupils and welcomes such a facility both for its potential to enhance education and provide a structured focus for social interaction. One member of staff has established a school mountain bike club running from Easter throughout the Summer months. Excursions take place every fortnight and accommodate up to 15 riders, however lack of available staff restricts this group from expanding further. Aside from the mountain bike club, the school has recently begun offering the Duke of Edinburgh Awards scheme. This has significantly increased pupils interest in hiking, particularly in the surrounding area. In a recent expedition pupils were very surprised at the extent of the natural environment above Cwmtillery which apparently transformed their impressions of the area. The provision of an outdoor activity centre would therefore meet the growing interest and aspirations of the local community to explore the natural environment. Judith Cleaves, Head Teacher, Blaentillery Primary School This school is in closest proximity to the Jim Owen Pavilion. There are approximately 95 pupils attending the school but 15 of these pupils attend the nursery on a part-time basis. Despite its relatively small size, the school has expressed a strong interest in the use of a proposed outdoor activity centre within the locality. The school recognises that the new Physical Education curriculum will incorporate orienteering at the Key Stage 2 level. Unfortunately the existing school premises do not have any green space on which to undertake this activity. A facility which could cater for orienteering in a more natural environment would be well-used by the local primary school. Consultation also highlighted the demand for more focussed walking opportunities, possibly incorporating the Cwmtillery Lakes area. Pupils aged 10 and 11 also have the opportunity to attend the Gilwern Activity centre near Abergavenny. This facility incorporates a variety of different activities including climbing and kayaking. None of the members of staff at the primary school are trained in the instruction of outdoor Page 93 A Business Feasibility Study for CALON Cwmtillery
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activities and the school finds the centre suitable as it provides all of the equipment, skills and staff on site to accommodate young groups of children. Whilst Blaentillery Primary School would clearly be interested in utilising such a centre in Cwmtillery because of its geographical convenience, the established relationship with Gilwern and the fact that there are so many activities available and instructed in one location, would mean it would be difficult for Cwmtillery to compete. Rene LeHuquet, Former Secretary, Lower Arael View Tenants and Residents Association The Tennants and Residents Association was established in 1999 as a means to improve the social condition of the community. The main focus for the Association has been the development of the Rose Heyworth Community Woodlands and an outdoor recreational field which has turned into a tri-partnership project with Rose Heyworth Millennium School and BGCBC’s Regeneration Division. The significant proportion of young people within the nearby Arael View Estate is considered to be one of the reasons why it is so difficult to get local volunteers to maintain both the outdoor recreation area and the Community Woodlands. It was however suggested that outdoor activity provision was the key focus for the younger population and the development of a proposed centre could provide an activity and purpose for the youth to become more involved in community action. In relation to this, it should be noted that there is now a direct woodlands trail that links Cwmtillery lakes area to Arael View and the Rose Heyworth Woodlands. Consultation did indicate strong support for the development of mountain biking in the area but that it was important to fully consider the most beneficial locations for these trails to enable access for local residents. Existing Sports and Recreation opportunities for the Arael View Estate are partly restricted by the A467 and the ‘B’ road which separate the residents from the existing recreation ground. Richard Tobutt, National Manager, Skills Active Consultation with Skills Active was undertaken to consider their potential role in the CALON centre. Ultimately Skills Active is a sector skills council focusing on the following sectors: Sport and Recreation Health and Fitness Playwork The Outdoors Caravans Whilst a UK wide skill and productivity agenda, the Welsh division has identified the opportunity to become involved in developing the concept of the Valleys Regional Park, primarily through up-skilling existing employees involved in the initiative.
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Active Skills therefore provides a source of potential training improvements once a centre is established, but consultation has indicated they would not be interested in occupancy or financially supporting the project. Julian Mallory, Media Entrepreneur Julian Mallory was consulted regarded potential occupancy of a proposed centre but also in his wider role in developing creative industries and entrepreneurship. Currently, creative individuals are finding it very difficult to plan long-term because of the lack of clarity in available funding streams, as the creative industry relies on significant public sector support and key stakeholders within the industry are unclear what funds, if any, are available. Consultation indicated support for including a media component in the proposed new facility however interest from small enterprises will similarly depend on the availability of funding providers but also regular work. It was suggested that incorporating a café into the centre which included a glass wall view into the media office with an activity focussed video visible would be beneficial. Carwyn Jones, Mentro Allan Consultation with Mentro Allan was undertaken to establish demand for potential components of the activity centre. A primary focus of the organisation is to encourage physical activities using the natural environment for adults with mental health problems. Their current funding specifies a commitment to physical activities held outdoors and currently use Dollegau Outdoor Centre. Whilst the outdoor activity provision at Dollegau Outdoor Centre is more than sufficient to cater for their needs, the following criticism was made: It is difficult to book activities at the times required and this was perceived to be because the centre was managed by the Local Authority and surrounding schools have priority bookings. Mentro Allan would be interested in the use of a proposed new facility if it meant they could have greater timetable choice for activities. Richard Catlin, Abertillery Football Club Abertillery Football Club uses the existing Jim Owen Pavilion on a weekly basis, generally for post-match functions. The club has approximately 120 members ranging between 14 and 18 years old who meet generally 3 nights a week, twice at Abertillery Leisure Centre for training and at the Jim Owen Pavilion for matches on the weekend. Between the 10th May and 10th August the football ground cannot be used as stipulated by BGCBC in order to allow reseeding of the sports pitch. Unfortunately this does mean that the club do not require the use of the Jim Owen Pavilion during this period. Despite the Club being extremely popular, consultation indicated a real shortage of sports facilities for children who don’t want to join a sports club Page 95 A Business Feasibility Study for CALON Cwmtillery
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but still want to play sports on an ad hoc basis with a greater recreational emphasis. Whilst Abertillery Leisure Centre has this potential, existing facilities are apparently tied in ownership by local clubs. For example, whilst the sports centre has a table tennis table, it is owned by the local table tennis club and cannot be used by the general public. Roger Hunt, Secretary, Abertillery Angling Club Abertillery Angling is a not-for-profit vibrant club based at Cwmtillery Reservoir. Whilst its members can fish year round, the reservoir is only stocked during the summer months. Its membership is limited to a total of 64, due to the limited acreage (16acres). Unfortunately the reservoir is not considered by the Angling Club as big enough to accommodate alternative activities on the lake. This is partly due to the fact that only fly-fishing is permitted on the upper lake, which restricts walking around the reservoir boundaries. In the past the Angling Club has used Cwmtillery’s lower lake for course fishing however ownership of fishing rights has significant consequences for liability and insurance costs and the Club is too small to afford the expansion and additional costs for using the lower lake. However, if costs were partly incurred through an administrative centre in a proposed new facility, the Club has indicated there is demand for additional fishing from the local community. Finally, consultation did reveal concern from the Club regarding social malaise experienced around the reservoir. This includes drug and solvent abuse in the huts around the reservoir and vandalism of a previous picnic area. Lee Roberts, Project Officer, British Trust for Conservation Volunteers (BTCV) BTCV are already very active within the Tyleri valley including working with Communities First on improving the management of the Cwmtillery Lake area, and landscaping clearance and gardening works in Pen-y-Bont around the existing Scout Hut. The organisation focuses predominantly on integration within the communities where they work. Whilst their offices are based in Ebbw Vale, the organisation often utilises local community buildings for volunteering drives, and awareness raising events. This integration was identified as particularly important in communities such as Cwmtillery which are geographically expansive and relatively isolated from neighbouring valleys. Volunteering drives and awareness raising events are held approximately three times a year, however the Ebbw Fach Environment Forum chaired by a representative of BTCV also utilises local community buildings for meetings every 4-6 weeks and would potentially be interested in utilising a proposed new facility.
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Bill Upham, Regional Development Manager, BTCV Consultation with Bill Upham was undertaken to assess the potential demand to use a proposed new facility for future BTCV programmes such as the Family Employment Initiative. There is clear interest from the organisation for regular use of such a facility primarily for training purposes. In order to facilitate this, there is the potential to use both a classroom but also a smaller meeting room depending on the types of session being run. Bill also indicated the potential demand for two permanent desk spaces within the facility in order to run much of the administrative elements of the programme from the centre. Other potential facilities required include a tool store, either as a rented external lock up facility or an outbuilding adjacent to the main premises. Amanda Abbott, CLEAN Initiative Discussion was held with the co-ordinator of the CLEAN (Cwmtillery Lakes Environmental Action Network) initiative to understand the existing community initiatives and potential future demands for a proposed new community facility. Whilst the organisation initially gained community support as a way to combat local social issues, the long term objective of CLEAN is to attract tourists to the locality through the conservation and enhancement of the natural environment. Current initiatives include the annual ‘Great Outdoors’ event, which in the past utilised facilities and staff from Parc Bryn Bach. Other initiatives include the introduction of willow weaving to develop archways over local benches, more litter bins and dog fouling bins and, in partnership with BGCBC, the consideration of a new warden to be shared with other nature areas within the region. This has also been identified within the Management Plan developed for the Cwmtillery Lower Lake Area. Whilst the organisation currently meets every 4-6 weeks in the Jim Owen Pavilion, the introduction of these new initiatives anticipates the use of the building on a fortnightly basis and, should a proposed new facility incorporate a café, would offer refreshment from the external initiatives. Roger Finn, Assistant Chief Executive, Gwent Wildlife Trust Consultation indicated that the Wildlife Trust is very supportive of any initiative which actively encourages local people to get more involved in conservation and in enhancing biodiversity in their community. The Trust are currently constructing an environmental resource and education centre as part of the old Corus Steel site in Ebbw Vale. Whilst BGCBC are funding this, they were approached to undertake the management of the site and will focus on developing programmes for active community engagement in the natural environment.
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The Trust would neither have the resources nor the demand for having a management role in the proposed development at Cwmtillery, but would potentially have use of the premises as:
The building is strategically located adjacent to the proposed establishment of a Local Nature Reserve (see consultation notes with Deborah Beeson BGCBC).
A significant amount of the work of the Wildlife Trust requires the use of local facilities in other communities – essentially travelling to where interest in biodiversity needs to be generated.
Formal/informal education at local school grounds – could be used as a base for the natural educative activities.
The proposed development would therefore have the potential to be wellused by Gwent Wildlife Trust but this would be dependent on the generation of adequate interest from the local community in biodiversity, the demand from local schools to utilise the services of the Wildlife Trust, and that the building suitably connects with the proposed Local Nature Reserve. John Davies, Chief Executive of EVAD managing Candy Stripes Consultation with John focused on establishing the potential demand for additional day care and crèche facilities within the Tyleri Valley. Discussions revealed that whilst Candy Stripes consider to cover this Valley sufficiently in their current location for their day , they are looking to complement this with similar services in Ebbw Vale and Tredegar as identified catchment areas. The potential for the Tyleri Valley lies in the differentiation between day care and crèche facilities: Candy Stripes have an established mobile crèche facility which establishes itself at community centres/premises wherever organisations, clubs or action groups are meeting whose members have children who would otherwise prevent them from attending. In the light of this a proposed new facility is of significant interest to Candy Stripes in its potential to be used by a wide variety of different community groups. John would envisage establishing the mobile crèche to complement those community groups meeting. As the crèche is fully mobile, the majority of the facilities would be brought each time to the centre. In addition, the site of the Jim Owen Pavilion is considered appropriate in its proximity to significant outdoor play space; a marked shift in the promotion of child care to encourage children to get their hands dirty. Kim Polistina, Senior Lecturer, Glamorgan University Consultation with Kim Polistina was undertaken to consider the potential for good quality accommodation in a proposed centre. She commented generally on a lack of quality accommodation in the area and considered the inclusion of bunkhouse accommodation would be a further opportunity for a proposed centre to develop an additional income stream. Related to this, she commented that the long term viability of a proposed centre partly Page 98 A Business Feasibility Study for CALON Cwmtillery
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relies on the ability of the building to demonstrate diversity and flexibility; providing accommodation is one element of this. For bunkhouse facilities there needs to be the opportunity to separate off different parts of the accommodation facility to allow kids and unrelated adults to stay in the same building (this is reflected in Child Protection legislation). Glamorgan University she considers, would use a propose facility for outdoor training, and there is the potential for utilising the accommodation element. This is however purely speculative and would need to be considered in relation to the course curriculum and the reality of course components. She suggested accreditation to the Adventure Activities Licensing Association would be useful, as a means to further market its appeal in the sector. Whilst she could not comment on the demand from local schools in the area she considered that residential education stays would only become fully viable once the range of activities and facilities had been established.
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Appendix C Valleys Regional Cycle Network
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Key Valleys Cycle Network – new routes Proposed Extension to National Cycle Route Traffic free NCR On Road NCR
Appendix D Eco-technologies
Vertical Axis Wind Turbine Whilst there have been significant community protestation regarding the proposals for four wind turbines mentioned in 3.5, this vertical axis wind turbine has a number of identified benefits which should allow its consideration: The ‘quietrevolution’ (QR) was designed in response to increasing demand for wind turbines that work well in the urban environment, where wind speeds are lower and wind directions change frequently. The helical or twisted design of QR ensures a robust performance even in turbulent winds. It is also responsible for virtually eliminating noise and vibration. At five metres high and three metres in diameter, it is compact and easy to integrate, and with just one moving part, maintenance can be limited to an annual inspection. Turbine Model
Approximate total cost including installation
QR5 (5 metre high)
£40,000
QR2 (2 metre high, currently in development)
£34,000
The energy output of the QR5 will vary according to the windspeed but is likely to be between 6,000 and 10,000 kWhrs on a typical site. Rain Water Catchment System Harnessing rain water is considered appropriate for a number of functions of the CALON centre including toilet flushing, irrigation, vehicle washing, non-hygienic cleaning, laundry and even building cooling systems. The tank used to store the rainwater that is harnessed can either be installed at the groundworks phase or after the scaffolding comes down and the drains are finished. The management appliance will be installed at second fix but rainwater harvesting plumbing to the appliances needs to be installed at first fix. For a residential system the current payback period is anticipated to be about 15 years and on a commercial system payback can be as low as 3 years. In the case of the proposed CALON centre a rough estimate payback period would be 10-12 years although this figure is likely to reduce significantly as the number of users is expected to increase. Official estimates by our valuation specialists suggest a total additional allocation of approximately £10,000 for the full installation and of a rain water catchment system. Regular simple filter maintenance is required to ensure the filter is not blocked by large debris but replacement parts would not be expected for at least 10 years and every 7-10 years the tank will require draining and the internal surface cleaned. Photovoltaic (PV) Panels Typically, an array of these panels is incorporated into the roof or walls of a building and roof tiles with integrated PV cells can now be purchased. Arrays can also be retrofitted onto existing buildings, using being fitted on top of the existing roof structure. Alternatively, an array can be located separately from the building but connected by cable to supply power for the building.
Perhaps the biggest consideration of such a method of harnessing renewable energy is its relative cost. Our independent Valuation Specialists have quoted approximately £800 per square metre for this panelling and the detailed design would define exactly how many square metres is required. However, production of PVs have been increasing by 48% year on year since 2002 and their increasing popularity can only drive the cost of production and distribution of this technology to more affordable prices. Ground-Source Heat Pump Perhaps the most significant point to note in relation to this is its ability to use geothermal energy to provide constant base load energy, equivalent to any fossil fuel. In the past, electricity costs from geothermal facilities were noticeably high but over the past few decades, these costs have steadily declined. Ground-source heat pumps use the diffuse low temperature resource which is available everywhere. The heat pump, a device that moves heat from one place to another, transfers heat from the soil to the building in winter and from the building to the soil in summer. All geothermal heat pumps operate without the need for flames or combustible gas and are therefore a safe choice, requiring minimal inspection and maintenance. In addition they provide the following benefits over conventional heating systems: •
Unobtrusive - there are no exposed external units
•
No emissions or noise nuisance
•
Reduced plant room requirements
•
No fuel handling/storage requirements
•
No fire/explosion hazard
•
Long lifetime
•
Lower maintenance and running costs
•
Significant reduction in consequential Carbon Dioxide
A typical 8 - 12kW system costs £6,000 - £12,000 (not including the price of distribution system). This can vary with property and location. When installed in an electrically heated home a ground source heat pump could save as much as £880 a year on heating bills
Appendix E Priced Schedule of Works
Proposed Outdoor Activity Centre and Community Facility at
Cwmtillery, Gwent for
The CALON Working Party
Feasibility Study Issue 02 : July 2008
Proposed Outdoor Activity Centre and Community Facility Jim Owen Pavilion Cwmtillery
CONTENTS
000
001
:
Introduction
002
:
Scope of Works
003
:
Option 1 Summary – Refurbishment & Extension
004
:
Option 2 Summary – Demolition & New Build
005
:
Approximate Quantities
page 2 of 7 18 March 2009
Proposed Outdoor Activity Centre and Community Facility Jim Owen Pavilion Cwmtillery
INTRODUCTION
001
These Feasibility Costs have been prepared at the request of Hyder Consulting (UK) Limited. The costs have been compiled using approximate quantities, current market costs and assume a commencement of 4Q2008. The feasibility cost provides two options for the proposed development. – Option 1 is for the refurbishment and extension of the existing Jim Owen Pavilion. – Option 2 allows for the demolition of the existing pavilion and the construction of new build facility. The purpose of this document is to identify a realistic budget to allow the project to move forward. The feasibility costs are based upon the attached outline brief issued by Hyder Consulting on 3rd June 2008 and notes from a site meeting with Mr Raoul Tufnell of Hyder.
Information Provided
Existing Floor Plan
Exclusions VAT Finance costs Land Costs Work beyond Site Boundary. Costs in relation to abnormal ground or remediation Professional Fees Planning & Building Regulation Fees & Charges Diversion of any existing services/new sub-station Furniture & Fittings Signage
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Proposed Outdoor Activity Centre and Community Facility Jim Owen Pavilion Cwmtillery
SCOPE OF WORKS
002
The Brief
'To establish the requirements for a visitor centre run as a social enterprise hosting a variety of identified activities, a cafe/bistro and community facilities and produce a business plan to ensure its viability and sustainability.' The completed study should realistically estimate the costs for the capital build of the project, determining and reporting on available potential funding sources. As the preferred option stands, we are looking at the following floorspace allocations:
– – – –
Community use - 115m2 Retail - 30m2 Bunkhouse accommodation - 250m2 Cafe - 80m2
Total floorspace for building would be in the region of 585m2. This will include the following identified facilities:
– Catering facilities for Café and ad-hoc parties and functions. – Café/multi-use space – important placement within the building to ensure a communal – – – – – – – – – –
multi-use space which connects with the outdoor environment. Outdoor Activity shop – to complement potential mountain biking, walking and fishing Information Point – one external and one internal Accommodation - informal bunkhouse accommodation Heritage links – signage Nature trail links - signage and information to promote the quality natural environment surrounding Cwmtillery lakes. Lecture/educative classroom to accommodate up to 40 people Smaller meeting room to accommodate up to 10 people Harnessing Renewable Energy Technologies: Photovoltaics, Geothermal heating system, small scale wind turbine (vertical revolution 5) and rainwater catchment system. These technologies all the have the potential of being incorporated into a proposed facility. Toilets Showering facilities and two changing rooms
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Proposed Outdoor Activity Centre and Community Facility Jim Owen Pavilion Cwmtillery
FEASIBILITY COST PLAN OPTION 1 - REFURBISHMENT AND EXTENSION TO JIM OWEN PAVILION
003
The brief suggested a total building area of 585m2 including: – Community use - 115m2 – Retail - 30m2 – Bunkhouse accommodation - 250m2 – Café - 80m2 – Toilets – Showering facilities and two changing rooms The existing changing room and WC space equates to some 135m2 and it has been assumed that these areas are retained. In addition a Kitchen area has been assumed at 50m2. With circulation space the total area equates to 700m2. These areas can be adjusted if necessary to suit the clients requirements / budget as the design progresses.
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CWMTILLERY OPTION 1 REFURBISHMENT & EXTENSION GROSS FLOOR AREA
Total Cost
0 1 2A 2B 2C 2D 2E 2F 2G 2H 2 3A 3B 3C 3 4A 4B 4C 4 5A 5C 5D 5F 5G 5H 5I 5J 5K 5L 5N 5 6A 6B 6C 6
ELEMENT Demolitions and Alterations Substructures Frame Upper Floors Roof Stairs, Balconies, Balustrades External Walls Windows and Doors Internal Walls and partitions Internal doors Superstructure Wall Finishes Floor Finishes Ceiling Finishes Internal finishes Kitchen Fit Out Signage Information point Fittings Sanitary Appliances Disposal Installations Water Installations Space Heating & Air Treatment Ventilation Systems Electrical Installations Gas Installations Lift & Refuse Chute Protective Installations Communications Installations Builder's Work in Connection Services BUILDING TOTAL £ Site Works Drainage External Services External Works SUB TOTAL Preliminaries Contingency TOTAL COST PLAN £
13,655 38,875 0 0 43,438 0 27,563 19,125 8,100 6,285 104,511 26,360 37,520 21,300 85,180 20,000 2,000 5,000 27,000 19,480 0 0 37,200 0 30,000 0 0 0 0 0 86,680 355,901 5,000 10,000 0 15,000 370,901 46,363 18,545 435,808
ft2 7533 Cost per m2 GFA
19.51 55.54 0.00 0.00 62.05 0.00 39.38 27.32 11.57 8.98 149.30 37.66 53.60 30.43 121.69 28.57 2.86 7.14 38.57 27.83 0.00 0.00 53.14 0.00 42.86 0.00 0.00 0.00 0.00 0.00 123.83 508.43 7.14 14.29 0.00 21.43 529.86 66.23 26.49 622.58
m2 700 Cost per ft2 GFA
1.81 5.16 0.00 0.00 5.77 0.00 3.66 2.54 1.08 0.83 13.87 3.50 4.98 2.83 11.31 2.66 0.27 0.66 3.58 2.59 0.00 0.00 4.94 0.00 3.98 0.00 0.00 0.00 0.00 0.00 11.51 47.25 0.66 1.33 0.00 1.99 49.24 6.15 2.46 57.86
Element % of total cost
3.13% 8.92% 0.00% 0.00% 9.97% 0.00% 6.32% 4.39% 1.86% 1.44% 23.98% 6.05% 8.61% 4.89% 19.55% 4.59% 0.46% 1.15% 6.20% 4.47% 0.00% 0.00% 8.54% 0.00% 6.88% 0.00% 0.00% 0.00% 0.00% 0.00% 19.89% 81.66% 1.15% 2.29% 0.00% 3.44% 85.11% 10.64% 4.26% 100.00%
Proposed Outdoor Activity Centre and Community Facility Jim Owen Pavilion Cwmtillery
FEASIBILITY COST PLAN OPTION 2 - DEMOLITION AND NEWBUILD
004
As with Option 1 this option is based upon a gross floor area of 700m2. These areas can be adjusted if necessary to suit the clients requirements / budget as the design progresses.
Note: An extra over cost has been added to the cost estimates as a provisional allowance for the incorporation of Renewable Energy Technologies.
page 6 of 7 18 March 2009
CWMTILLERY OPTION 2 DEMOLITION & NEW BUILD GROSS FLOOR AREA
Total Cost
0 1 2A 2B 2C 2D 2E 2F 2G 2H 2 3A 3B 3C 3 4A 4B 4C 4 5A 5C 5D 5F 5G 5H 5I 5J 5K 5L 5N 5 6A 6B 6C 6
ELEMENT Demolitions and Alterations Substructures Frame Upper Floors Roof Stairs, Balconies, Balustrades External Walls Windows and Doors Internal Walls and partitions Internal doors Superstructure Wall Finishes Floor Finishes Ceiling Finishes Internal finishes Kitchen Fit Out Signage Information point Fittings Sanitary Appliances Disposal Installations Water Installations Space Heating & Air Treatment Ventilation Systems Electrical Installations Gas Installations Lift & Refuse Chute Protective Installations Communications Installations Builder's Work in Connection Services BUILDING TOTAL £ Site Works Drainage External Services External Works SUB TOTAL Preliminaries Contingency TOTAL COST PLAN £
15,000 55,000 0 0 55,000 0 22,000 32,000 27,000 6,000 142,000 30,000 32,000 21,000 83,000 20,000 2,000 5,000 27,000 30,000 0 0 31,000 0 25,000 0 0 0 0 0 86,000 408,000 5,000 15,000 0 20,000 428,000 53,500 21,500 503,000
ft2 7533 Cost per m2 GFA
21.43 78.57 0.00 0.00 78.57 0.00 31.43 45.71 38.57 8.57 202.86 42.86 45.71 30.00 118.57 28.57 2.86 7.14 38.57 42.86 0.00 0.00 44.29 0.00 35.71 0.00 0.00 0.00 0.00 0.00 122.86 582.86 7.14 21.43 0.00 28.57 611.43 76.43 30.71 718.57
m2 700 Cost per ft2 GFA
1.99 7.30 0.00 0.00 7.30 0.00 2.92 4.25 3.58 0.80 18.85 3.98 4.25 2.79 11.02 2.66 0.27 0.66 3.58 3.98 0.00 0.00 4.12 0.00 3.32 0.00 0.00 0.00 0.00 0.00 11.42 54.16 0.66 1.99 0.00 2.66 56.82 7.10 2.85 66.78
Element % of total cost
2.98% 10.93% 0.00% 0.00% 10.93% 0.00% 4.37% 6.36% 5.37% 1.19% 28.23% 5.96% 6.36% 4.17% 16.50% 3.98% 0.40% 0.99% 5.37% 5.96% 0.00% 0.00% 6.16% 0.00% 4.97% 0.00% 0.00% 0.00% 0.00% 0.00% 17.10% 81.11% 0.99% 2.98% 0.00% 3.98% 85.09% 10.64% 4.27% 100.00%
Proposed Outdoor Activity Centre and Community Facility Jim Owen Pavilion Cwmtillery
APPROXIMATE QUANTITIES
005
page 7 of 7 18 March 2009
Appendix F CALON Vision Briefing Document
Cwmtyleri
Cwmtillery
A vision briefing document Dogfen weledigaeth
David Llewellyn Communities First Co-ordinator, Cwmtillery Ward Cydlynydd Cymunedau yn Gyntaf, Cwmtyleri
“And of the three valleys, the valley of Tyleri on the east side of the parish is the most delightful. The trees which are the chief glory of the Earth, especially the beech trees abounding about rivers great and small, the hedges and lanes make these places exceedingly pleasant and the passing by the delightful and affecting; so that well built houses with gardens trees and wall buildings about them in these warm valleys, with the prospect of grand high mountains about them would make very delightful habitations.” Edmund Jones, A history of the parish of Aberystruth, 1779
“At the extremity of this moor, we approached the defcent leading to Cwm Tilery and I was furprifed with the view of an extenfive diftrict well peopled, richly wooded, and highly cultivated, almoft rivalling the fertile counties of England. Slowly defcending….we looked down with delight upon numerous vallies which abound with romantic fcenery, and paffed feveral rills bubbling from the fides of the hill, and fwelling the Tilery.” Archdeacon Coxe, Travels in Monmouthshire 1801
‘There is nothing up here ……..there is nowhere suitable for anyone to go, especially youngsters in the area.’ PB, Cwmtillery resident, October 2006
“The Cwmtillery ward will be a vibrant, healthy, and safe community with a strong and secure future, proud of its environment, heritage and people” Cwmtillery Ward Communities First Partnership Board, Local Action Plan, 2006
2
1.
EXECUTIVE SUMMARY
CALON (Cwmtillery Active Lifestyles Outdoors Nexus) is an exciting new forward-looking project that will act as a catalyst for regenerating the former-mining community of Cwmtillery and its adjacent areas, including the town of Abertillery. The project is more than just a building, but rather is a holistic development that, as its name indicates, will put heart into and be at the heart of a rejuvenated, revitalised community connecting it to its outdoors. The vision is for a sustainable community-led social enterprise, providing employment opportunities, services and facilities for the local community, by utilising the magnificent adjacent countryside and its resources through activity-related and green tourism. This fits perfectly into a variety of local, regional, and national strategies. Cwmtillery is situated strategically between the World Heritage site at Blaenafon to the east and the other valleys’ communities with their attractions to the west. To the south, there is rapid access to Cardiff, Newport and the coastal belt, whilst to the north is the Brecon Beacons National Park. Consequently, the location is ideally positioned to provide a hub and another vital part of the jigsaw for community-based tourism in the region. CALON does not set out to replicate what is already available but instead to add and complement other projects and activities in the south Wales area. There are three major inter-related elements to the project: 1. Activity-based and Green tourism: The area’s topography and superb natural environment lends itself to the provision of a variety of outdoor pursuits and the centre would provide a high-quality base for activities such as walking and naturewatching to more energetic pastimes including mountain-biking and all-terrain boarding. The proud heritage of coal-mining and the iron and steel industries in the south Wales valleys forms much of the backbone of the area’s community tourism industry to date. The CALON project will be physically based precisely where the one of the first deep coalmines that signalled the area’s industrialisation was sunk and so will reflect that legacy. However, CALON is first and foremost is a forwardlooking project. Consequently, the centre should have a zero carbon footprint by utilising renewable energy generated close to the site and it is intended that it will
3
house a local social enterprise studying novel ways of generating green energy. So it could be a model for similar new-build developments and raises the exciting possibility that the centre in itself could be a visitors’ attraction, providing interactive, educational resources and public information on the effects of potential climate change and the need for alternative sources of energy. 2. Incubator for small innovative starter businesses: In addition to the greenenergy enterprise, the centre should provide space for small starter innovative businesses that do not require large work areas. Possibilities here include a DNAjewellery enterprise (Gemetix) and an IT-based family history research centre to cover the whole of the old county of Monmouthshire which again will be tourist attractions in themselves. 3. Community amenities and training: The centre will provide managed space for community activities, training and outreach services for the local community such as the Tillery Food Co-operative and the Save-it Credit Union. The intention is that by achieving the right balance, the centre is not dependent on one type of enterprise alone and has a mix of income streams. With this ethos in mind, each activity will be autonomous in their activities but be integrated for managed communal facilities. This document is not meant to be a precise plan of how CALON should look and function, but sets out the background of what is currently available and a vision of what might be attained through determined partnership working, with definite achievable goals. If it is accomplished, it could transform the lives of thousands of people living in the vicinity and beyond.
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2.
INTRODUCTION
2.1
SOCIAL AND ECONOMIC DEPRIVATION IN THE CWMTILLERY WARD
The Cwmtillery ward is the upper part of the former urban district of Abertillery. The urban southern end of it abuts Abertillery town centre but a substantial part of it to the north is rural in nature with two of the highest points in the old county of Gwent, Coity and Gwastad within or close to its boundaries. This rural part contains within it areas of superb natural beauty and an abundance of flora and fauna, reflecting what much of the south Wales valleys area was like before industrialisation. The ward is geographically widespread and split by Mynydd James separating two valleys, Cwm Tyleri to the east and Ebbw Fach to the west with much of the older housing situated on the lower slopes of Mynydd James between the two, overlooking Abertillery town centre. The major source of employment in the area was coal-mining, but the last two pits in the ward, Cwmtillery and Rose Heyworth (together comprising Abertillery New Mine) shut in the 1980s, continuing and dramatically accelerating the economic and social decline witnessed during the last half of the twentieth century. As a result, the Cwmtillery ward was ranked at 89 in the 2001 Welsh Index of Multiple Deprivation (WIMD) and so was included in the Welsh Assembly Government’s flagship social justice initiative, Communities First, designed to combat economic and social deprivation, along with the sub-ward of Abertillery encompassing the town centre. The 2001 census showed the severity of the deprivation in the Cwmtillery ward. Educational achievement is extremely low with almost half of the population having no qualifications (47.7%), compared to national average of 29.1%. Nearly 39% of people of working age in the ward are economically inactive, largely as a result of long-term sickness and disability, compared to a national average of 24%, with the majority of those working employed in less-skilled jobs. Over 30% of people in the ward have a limiting long-term illness, almost twice the national average of 18.2%, and more than the average for Blaenau Gwent (28.3%) which has the highest rates of coronary heart disease, lung cancer, and diabetes in Wales. Indeed, over half of households contain at least one person with a long-term illness in Blaenau Gwent. In addition, a report in April 2006 from the Acting Chief Medical Office for Wales showed
5
that people living in Blaenau Gwent have the worst rates of mental illness in Wales, with 14 per cent of people undergoing treatment. Through the work of the Cwmtillery Ward Communities First partnership, a local action plan based on extensive community consultation, to try to address these problems was drawn up in late 2005 and subsequently revised in mid-2006 following further consultation and analysis. The community consultation highlighted the deep-rooted problems in health, education and employment and the comparatively poor service provision, which exacerbates them. This is especially true for the communities in the ward furthest away from Abertillery in both valleys, Ebbw Fach and Cwm Tyleri, essentially the area covering the former pit village of Cwmtillery itself, which are lacking in community or retail facilities. Despite this, there remains a strong sense of community as well as pride in the outstanding surrounding natural environment. The latter, together with the desire of local people to change the area’s fortunes, affords a tremendous opportunity to act as a catalyst in its revitalisation. The recent Abertillery Regeneration Strategy highlighted this as a key project and stated that “making the most of the surrounding landscape could be the key to unlocking (the area’s) potential and will fit neatly with the Heads of the Valleys strategy of creating a Valleys Park and enriching the tourism experience”. Cwmtillery is superbly positioned to be the hub of this development. 2.2
THE NATURAL LANDSCAPE AND PHYSICAL ENVIRONMENT IN CWMTILLERY
Cwmtillery is situated strategically between the World Heritage site at Blaenafon to the east and the other valleys’ communities with their attractions to the west. To the south, there is rapid access to Cardiff, Newport and the coastal belt, whilst to the north is the Brecon Beacons National Park. Consequently, the location is ideally positioned to provide a hub and another vital part of the jigsaw for community-based tourism in the region. The Cwmtillery lakes area has previously been described as “one of the best-kept secrets” within the former county of Monmouthshire. Locals are naturally aware of it and proud of it, but it is probably true to say that it is little known outside the immediate locality. It is an area of great natural beauty and home to a great variety of wildlife, especially birds, including large numbers of Red Grouse, and uncommon birds of prey such as Red Kites, Hen Harriers, Peregrines and Merlins. It is also the only home in the UK to the rare Silurian
6
Moth. On its north-western slopes of Cwm Tyleri lies Coed Enynfa, reputedly the highestaltitude deciduous wood in Great Britain.
Location of Cwmtillery and CALON
The heritage of the area is rich in culture and imagery. Bronze age axe-heads have been discovered here, whilst the small number of farms and ruins date back in some cases to Tudor times including those of Ty Nest Llywelyn, near the shore of the reservoir, used as a place of worship in the period of religious persecution during the mid-1600s when the area was one of the cradles of the non-conformist movement in Wales. On the eastern slopes of the valley are the cold springs of Twyn Ffynhonnau Oerion vaunted by local historian, Rev. Edmund Jones in 1779 as having magical, curative properties. The route high up past these springs takes you onto open moorland with views of the Brecon Brecons to the north and Black Mountains to the north-west. Here, according to local legend, resides the apparition of supposed witch, Juan White, who deliberately leads people astray on these mountains. A more tangible feature is the “Dog Stone”, dedicated to Carlo, the dog accidentally killed by his master, Thomas Kennard, builder of the famous Crumlin Viaduct, whilst out shooting grouse in the mid-1800s. These pathways cross the mountain tops before descending onto the upper western slopes of the Afon Lwyd valley overlooking Blaenafon and its World Heritage site. There are two lakes in Cwmtillery; the lower lake near the village and the reservoir further
7
up the valley. Good-quality fly fishing is conducted at the reservoir by the Abertillery and District Angling Club. The lower lake is well-used by local people primarily for walking, general enjoyment of the surrounding countryside and course fishing. The very recent establishment of a new community group, CLEAN (Cwmtillery Lakes Environmental Action Network) seeking to work in partnership with the local authority and other statutory agencies to enhance and promote the area’s beauty shows the willingness of the local community to engage and work for positive change.
Cwmtillery Reservoir
Another recent development which will greatly enhance the area is the formation of new mountain walking and cycling paths around Mynydd James to the west to the eastern slopes of the Ebbw Fach valley where the Rose Heyworth Community Woodlands, comprising the ancient woodlands of Coedcae Tyleri, Coedcae Tyle and Coed Castellau, has been successfully established by a partnership between the local authority, the Woodlands Trust and a highly-committed local community group. Like the upper reaches of Cwm Tyleri, this area is rich in wildlife with a magnificent, comprehensive fully-documented survey having been conducted by the group, showing the presence of several rare species of flora and fauna including the increasingly-endangered Marsh Fritillary Butterfly. This area is used by local primary schools for educational purposes already with several dedicated areas including an outdoor amphitheatre.
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3
EXISTING COMMUNITY AND TOURISM FACILITIES IN CWMTILLERY
The major deficiency in the area to realising the huge potential provided by the magnificent landscape in Cwmtillery and Abertillery is the lack of any tourist facilities and amenities. At the lakes area, there are some toilets which are in a bad state of repair and are only opened infrequently, whilst the Rose Heyworth Community Woodlands lack any such facility. There is no provision for refreshment at either area. Currently, the only real community building in Cwmtillery is St. Paul’s Church Hall (see picture). This is much-used by both the church itself and other community organisations, such as the Little Angels mothers and toddlers group, and the now-thriving Tillery Food Co-operative. However, this building, a former pre-fabricated structure that replaced the former brick church hall almost 20 years ago, is in a very badly dilapidated condition that presents a hazard to health and safety and makes it totally unsuitable for present, never mind future, use. Another building close to the Church Hall and nearer to the lower lake is the Jim Owen Pavilion (see picture). It is used primarily as a changing facility for people using the adjacent football pitch and contains only a very small room for communal use, which limits markedly any usage by community groups. Recently, considerable concerns have been raised about its condition with external vandalism, emanating from bouts of anti-social behaviour in the area by local youngsters who lack facilities, exacerbating the situation.
St. Paul’s Church Hall, Cwmtillery
9
Jim Owen Pavilion, Cwmtillery
In a walkabout in the area in late 2006, a Welsh Assembly Government official was shocked to see the condition of the two buildings and upon visiting the Church Hall met a local lady who had just attended the Mothers and Toddlers group. She explained ‘there is nothing up here, this hall is unfit to use and there is nowhere suitable for anyone, let alone youngsters in the area. To cap it all, the only shop here has just shut.’ These problems were highlighted clearly by the community consultations that formed the basis of the Cwmtillery Ward Communities First Partnership’s local action plan (2005/2006), which demonstrated the want, and need for a new multi-functional, selfsustainable centre to serve the community’s social, health and recreational needs and provide job opportunities.
4
CALON
4.1
AIMS AND STRATEGY
CALON stands for Cwmtillery Active Lifestyles Outdoors Nexus. It must act as a catalyst for regenerating the former-mining community of Cwmtillery and its adjacent areas, including the town of Abertillery. The project is more than just a building, but rather is a holistic
10
development that, as its name indicates, will put heart into and be at the heart of a rejuvenated, revitalised community connecting it to its outdoors. The overarching vision for CALON is to realise the great untapped potential that exists for activities based on the natural environment in the area and also deliver a much-needed facility for the benefit of the community, not only in physical terms, but also by providing local employment and training opportunities. The strategy is to create a high-quality centre for a range of first-class outdoor activities and other attractions that is run as a self-sustaining social enterprise. 4.2
CALON OUTDOOR ACTIVITIES
Clearly, any developments in the area must be sensitive to its ecology which would itself, if properly marketed, be a great attraction to visitors with the fantastic walks and vistas on offer. However, whilst enhanced promotion of the area’s natural beauty is to be highly and warmly welcomed, it is unlikely on its own to truly regenerate the area economically. This will require the provision of additional attractions that complement existing and proposed activities in the wider locality and again the area’s natural environment can provide the requisite means. However, these can and must be created in keeping with the area. Importantly, the proposed activities can be located away from the more ecologically sensitive localities in the area. In addition, there are currently some problems in the area with anti-social behaviour, including illegal use of quad-bikes, and provision of better organised regulated activities could help in the conservation. The CALON centre should provide a base and possibly a training centre for outdoor sports. 4.2.1 Mountain biking A report by Lancashire County Council on the prerequisites for a successful mountain bike centre showed the “Key Motivators” to be freedom from traffic, attractive countryside, challenging routes (for mountain bikers) and convenient local routes, whilst the “Key Constraints” were user conflict, poor surfaces, inconvenient access and lack of (legal) routes. The Cwmtillery/Abertillery area already provides most of the motivators and excellent opportunities to remove any constraints. In the recent Abertillery Regeneration Strategy, the development of a mountain bike
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centre was highlighted as a key project which could draw significant visitor numbers. It states that several examples have shown that successful mountain bike centres “can have both a minimal impact on the environment and help rejuvenate, sustain and vastly improve the local area’s economy”. In some cases, as many as 40 jobs have been created at such centres. Perhaps the most obvious site for the base for such a centre is at the Cwmtillery lakes area. A fairly detailed proposal from highly experienced mountain biker, Mike Snare, with an outline business plan for a base at the site was made in 2006, which confirmed the huge potential for a thriving mountain bike centre that offers different appealing aspects to those available in the region. Blaenau Gwent CBC’s access and rights officer has already identified and delineated three extensive existing mountain bike trails, of varying difficulty ranging from easy to hard, around Cwmtillery and Abertillery – such routes would be varied with spectacular vistas along them and appeal to a range of mountain bikers. These trails are situated away from the more-ecologically sensitive areas in the locality.
The tracks from Cwmtillery reservoir past Twyn Ffynhonnau Oerion to Blaenafon (photo by Malcolm Johns)
Importantly, the facilitation of easier trails should encourage interest and take up in the
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local community. There is already a thriving road cycling club, Abertillery Wheelers, and a similar off-road club could be as successful which would be a great way to boost healthier lifestyles especially for youngsters in the area. This has been accepted by the Public Health team’s “Improving Health Through Prevention’ Programme. The position of Cwmtillery for a mountain bike centre is excellent since it would complement and enhance the activities and facilities on offer at Bryn Bach Park, Tredegar and Cwmcarn. There are already links from these to the SUSTRANS route whilst the location and activities of the Cwmtillery/Abertillery centre is also ideally placed with respect to connections across to Blaenafon. 4.2.2 All Terrain boarding and other sports A local group has expressed strong interest this month in developing a base for the growing extreme sport of All Terrain or Mountain Boarding (ATB). This could enhance the appeal and attraction of Cwmtillery as a base for vigorous outdoor sports. The nearest centre is at the Greenman Mountain Board Centre in the Brecon Beacons so it is likely that the Cwmtillery location is close enough to provide an additional different attraction for followers of this sport. The western slopes above the lower lake, currently owned by the Coal Authority, might provide an ideal setting for such an activity. The other possibility that has not been explored is a potential setting for Zorbing or Sphere-ing as it sometimes called, another fast-growing extreme sport. The only centre in Wales is in Chepstow and there is a great opportunity perhaps to develop one at CALON such that the extreme sports concept is all-embracing. The opportunity exists for business with an on-site shop that deals in equipment and apparel for mountain biking, ATB, fishing and other activities. At Pontycymmer (ATB) and Glyncorrwg (Mountain biking/fishing), specialist shops exist which also offer equipment washing and other services. 4.2.3 Wildlife and heritage walking According to the Green Community Tourism Report, 2004, walking tourism is worth as much as £550M to the Welsh economy. The walks and wildlife on offer in the Cwmtillery and Abertillery area are superb and are augmented by unique historical and heritage elements. Already many hikers come over from Blaenafon with which there is a direct route to Big Pit, but there is little to attract them directly to the area or retain them since
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currently, there are no proper amenities for refreshments, toilets, interpretation or waymarked outdoor guides.
The area is home to the Marsh Fritillary Butterfly and the Silurian Moth
With high-quality amenities and correct interpretation facilities, the CALON centre would be a superb attraction with the Cwmtillery lakes area and Rose Heyworth Community Woodlands and the cross-mountain trails to Blaenafon and Cwmcelyn Lakes at Blaina. The superb digital image archive established for the Rose Heyworth Community Woodlands provides a great basis for establishing high-quality interpretation exhibits. 4.1.4 Fishing The upper lake (reservoir) is used extensively for good quality fly-fishing run by the Abertillery and District Angling Club. The lower lake has been well-used for course fishing previously but the facilities such as pegs currently available are poor. This however is being remedied by the proposed activities of CLEAN and already a series of improvements and better management through community involvement are planned. 4.3 CALON CENTRE-BASED ACTIVITIES Powerfish and Green energy interpretation exhibition. The other great natural resource available to CALON is potential use of water available at the lake. Informal discussions with ex-HYDER and more recently Novera Energy officials have suggested that connecting small-scale locally-produced hydro-electricity to the National Grid is unlikely to be effective economically. However, it appears that the potential exists for generating sufficient green energy to power buildings in the vicinity. With this in mind, a local social enterprise POWERFISH has been established to try and generate clean hydro-electric energy to power the CALON project and investigate whether
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their unique type of turbine could be used elsewhere in similar locations which exist in south Wales. Links have already been made with the Centre for Renewable Energy at the University of Glamorgan and POWERFISH has expressed a desire to base itself at the CALON centre with a small green-energy education/information area would again be an attraction for visitors. In view of the location as the site of the former Cwmtillery deep-mine, this would be an ironic and intriguing juxtaposition in keeping with a theme of ‘looking back, moving forward’. Caffi CALON Cafe Good quality eateries are very rare in the valleys area unfortunately and this detracts greatly from the area as a visitor attraction as well as depriving residents of what is morereadily available in cities such as Cardiff and Swansea. The aspiration should be for a highquality, good value WI-FI-equipped bistro run and staffed by locals which would attract business throughout the year not only from tourists but locals. This would require training, both in culinary issues and IT which could be provided on site as part of the centre, to bring the staff up to the requisite standard and create much-needed employment and skills that could be used elsewhere. Already in conjunction with Cwmtillery Communities First, two thriving Food Co-ops run by keen volunteers have been established in the area and so the platform is there for taking this forward. An additional attraction for this area would be a space for exhibiting art by local artists. One possibility is for a permanent exhibition of some of Charles Byrd’s Magical Machines, dynamic artworks made from recycled materials which would be in keeping with the CALON concept. Talks have been held in this respect with Creatives.biz who might be interested in helping with this project. Monmouthshire ROOTS centre Family history, also referred to as genealogy, is one of the world’s most popular pastimes. There are research facilities available at Record Offices and libraries yet these are often not accessible or attractive to researchers owing to a somewhat restrained atmosphere. CALON could offer a project and less-formal surroundings that hosts access to online and computer records specifically geared around the old county of Monmouthshire. Currently, the Glamorgan Family History Society has such a facility at Aberkenfig staffed by locals and a similar centre at CALON could provide an enjoyable route into learning and employment
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by providing IT training. This would complement the excellent local history museum at Abertillery with strong links between the two. Such a centre would attract many visitors as suggested by the huge interest in family history displayed on the Abertillery Online and Cwmtillery Online websites amongst others. DNA jewellery As part of the site’s attraction, a small company, possibly called Gemetix, which would require little space could be set up to make literally-unique jewellery based on an individual’s DNA. This could again be an attraction in itself with a open workshop providing the opportunity to inform visitors about DNA and genetics in a novel way that would couple with health education. 4.4 CALON COMMUNITY FACILITIES Finally and importantly, all the activities above would provide an income source which would provide public space and amenities to host community activities. The following table taken from preliminary feasibility study details some suggested potential activities that could take place at the centre based around the six Communities First themes outlined in a preliminary feasibility report, some of which of course have been detailed and included in the activities above: CF Theme Jobs and Business
Suggested usage and activities
Social
enterprise
base
with
child-friendly
internet
café/restaurant and activities based on the local natural environment of the Cwmtillery Lakes area.
Outreach centre for jobs and employment advice, enterprise support
Education and Lifelong
Local provision of IT facilities and training courses
training
Outreach centre for specific training courses
Educational resource centre for community and schools based on the local natural environment of the Cwmtillery Lakes area.
Playgroups, Sure Start provision, mothers and toddlers clubs etc
Health and well-being
Healthy eating; Tillery Food Co-op.
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Centre for outdoor activities based on the local natural environment of the Cwmtillery Lakes area.
Outreach clinics – drug and alcohol misuse, smoking cessation,
other
health
advice
such
as
pregnancy/contraception and parenting.
Environment
Day care provision.
Soft play facilities for children and families.
Dance classes.
Cookery classes.
Centre for outdoor activities based on the local natural environment of the Cwmtillery Lakes area.
Tourism information based on environment and local heritage
Active Community
Local information centre Child-friendly café/restaurant Credit Union base Council advice centre Youth clubs Church-based activities Public meetings Wedding receptions/parties etc Exhibition and performance space Polling station
Crime
and
Community
Safety
Community safety drop-in surgeries run in conjunction with local police. Provision of activities for local youngsters.
4.5
CALON ACCOMMODATION
A private company, Top Service Holdings, which has a record in developing facilities for community usage, has expressed a strong interest in erecting high-quality log cabins or similar buildings for short term lets in the immediate vicinity between the two lakes. These would be designed in order to blend into the natural environment. A similar development has occurred at Ystradgynlais’ Diamond Park. This would greatly augment the facilities available at CALON.
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5
FEASIBILITY OF THE CALON PROJECT
5.1
Demand
In terms of usage of the community facilities within the centre, the Cwmtillery Local Action Plan has demonstrated the demand for such a facility with a number of successful groups that use that existing buildings e.g., church hall, including the Tillery Food Coop and Little Angels who would use the centre. Additional interest has been expressed by other groups such as the Credit Union, whilst Social Services in Blaenau Gwent have intimated that would like to use it as a facility for a fixed term into the future. There is a growing demand for the outdoor activities that would be sited out of the centre but clearly much more market research is required in this respect. The goal is to get the right balance of local and tourist usage. Further community consultation and market research is required to produce a detailed business plan for a 3 - 5 year projection. 5.2
Strategic positioning
The goals of the project match and cut across a variety of local and national strategies. The potential for the area to host a mountain bike centre has been highlighted in the 2006/2007 Abertillery Regeneration Strategy and ties in the “Heads we win” Head of the Valleys strategy. The centre would provide host facilities that fit with Welsh Assembly Government’s Climbing Higher strategy which states that a priority for Wales is “to maximise the synergy between sport, physical activity and the natural environment”. The Valleys Regional Park is seeking to develop tourism and better living for communities through high-quality activities with the area and again the CALON project is in harmony with this aim. The CALON project cuts across all of the themes of WAG’s Communities First programme especially Health and Wellbeing, Environment, Education and Lifelong learning, Jobs and Business, and Active Community. Many of the actvities suggested fit with the Public Health team’’s “Improving Health Through Prevention’ Programme. 5.3
Location of the project
As stated earlier, Cwmtillery straddles the area strategically between the World Heritage site at Blaenafon to the east and the valleys’ communities to the west with their other attractions. Thus it should provide an important link between existing sites and serve as a
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hub in an area not yet developed. The location of the physical building will be on the site presently occupied by the Jim Owen Hall which is close to the lakes and on a main bus route with excellent access to outdoor facilities. The centre’s location is superb in that you have to travel past the main settlements of Abertillery and Cwmtillery to reach it, and so this should be advantageous in alerting the attractions of the area to visitors and so aid in its revitalisation. Car parking provision is possible at the site although a better direct road extending from the existing highway to the south that services Tillery Valley Foods and the rest of Cwmtillery Industrial Estate would be highly desirable and would have the added benefits of relieving traffic problems currently experienced by the houses on either side of the valley. It appears that plans for such a road have been drawn up by Blaenau Gwent CBC in the recent past. Importantly, the area is easily accessible by road from the M4 and the A465 Heads of the Valley trunk route whilst the first stage of the Ebbw Valley rail link should be completed by 2008. Direct links to the station at Llanhilleth (and later Abertillery if built) e.g., by dedicated buses, would again facilitate access to the site. The SUSTRANS route might be important for bringing cyclists to the area. A private company, Top Service Holdings, which has a record in developing facilities for community usage, has expressed a strong interest in erecting high-quality log cabins or similar for short term lets in the immediate vicinity between the two lakes. These again could be powered by renewable energy sources nearby. 5.4
The Building(s)
Two major possibilities exist to develop the building. The first is an extension of the present Jim Owen Pavilion and draft sketches have been done to show what could be achieved through relatively small additions and improvements. However, this has many restrictions. The other option is for a new build and this I believe is the much preferred option since it allows for the development of a radically new concept which CALON should be. One possible name for the building itself is the Green House. The design of the building is important to host and integrate the various activities proposed and it must be cost effective with no “dead” space. Its energy requirements should be met locally and hence the idea of utilising the adjacent lake as a potential source of sufficient hydroelectric power should be investigated. In this respect, links have
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ready been brokered by Cwmtillery Communities First between POWERFISH and the University of Glamorgan’s “Centre for Renewable Energy” with the strong possibility of a dedicated MSc student to work with the group on the feasibility of the project. There is no reason why the building(s) should look like any other in the region. It is probably true to say that new iconic buildings are few and far between in the valleys’ area and this affords the chance to develop one that looks forward, is ecologically sound (rain collection for usage, local heating/lighting sources) and in keeping with the natural surroundings. One intriguing possibility bearing in mind the variety of activities proposed and the need to integrate them in what might resemble a low-level “atomium”-concept building with interconnected facilities around a central hub where communal facilities can be hosted. 5.5
Capital Costs
Currently, we believe we have at least £200K, comprising £150K from Entrust funding and the possibility of £50K or more that could be realised from the sale of the Church Hall land – the local church is one of the partners involved in the project. The position of the council needs to be clarified with regard to the inclusion of present hall and land itself in the project since perhaps this could be included in helping to obtain funding. Whatever the case though, this sum clearly needs to be greatly increased if we are to realise obtaining the sort of CALON centre envisaged. However, it provides a very strong basis for attracting the necessary additional funding. In total the cost is likely to exceed £1M. This however is far outweighed by the cost of doing nothing to regenerate the area with the cost of health provision, social benefits and subsequent knock-on effects hugely in excess of that figure. Amongst the sources that might be available for capital costs are European convergence funding, Grantscape, CFAP, Climbing Higher, and Active Lifestyles amongst others. 5.6
Revenue and sustainability
Further community consultation and market research is required to produce a detailed business plan for a 3-5 year projection. The variety of activities at the building should produce a mix of income streams, rental and sales, which should aid the sustainability. Proper design of the building in the first instance should minimize or negate any energy costs. Rangers or officers might be employed to help run some outdoor activities with Mentro
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Allan a possible source of funding in the short to medium term. 5.7
Timescale of the project
This would be determined by the final concept of the project. Much of the outdoor infrastructure in terms of trails could be done fairly quickly and much is in place already. The building(s) would be the main factors with improved infrastructure in terms of road access to follow. The aim should be to get the centre functional by early 2009. 5.8
Management of the project
This would require a partnership of all interested parties; the local authority, the church social enterprise groups, community organisations and possibly private companies. Any structure would require a clear agreement from the start of who is involved in the partnership with legally binding safeguards to protect the interests of all the stakeholders in the future building(s). One possible route is via a trustees’ board with the centre run as a limited company limited by guarantee. In autumn 2006, a meeting of local county borough and community councillors, community group members, Parochial Parish Council representatives and members of the local Communities First Partnership Board and team met to discuss the possibility of developing a community facility at the site of the Jim Owen Pavilion. This demonstrates that the willingness is there between all interested parties to work together and deliver a project. 5.9
Marketing
The CALON concept allows for range of imaginative marketing around the name reflecting the different usages and activities available. The main thrust is that CALON is at the heart of the community and the valleys. The motto perhaps could be CALON - at the heart of it! or CALON - the beating heart of the valleys! The name also allows for specialist marketing and promotion. For the outdoor activities, a slogan could be “Set your heart racing at CALON” whilst sub-themes could be: Crefft CALON craft
Cymuned CALON Community
Clean CALON Lan – (energy)
Caffi CALON Cafe
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6
CONCLUDING REMARKS
CALON provides a timely, exciting opportunity to revitalise not just the immediate community but to help to regenerate the economy of the Heads of the Valleys region through a progressive innovative project. Much of its basis is already in place. It can be achieved and the willingness and determination to make it succeed are there.
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