This Document Outlines Some of the Key Elements That Could Be Included

Y Cletwr Newydd

Siop, Caffi a Hwb Cymunedol Shop, Café and Community Hub

Cynllun Prosiect / Project Plan

Fersiwn 5 / Version 5 Mai / May 2014 Gan Tom Cosson ar ran Cwmni Cymunedol Cletwr/ By Tom Cosson on behalf of Cwmni Cymunedol Cletwr

Contents Page

1. Executive Summary 6

2. Organisational Summary 8 2.1 Background 8 2.2 Purpose, Vision & Outcomes 8 2.2.1 Purpose 8 2.2.2 Vision 9 2.2.3 Project Outcomes 9 2.3 Governance 10 2.4 Experience and Expertise 10 2.5 Volunteers 11

3 Project Background 12 3.1 Community Consultation 12 3.2 Project development to date – Siop Cynfelyn 13

4 Strategic Context 16 4.1 Our Community 16 4.2 Evidencing the Need for our Project 16 4.2.1 Local need 17 4.2.2 Visitor Profile and Need 17 4.3 Market Research – What People Want 18 4.3.2 Consultation Outcomes – Local Community 19 4.3.3 Consultation Outcomes – Visitors and Passing Trade 20 4.4 Strategic Fit 20 4.5 Further Analysis 24 4.5.1 Risk Analysis 24 4.5.2 SWOT Analysis 25 4.5.3 Analysis of Competition 26

5 About Our Project 28 5.1 The Premises 28 5.2 Services and Activities 28 5.2.1 Our Core Offer 28 5.2.2 Additional Services 28 5.2.3 Additional Activity 29 5.3 Considering Our Options 32 5.3.1 Do Nothing Option 32 5.3.2 Exploring Alternative Sites 33 5.3.3 Purchase or Lease? 33 5.4 Options Appraisal 34 5.5 Our Chosen Option 37 5.6 The Proposal 40 5.7 A fall-back position 41 5.8 Project Beneficiaries 41 5.9 Project Timescales 43 5.10 Equality and Access 44 5.11 Exit Strategy 45

6 Project Resources 46 6.1 Staffing Resources 46 6.1.1 Paid Staff 46 6.1.2 Voluntary Staff 48 6.1.3 Training 48 6.2 Management and Supervision of Resources 48 6.3 The building works and purchase 48 6.4 Further skills required 49 6.5 Policies 49 6.6 Partners 49

7 Financial Appraisal 52 7.1 Introduction 52 7.2 Critical Success Factors for our Business 52 7.3 Trading Analysis and Assumptions used in the Cash Flow Estimates 52 7.4 Projections including Cash Flow for Years 1 to 4 55

8 Project Costs 59 8.1 Capital Costs 59 8.2 Revenue Costs 61 8.3 Future Phases of Project 63 8.4 Value for Money (VfM) 63

9 Marketing and Communication 65

10 Monitoring and Evaluation 67

List of Annexes

Annex 1 List of Advisers/Professional Expertise Consulted

Annex 2 Community Learning and Activities Plan 2014-

Annex 3 Letters of Support

Annex 4 Community Consultation 2011

Annex 5 Summary of Visitor Consultation 2011/12

Annex 6 Community Survey December 2013

Annex 7 Volunteer Survey May 2014

“It has brought the area to life again”

“Encouraging to see a rural community being pro-active and providing for its own needs”

“It is a great pleasure to volunteer in the project. I have made new friends and know others better”

“It gives a centre to the community and provides community activities. It keeps money in the community through employing staff”

“Every £1 spent with a local supplier is worth £1.76 to the local economy, and only 36 pence if it is spent out of the area”

“Community shops act as service centres, providing easy access to essential goods and services that can be hard to reach in rural locations. They also stimulate social activity as a result of their volunteer base, and through the through flow of customers. This social environment can lead to increased social contact for individuals, give people an opportunity to be involved in community life, create support networks for the vulnerable, and for some people provide a sense of belonging, purpose and self-worth.”

1. Executive Summary

Cwmni Cymunedol Cletwr, a social enterprise company limited by guarantee, formed in 2012 in order to re-open the village shop and café at the Cletwr Services on the busy A487 in Tre’r Ddôl, Ceredigion. Following a successful volunteer recruitment and fundraising campaign, including £46,000 from the Village SOS scheme, it opened Siop Cynfelyn, comprising a shop and small café, in May 2013. The business is thriving and profitable.

This success reflects a trend across the UK. Community-owned shops are profitable, resilient and increasing in number and impact.

The site is currently on a short-term lease and for sale on the open market. Securing the capital funding to purchase the services will enable the community to retain and expand the services being offered, and develop a building that will benefit people long into the future.

In order to secure the long-term sustainable future of the business, and expand its operations in order to have a greater economic and social impact within north Ceredigion and to provide a more attractive offer to tourists, the company is seeking funds to purchase the Cletwr Services site and erect a new, attractive, sustainable building in place of the current uneconomic and dilapidated one.

Crucially, the business will operate on behalf of the local community and will provide a major social and economic stimulus to the area. We will extend the scope of the services offered to provide community space for events and to showcase local artists and producers, as well as linking with key tourism partners to promote awareness and increase engagement with the area’s natural, cultural and built heritage. We will also be a business that supports and facilitates formal and informal learning opportunities, through offering tailored placements to help people back into work, for Welsh Baccalaureate and other students, and offering digital skills and other training. We will support a number of high-quality, year-round jobs in a rural area which suffers from underemployment with a prevalence of part-time, low-paid, seasonal work.

The consultation exercise has established significant support for the project. A large majority of local people, passers-by and tourists are already supporting the current business which is returning a profit. Most importantly, as well as restoring vital services, it is viewed as a vital community hub and meeting place. Consultation has also confirmed support for an expansion of existing services, development of new ones, within a financially and environmentally sustainable physical setting.

Our vision is of an expanded, well-stocked, well-used village shop that provides an economic and social stimulus to the community. We will sell everyday goods but also local produce, promoting local producers. We will provide a larger cafe, serving simple, high quality food. We will offer meeting and event facilities and a full and varied events and social programme for the area, encompassing Welsh classes, arts workshops, lectures, food events, and music.

The new building will act as a ‘gateway’ for visitors to Ceredigion by providing an introduction to the varied heritage of the county and will be an information hub for the Wales Coast Path, which passes the door. It will also be a business with a strong Welsh identity, and operate to a high environmental standard. The building will be extremely energy efficient and through a PV array will also generate its own electricity.

The re-opening of the services, operating for the benefit of local people, would provide a huge boost to the parish. The shop is already staffed by local volunteers, giving people opportunities to interact, gain skills and self-worth through contributing to their community. The redevelopment will enable us to extend and deepen volunteering opportunities, to become not just a social activity but one which can link, for example, young people to improved employability and acquisition of other hard and soft skills. It will provide a valuable economic boost to a rural area by increasing the current staffing from 2 FTE staff to 5 FTE, and by supporting local producers. As an employer the business aims to use the Living Wage as its minimum. We will support other services to reduce poverty such as a food bank.

All profits will be re-invested in the enterprise and the local community and we are establishing an annual fund to enable us to support bodies such as the local chapel, school, and local societies.

Partnership working is embedded in the company’s way of working. We are actively working with other local organisations and businesses in order to complement them, rather than compete. We have burgeoning and mutually beneficial partnerships that include local schools and colleges, training associations, several local societies including the WI and local Heritage Society, the Cwm Cletwr nature reserve and the Dyfi Biosphere.

In 2013 we received a Stage 1 pass from the Big Lottery Fund’s People and Places scheme, and a Capital Development Grant of £17,500, to develop more detailed plans to support a Stage 2 application. We have carried out a detailed options appraisal, guided by building professionals, and have identified the most appropriate option for the building. This is a modern, attractive, highly energy-efficient building which will cost £390,000 + VAT (in addition to the purchase price of £300,000 plus stamp duty and legal costs). This redevelopment will best enable us to meet our project outcomes. Crucially, it will enable the current building to remain, and the business to continue trading, during construction, thus avoiding damaging the established momentum and custom of the business.

We are seeking this funding from a range of sources, primarily from the People & Places Scheme (£499,000) in addition to other sources including European funding, trusts, an affordable loan taken out through a reputable lender to social enterprises, and local fundraising including the offer of Community Capital Bonds enabling local people to invest in the development.

The site has the potential to offer additional services, as well as a comprehensive landscaping plan. Once the business has established itself, a phased approach will be taken in realising the overall vision for the premises.

2. Organisational summary

2.1 Background Following the closure of the Cletwr Services site, a group of volunteers formed in 2011 to investigate the establishment of a community enterprise to re-open the services. The working group then registered as a company limited by guarantee, Cwmni Cymunedol Cletwr. Companies limited by guarantee are widely used for charities, community interest companies, community projects, clubs, societies and other similar bodies.

A company limited by guarantee is much like an ordinary private company limited by shares. It is registered at Companies House, must register its accounts and an annual return each year, and has directors. It does not have a share capital or any shareholders, but has members who control it. Members will be entitled to attend general meetings and vote, can appoint and remove the directors, and have ultimate control over the company. Powers are conferred on the directors collectively, when they are sitting as a board and passing resolutions for the management of the company.

The community ownership model is an increasingly successful one. The Plunkett Foundation1 has found that: Community ownership offers a realistic and achievable solution to rural communities facing commercial shop closures; Community shops are set to continue their growth at around 28 new shops per year; Community shops operate with a 96% success rate, compared with a national UK business survival rate of 45%; Average net profits were recorded to be £5,267 per shop in 2012, and volunteering saves shops an average of £29,935 per year in staff time.

It also found that community village shops: Reduce physical isolation and are a lifeline for many rural communities, particularly those in more isolated parts of the UK and particularly so for the elderly and less mobile Reduce environmental impact - having a community shop in a rural location can significantly reduce the number of times individuals drive outside of their community to access alternative retail services; and Reduce social isolation - they are often the only place in a rural community that is open during the day and that offers a place where community members can go to meet with, and talk to, other people. Those involved in the running of the shop are provided with unique benefits such as the opportunity to learn new skills, meet new people, and feel part of the community. These opportunities have been recognised for their contribution in reducing and preventing rural isolation and loneliness.

2.2 Purpose, Vision and Outcomes 2.2.1 Purpose Cwmni Cymunedol Cletwr has been established purely for community benefit and this aim is built into its articles. There is a prohibition on any payment of salaries or fees to the directors. Such restrictions will apply both to profits while the company is running and to the distribution of assets

1 A Better Form of Business 2013: Community-owned village shops, The Plunkett Foundation, 2013

(after paying creditors) if the company is wound up. The governance model of Cwmni Cymunedol Cletwr allows for members to attend and vote at annual general meetings, and, via the management committee, to set the overall direction of the business. Membership will come from the local community. As set out in our company articles, our objective is to ‘provide a community shop and other facilities for the benefits of the residents of Llangynfelyn as well as visitors to the area, as a social enterprise2’.

2.2.2 Vision We will deliver this through working towards the following vision: The Cletwr will offer a distinctive service to local people and to visitors. An expanded, well-stocked, well-used village shop that provides an economic and social stimulus to the parish. We will sell everyday goods but also local produce, promoting local producers. We will provide a larger cafe, serving simple, high quality food. We will offer meeting and event facilities and a full and varied events and social programme, encompassing Welsh classes, workshops, food events, and music. The new building will act as a ‘gateway’ for visitors to Ceredigion by providing an introduction to the varied heritage of the county and will be an information hub for the Wales Coast Path, which passes the door. It will be a business with a strong Welsh identity, and operate to a high environmental standard.

2.2.3 Project Outcomes Our project’s intended outcomes and performance indicators are as follows. Information on how we will evaluate our success in achieving our outcomes can be found in Chapter 9.

Outcome Indicator An improved local economy Jobs Created through better employment Number of local suppliers used prospects and a better-supported £ spent with local suppliers local food production sector; Increased self-confidence and skills Number of regular volunteers amongst people from the Number of work and training placements/opportunities provided community of all ages, through Number of participants reporting improved self-confidence / skills volunteering and placement opportunities; A revitalised and more cohesive Funding provided to local community projects from trading profit community which has a social and The number of people who feel more involved in the community economic focal point; The number of people who view the community as a better place to live as a result of the project Number of people attending events / activities at new facility A sustainable community facility, Number of people accessing information which increases awareness of the Improved awareness and appreciation of natural and cultural community and wider area’s heritage of area language and culture

2 The UK Government and the Welsh Government agree that a social enterprise is “a business with primarily social objectives, whose surpluses are principally reinvested for that purpose in the business or community rather than mainly being paid to shareholders or owners” (Department of Trade and Industry [DTI], 2002; Welsh Assembly Government, 2005).

2.3 Governance The Company’s decision-making is invested in its Board of Trustees which meets on a monthly basis. The Board, recognising the complex nature of the work it is engaged in, has set up two separate groups both of which report to the Board. These comprise Operations – responsible for the day-to-day running of the shop: staffing and volunteer matters, stock selection, marketing, utilities and so on; and the Capital Development (CDG) group. The CDG has been charged by the Board to take on specifically the future redevelopment of the site – to work with architects and other professionals to develop detailed pans; to raise the necessary funding, and to draw up comprehensive business plans.

Each group contains both Board members and co-opted members of the local community where they bring particular expertise. Each meets at least once a month, and often more frequently, and also delegates certain duties to individuals and ad-hoc groups as necessary. Each group, via its nominal lead working group member, reports back to the Board by verbal and written updates. Close working is required between the groups and Board. Some key tasks or areas of work, such as developing the overall vision for the site, agreeing key managerial and policy decisions, and important staffing and financial matters, remain the preserve of the Board.

2.4 Experience and Expertise The Board of Directors Shelagh Hourahane is Company Chairperson. She has over 10 years experience of management of public art and heritage interpretation projects. Projects have been funded through the Welsh Government (CCW & Forestry Commission); Local Authorities; RDP; European funds and range in scale up to £200,000. Ian Mitchell is Company Treasurer and leads on most financial matters. A former headteacher/school manager, he has extensive experience in managing complex organisations and large budgets. He is # qualified. Nigel Callaghan is Company Secretary and is a self-employed businessman with extensive experience in ICT, web design and communications. He is a local community councillor and founder of the Llangynfelyn Heritage Society Jane Burnham leads on Retail matters and the overall product offer. Jane established and ran the highly successful Treehouse organic shop and café in Aberystwyth. Tom Cosson leads on Financial and Funding matters along with Shelagh. Tom has extensive experience with the Welsh Government in the heritage sector. He is involved with managing projects, grant schemes and fundraising and is currently leading on the co-ordination of two multi-million pound heritage projects in Wales. Marie Hockenhull Smith works in the Higher Education sector, leading on ensuring quality and user satisfaction on an educational programme generating £700,000 p.a. Sylvie Fombonne

The Operations Group also comprises Karen Evans, the shop’s Manager Mike Smerdon, a vastly experienced caterer and former lecturer

The CDG also comprises Cindy Harris, Chair of the CDG, is a retired Environmental Building consultant formerly with the Design Commission for Wales and the Centre for Alternative Technology

Charlie Falzon is voluntary Project Manager up to RIBA Stage D (after which we will recruit a paid PM). He has extensive international training experience and has written and advised on topics including UK wildlife law; business planning for natural World Heritage Sites for UNESCO; and zoning policies and approaches for IUCN. He is a member of the World Commission on Protected Areas. Mike Indeka is a qualified landscape designer and forestry consultant. Rob Davies is a designer who has extensive experience of green building and design.

2.5 Volunteers We have successfully recruited a considerable number (currently around 50) of other volunteers from the local community. These include shop and café staff, builders and carpenters, website designers, graphic designers, translators, and other skills which support and complement the business.

3. Project background

3.1 Consultation A public meeting was held in July 2011 to gauge the level of support for a community enterprise to re-open the services. Over 70 people attended and there was unanimous support expressed. Following the meeting a group of volunteers formed a working group to look at the feasibility of reopening the services.

During the Autumn of 2011 extensive community consultation was undertaken, in order to: • Establish the views of Llangynfelyn residents on the possible re-opening of the services; • Establish past and likely future spending patterns of the community in the separate petrol station, shop and café; • Seek views on what products and services people would like to see on sale; and • Determine likely levels of support from the community in terms of time, skills and financial donations.

As part of our initial consultation, bilingual questionnaires were distributed by hand to every household in the parish. The response from the community was extremely positive. Of the approximately 243 inhabited households in the parish, 154 completed questionnaires were returned, or 63% of the total. This marks a very high level of community engagement for such a consultation exercise, where commonly a 40% response rate is considered very good. We also sought views from nearby communities who would also use the facilities, with questionnaires also distributed to Ynyslas, Eglwysfach and Ffwrnais. The level of support and goodwill from local people towards the projects was clear. 94% of respondents expressed a positive opinion about the reopening of the shop and 65% the cafe.

Early in the project we recognised the need for regular events, for several reasons – they serve as opportunities for local fundraising, and they keep the momentum of the project going and prominent in people’s minds. They are also genuine ways to increase community cohesion, within a temporary meeting place and a festive atmosphere prevalent. We held two hugely successful events in early 2012 to seek further information about the community's views and support for the enterprise. A community meeting on 28 March 2012 was attended by upwards of 80 people with the local primary school creating artwork for the occasion. We presented our business plan and asked for views; we also created a register of volunteers. We also asked for donations to help establish the company and over £2000 was raised. Representatives from the Cwm Trannon Community project gave a talk.

We then opened the cafe for an open day on 21 April 2012 with local catering students preparing and serving fresh food and drinks. A volunteer taskforce served food, cleaned and decorated the cafe and a local band volunteered their services. The event was attended by over 300 people (including the local AM), attracted over £500 in donations, and crucially enabled us to carry out further market research with passers-by. To support the above events, we received a grant of £1500 from Cynnal y Cardi, a scheme to enable the growth of community and social enterprises. The overall aim was both to publicise the venture and also to carry out further market research, particularly with non-local people.

We see such events as a crucial way to boost the profile of the project as we work towards the purchase of the property and this will include arts, music and local food events. They have become a regular feature of the ‘pilot’ Siop Cynfelyn project, managed by volunteers under the supervision of the Board of Directors. A regular varied programme of events ensures the community focus of the café remains prominent, keep local people engaged (and spending money) and bring a buzz to the site in the quieter winter months.

3.2 Siop Cynfelyn Informed by the consultation exercise, from January 2012 the company began detailed work to make the project a reality. This has included:

Date Activity December 2011- Development of a strong volunteer network, managed and co- ordinated centrally but allowing for input of ideas, delegation of decision-making and sense of ownership by our community December 2011- Continuous liaison with funding bodies including the Big Lottery Fund and others, to allow for the development of a possible funding framework for the project December 2011- Benchmarking and sharing of best practice with other similar community operations, including a strong relationship with Cwm Trannon community services in Powys, Alfrick village shop, and others. Advice from the Plunkett oundation. January - March 2012 Development of a detailed Business Plan with estimated profits February 2012 - Ongoing negotiations with the owner over property April 2012 Registration of the company as a Company Limited by Guarantee April 2012 Commissioning of building survey and independent property valuation May 2012 The establishment of governance structures for the company and formation of specialist sub-groups May – July 2012 Investigation into the viability of operation of the petrol station May 2012 Commissioning of detailed architectural floor plans of the site May 2012 - Marketing and publicity, including the establishment of a website, www.cletwr.com, and a Facebook page, www.facebook.com/cwmnicletwr, a regular series of electronic and print newsletters, and promotional material such as car stickers June 2012 Opening of a Community Directplus account with the Co-operative bank, which allows for free banking services for community enterprises July – August 2012 Detailed options appraisals of the possible business model to be operated on site and services offered July – August 2012 Detailed appraisal of the various options for the building in order to meet our desired outcomes, and preparation of a Project Plan September 2012 Submission of Village SOS funding application for £46,000 to establish pilot ‘Siop Cynfelyn’ project December 2012 Confirmation and announcement of Village SOS funding December 2012 Submission of Stage 1 People and Places application

The above developments demonstrated that the company was able to move in a focussed, strategic way towards realising the aims of the project. In addition to the Village SOS funding, we also received £3500 from the Cronfa Eleri fund, funding from Cynnal y Cardi, a grant from CAVO towards IT and office equipment, and numerous cash donations from the community. This funding meant

we could rapidly move to the next stage of our project – opening up the pilot enterprise which would establish support for the purchase of the site:

Date Activity February 2013 Lease agreed March 2013 Staff recruitment April 2013 Staff Appointed; shop set-up May 2013 Shop opening and launch April, September 2013 Volunteer recruitment events June 2013 Capital Development Grant awarded December 2013 New café extension opened

There have been several advantages in developing a ‘pilot’ shop project prior to purchase: It has kept momentum and community support for the project; It has allowed us to test products, income streams and events to provide further evidence for our long-term trading operation; It has allowed us to bed down systems for volunteer management, financial and stock management, opening hours etc; It has given us a vehicle to consult and engage further with our community; and Equipment purchased can be adapted for usage at the expanded services if the larger project progresses.

3.2.1 Evidencing the impact of Siop Cynfelyn In December 2013 we carried out an extensive consultation exercise to gauge support for, and evidence the impact of, this pilot project. The reasons for this were varied: To ensure we were getting the right product offer To gauge possible support for an expansion of the café To establish perceptions of the shop, and its impact on the individuals using it and participating in the project, and on the wider community.

The findings, reproduced in full at Appendix 4, confirm the strong support we were anecdotally aware of. Half of the people who responded value it as a social hub and meeting place. 47% of respondents said that the shop had enabled them to meet new people, 26% had learnt new skills, and a half that it provided convenience and/or was accessible on foot.

Selected quotes: “It has brought the area to life again” “Giving people the opportunity to volunteer … challenges isolation and increases self esteem” “I know a lot more people in the community than I did 12 months ago.” “gets community to mix when geography tends to keep us quite separate”

3.2.2 Evidencing the need for expansion The long-term aim of the company has always been to purchase the site in order to redevelop it. From the outset, there has been a recognition that the current building and site are not fit for purpose in the medium to long term. It is already proving expensive to maintain and to power and heat (our utility bills are in excess of £400 per month). Redeveloping the existing building is, as the

options appraisal chapter shows, a poor solution. The overall site is run-down. Only a new-build option will enable us to go on offering our current service and range of activities, in addition to strengthening our community, learning, and cultural provision and allowing us to become environmentally and financially sustainable for 5,10, 20 years and beyond. More detail can be found at 5.2.

4. Strategic context

4.1 Our Community Llangynfelyn is a parish in the north of the county of Ceredigion, west Wales. It comprises the two villages of Tre’r Ddôl and Tre Taliesin, situated 500m apart on the A487, the main route from Aberystwyth and West Wales to North Wales. It also includes the hamlets of Craig y Penrhyn and Goitre and a number of farms and isolated houses.

As at 2001 the parish had a population of 641 in 264 households. 20.6% were under 16, and 16.9% were pensioners. 16.3% of households did not have a car.

Welsh is the indigenous language of the community and is spoken by around half of the population today.

The parish is in a rural location, equidistant from the towns of Aberystwyth and Machynlleth (9 miles) which offer secondary schools and supermarkets. The closest shop to Llangynfelyn is in Talybont, 3 miles to the south, and Borth, 5 miles away. To the north, there are no shops available for 9 miles. The closest cafés are in Borth and Bow Street, 6 miles away.

Currently Llangynfelyn is served by a public house and a primary school. The school has close links with the local community and there remains a sustainable community of young families who require retail services.

The Cletwr site lies on the A487 which is heavily used all year round, but particularly busy during school holidays. It is the main route from the Midlands to the Ceredigion Coast which is extremely popular with holidaymakers in the summer. It is in a position both to ‘capture’ passing visitors heading to Aberystwyth and also turning towards the popular beaches at Ynyslas and Borth, both of which also contain numerous caravan parks.

The area is increasingly popular with walkers, cyclists and birdwatchers. Cletwr Services stands on the new all-Wales Coast Path, named the best region on the planet in Lonely Planet’s Best of Travel 2012 guide. Within 6 miles are the Cors Dyfi osprey reserve, the RSPB reserve at Ynyshir and the Countryside Council for Wales reserve at Ynyslas. The Cletwr site is sited at a key point in the Dyfi Biosphere Reserve.

4.2 Evidencing the Need for our Project Our project is focussed on providing a vital service to two main markets: local people, from within the parish and the surrounding area, and visitors to the area. It is important that we recognise that each has different requirements and demands.

We see the need for a continuous dialogue with our community and other potential customers to establish and meet evidence of need. This approach to bringing the community with us is vital for the project's success and underpins everything we do. We will continue to involve local people and local organisations as we develop this exciting business. We are also actively consulting and receiving advice from the Wales Co-operative Centre, the Plunkett Foundation, local food suppliers, the local AM and local county councillor, the community council, the local primary school, local tourism bodies and the county council.

A list of people and organisations who have given advice or been consulted is appended to this Project Plan.

4.2.1 Local Need Llangynfelyn, like many rural villages, was once a tight-knit, self-sufficient community with numerous shops. These have all gradually closed. This has corresponded with a decline in the ties that bind the community together. Many people now commute to work and shop at supermarkets in the nearest towns, Aberystwyth and Machynlleth. The closure of the last shop in 2010 undoubtedly had a further detrimental effect. It lost its social focus – the cafe was well-used by local people and passers-by, and the shop provided a meeting place. Loss of convenience was damaging, but the impact for those without cars, particularly the elderly, has been catastrophic. They became more isolated, reliant on the goodwill of neighbours or the infrequent bus service just to buy everyday necessities.

The strength of response from the local community at our initial consultation stage attested to the need for the return of services to the site; 94.0% of respondents were positive about the shop reopening.

With the closure of the services, the local community also lost any ability to take advantage of tourist expenditure in the region. The pilot venture Siop Cynfelyn is already enabling the local community to benefit to a greater extent from tourist investment in the area and play a role in signposting and servicing holidaymakers. However, the current site and building severely restricts our ability to develop this important role and become a local tourism hub. Our research and consultation has shown that there is a very real gap in facilities that provide information about local attractions and also give visitors an introduction and a flavour of the heritage and culture of the area. Giving a Welsh, and in particular Ceredigion, stamp on our product will ensure its distinctiveness and give visitors a strong sense of place.

4.2.2 Visitor Profile and Need Our site falls at a highly advantageous position to capture tourism traffic. At the junction to Borth, a popular seaside village with numerous caravan sites, it also sits at the ‘nexus’ of a developing network of natural and cultural attractions – it is located on the new all-Wales coastal path, named as Lonely Planet’s number 1 region to visit in the world in 2012 – Ynyshir and Ynyslas nature reserves, Furnace (operated by Cadw, which is investing significantly in interpretation and services to increase visitors) and the Dyfi Osprey project. It sits within the Dyfi Biosphere and is on the route of the new North Ceredigion Churches Trail Llefydd Llonydd - Peaceful Places with its interpretation hub at nearby Llandre church.

(i) Visitor Profile Ceredigion attracts c1.34m staying visitors and just over 1.4m day visits each year. There are two distinct holiday segments in Ceredigion; the Cletwr site is ideally placed to service both segments with the correct offer: (a) The traditional family holiday market (longer holidays but generally a week plus, highly seasonal) with families staying in the many caravans and self-catering units and, to a lesser extent in the serviced accommodation. Most, but not all, of the caravan users are on a budget. Many of these visitors will be caravan owners and are therefore regular visitors to the area.

(b) More affluent, often older couples who come to stay for the weekend. This market has a longer season. They are attracted by the accommodation, the food, local sightseeing, shopping for local produce etc and walking.3

It is difficult to attach a precise figure for the potential tourist market to our immediate area. It is also very seasonal in nature. The following table demonstrates that there is a large market for visitors to the area. There are many more passing the site, which sits on the main route from the English midlands to Aberystwyth and Borth, both popular seaside resorts.

Attraction Distance Annual Visitors Comments Grocery, Café, from (approx) petrol facilities Cletwr site Ceredigion coastal 0.0 miles 131,774* Now part of the all-Wales None locally path coastal path – figures set to increase Dyfi Furnace 3 miles 10,000*** None Ynys Hir RSPB 4 miles 21,857** Home of Springwatch None Reserve programme Ynyslas reserve / 4 miles 250,000*** Visitor figures are None beach estimates and include day trippers to beach and nature reserve. A large proportion will pass the Cletwr site Dyfi Osprey 6 miles 40,000*** None Project * Interim Wales Coastal Path Economic Impact to Wales report, 2012 ** Visit Wales 2011 Survey *** Desktop research

(ii) Visitor Need This area of north Ceredigion lacks appropriate retail services to service visitors – none of the villages on the A487 between Taliesin and Machynlleth (10 miles) has any facilities such as shops, cafes, or information hubs. It is apparent that the Cletwr site sits at a strategic location serving several visitor attractions which do not have appropriate visitor facilities. Individually, they may not be able to support a café for example, but collectively as a cluster they could. The Cletwr services have always been a place to stop, rest and stock up for visitors and this will be crucial to our sustainability. However, there is strong evidence that visitors to the area are also looking for a distinctive ‘sense of place’, with local food and information about the area.

4.3 Market Research – What People Want Extensive market research has been undertaken in the detailed planning for this project plan. This has taken several forms: Detailed community consultation and establishment of local spending patterns; Detailed market research with cross section of visitors to the area at community events and at nearby tourist sites

3 Ceredigion Tourism Strategy 2011-2020

Scoping survey of other organisations in area offering similar services Desk research and discussions with a wide range of bodies, funders and potential stakeholders and partners

4.3.2 Consultation Outcomes – Local Community A number of notable themes emerged from the community consultation work and these were considered by the working group in drawing up the business model. This included the kind of products and services the local community wish to see at a re-opened site. There was overwhelming support for the re-opening of the shop and it was clear that the loss of this service hit the community hardest. It was clear that a significant part of the community would use a local shop to buy basic goods. These include daily papers and magazines, milk, bread, alcohol, confectionery, frozen food etc. Our experience of operating Siop Cynfelyn has clearly demonstrated that a level of support exists within the local community irrespective of the other services on site and of pricing, if not considerably more expensive than competitors.

Many people also indicated, and again this has been borne out by our experience, that they would be extremely interested in using a local shop that stocked a more interesting and varied range of products than has been offered in the past. In particular ‘local produce’ was requested and has been provided, and is keenly supported – in particular meat, dairy produce, vegetables, eggs, cakes and craft products. Other products requested and sold include fair-trade produce, local guidebooks and maps, postcards and second-hand books.

In line with the company’s expectations, the café is better-used by tourists and passers-by than local people. The attractiveness and community feeling of our current very small café does however consistently attract local people, as do our events and offers targeted at the elderly, young parents and groups, classes and societies. The previous café was popular for its offer of breakfasts, sandwiches, cakes and more substantial traditional café food. However there was another clear theme emerging that many people would also like to see a more varied range of food to include salads, quiches etc. Currently our café can only seat 12 -20 people and is inadequate to cater for what demand has shown is wanted. The general consensus was that the food offer should be good quality, locally-sourced where possible, and inexpensive.

The initial consultation showed some support for the re-opening of the petrol station but this custom was less likely to be unconditional. Price, not supplier or the feeling that local services need to be supported, was the main factor. Because of a range of factors, the company has decided against re-opening petrol services on the site; this is discussed in greater detail later in this document.

Our consultation has shown that there is also an appetite for other services at the site. We are currently unable to offer these because of restrictions on size, layout and poor condition of the current building. These range from three main categories – additional commercial services such as a post office (which the company has decided not to pursue), community space for events and exhibitions, and a more outward-facing aspect such as provision of information to tourists on the local area. They are discussed in greater depth at Section 5.

(v) Local Usage and Support The initial consultation questionnaire also asked respondents to indicate whether they would be willing to volunteer to help establish and run the project and also whether they would be willing to make a financial donation to help establish the project. 78 people offered their services in some capacity; the Company consider that there is a sufficient base of support for a rota of volunteer workers to staff the shop. Other projects have advised that a list of around 40-60 people is required. We already have an active volunteer force of upwards of 60 people – equivalent to one in 10 parish residents.

Given the current financial climate, and the fact that Ceredigion is largely a rural, low-income economy with many retired people, it is significant that nearly 20% of respondents also pledged to make a financial donation to support the project. People from outside the community will also be approached to donate.

4.3.3 Consultation Outcomes – Visitors and Passing Trade While the project is firmly rooted in our community, passing trade and visitors are crucial to its commercial viability. We have therefore undertaken extensive consultation and market research with visitors to the area and passers-by. This has been carried out via the holding of a successful open day in April 2012 and also dedicated teams of volunteers interviewing visitors at nearby tourist sites such as) the Dyfi Osprey Project and Ynyslas beach.

The research strongly indicates the potential of the business, if run well, to tap into the high volume of passers-by and convert that into social and financial benefits for the immediate local community.

In April-May 2012 we carried out intensive surveying with passers-by and visitors to the area, both during our open day and at nearby tourism sites. Altogether 125 people responded, giving an insight into motivations for using the previous services and likely usage in future. The full information is contained at Appendix 3.

Several themes emerged, all of which strengthen our earlier research and feed directly into our proposals: 99% of respondents would like to see the services re-opened; The petrol and shop enticed most people to stop (35% each) and the café (20%); People want to buy simple café food such as snacks, cakes, and good coffee; People want to buy a range of groceries in the shop but also local Welsh produce; Additional services such as community events, local arts and crafts, and tourist information would make people more likely to stop;

4.4 Strategic Fit While locally-based our project delivers against a number of local and national strategies.

(i) At a high level, the project meets the Welsh Government’s aims of developing communities where: a. people want to live, work and visit b. there is access to economic opportunity c. there is a pleasant and safe environment d. there are active and inclusive community networks

(ii) In 2011 the European Commission published draft regulatory proposals for the reform of the Common Agriculture Policy. This informs how the next Rural Development Programme (RDP) in Wales, running from 1 January 2014 until the end of 2020, will be implemented. The RDP enables the Welsh Government to fund activities which support the countryside and rural communities. Our project has the potential to support the delivery of the programme in several key ways. a. The focus of future rural development delivery in Wales will be on the Commission’s three key objectives, including The competitiveness of the rural economy (agriculture, forestry and rural SMEs) b. The types of interventions that the Welsh Government is considering including in the Wales RDP 2014-2020 include those which Promote Social Inclusion, Poverty Reduction and Economic Development in Rural Areas c. The programme for EU Structural Funds 2014-2020 in relation to Jobs and Growth in West Wales and the Valleys is seeking to deliver a confident, ambitious and entrepreneurial Wales, prospering from sustainable economic growth. The overarching principles that guide future project selection include: supporting projects that contribute to the creation of sustainable jobs and growth Place-based interventions integrate physical, social and environmental elements

(iii) This project aims to make a strong economic contribution to the area and to support people who are living in poverty. In February 2010, around 2.2 per cent of the working age population in Ceredigion were claiming Jobseeker's Allowance. The equivalent figure for Wales was 4.6 per cent. However, 2006-08 data show the average gross weekly earnings for those working in Ceredigion was around £424. The equivalent figure for Wales was £4704. Ceredigion is an area of underemployment rather than unemployment and, particularly in the private and third sectors is characterised by low-wage, part-time and seasonal work. Part time employment is relatively more important in Ceredigion than Wales or the UK. In 2006, 42% of employees were part time in Ceredigion compared to 33% in Wales and 31% in the UK. Part time employment is concentrated in the retail, tourism, public administration and other services sectors. Over the period 1998-2006 the increase in part time employment (five percentage points) was far greater than in benchmark areas (one percentage point)5. There are a higher percentage of pensioners than the Wales average (27.4% of households compared to 25.6%).

(iv) Ceredigion fares particularly poorly in one indicator of deprivation, Access to services. With the exception of the towns of Aberystwyth, Aberaeron And Aberteifi/Cardigan all ‘Service Output Areas (SOAs)’, or smaller areas within local authorities, are classified as being within the 20% most deprived in Wales; the SOA in which the Cletwr is located is in the 10% most deprived in Wales.

(v) The Ceredigion County Council Tourism Strategy 2011-2020 states that tourism in the area:

4 National Assembly for Wales, Key Statistics for Ceredigion, May 2010 5 DTZ, Ceredigion Economic Needs Assessment Technical Report 1 Socio Economic Baseline, 2008

Supports cross-cutting services and infrastructure which benefit local people; Helps promote a positive image of Ceredigion to the outside world which, in turn, can attract investment and make people feel better about the place in which they live.

The project contributes significantly to this Strategy, in particular its objectives to: Draw on the natural and cultural resources of Ceredigion to create and promote a special, distinctive place, distinguished from other competing destinations; Provide and promote the facilities, attractions and services that will help encourage more visitors to visit throughout the year; promote use of local produce, thereby creating a stronger ‘sense of place’ in food and beverage operations. Local food produce is a particular strength of the area with some major names (Rachel’s Organic, Ty Nant) and small producers including various cheeses, beer, honey, cakes, meat and fish.

(iv) This project also fits well with the ambitious tone of Ceredigion County Council’s Ceredigion for All: Our Livelihoods, Our Economic Regeneration Strategy, published in 2014. The report outlines five themes, and related actions,to address inherent weaknesses in the county’s economy; those of particular relevance are included for reference below: Theme Priority Action Utilising the Natural Environment Increase awareness of the natural environment’s ‘offer’ & Landscape within Ceredigion Enhance public access to the natural and built environment in Ceredigion Assist businesses to utilise the opportunities and maximise economic benefit from natural environment. Making the most of our Culture & Assist businesses to utilise the opportunities and Heritage maximise economic benefit from local culture and heritage Harness and support the burgeoning community/third sector in key destinations Promote the Welsh language in an appropriate way Adding Value to our Primary Actively promote Ceredigion products within local and products national markets Developing our People and Develop and foster enterprise in Ceredigion in both organisations existing and new enterprises Increase the provision of vocational training opportunities and apprenticeships in Ceredigion

(v) Ceredigion Council’s Community Strategy Ceredigion 2020 aims to ensure that: ‘Ceredigion in 2020 will be a self-confident, healthy, caring, bilingual community, supported by a strong local economy using the skills of its people, making wise use of the resources of its high quality environment, providing opportunities for all to reach their full potential’

Through our activities we passionately believe that we can make a major contribution to this ambitious objective.

We will contribute to the delivery of the following outcomes and themes: Outcome Themes Business success, Developing markets for food industries. prosperity and full high Improved access to employment. quality employment. Sustainable, vibrant Encouraging active retirement contributes to the level of and strong communities voluntary time available to communities. Opportunities to start small community enterprises. Helping to keep village shops and post offices and other local facilities and services. Encourage community cohesion, responsibility and pride by working with communities to improve their local environment. Opportunities for learning and training in the community. Increased capacity to participate in community activities. Facilitating social interaction, in and between communities via events, clubs and interest groups. v. The economic potential of walking trails The Wales Coast Path is already bringing significant additional economic advantages to communities and businesses in its proximity. The proposal for European Convergence funds to develop the all-Wales path anticipated that it would be responsible for about 100,000 additional visitors and that it would be largely responsible for the creation of 8 new jobs and 2 new enterprises along the route (The Economic Impact of Wales Coast Path Visitor Spending on Wales 2012, CCW).

There are a number of recent surveys and reports that have identified the importance to the Welsh rural economy of tourism associated with walking and especially that linked to the various National Trails. The Cletwr will be located at a point on the Wales Coast Path where there are no other service providers within miles. In a 2013 survey, 18% of all businesses (rising to 36% in Mid Wales) surveyed reported that the opening of the Wales Coast Path had had an effect on the number of their customers. Of these, 95% were reporting an increase in customers and just 2% a decrease.

It is estimated that in 2009 there were 28 million walking related trips to the Welsh countryside and coast. Expenditure associated with these walking trips was around 632m. (The economic impact of walking and hill walking in Wales. Welsh Economy Research Unit, 2011)

A report to CCW by The Tourism Company 2006 The Benefits of the National Trails in Wales states that: “The range of service providers identified as likely to be affected by one of the Trails included shops, pubs, restaurants and cafés.” The study has provided evidence that accommodation and service providers have a special relationship to the National Trails and are well placed to benefit from, and also to contribute to, their success. Over one third of accommodation providers located on or near a National Trail describe the trail as ‘very important to the profitability’ of their business. The Anglesey Coast Path Survey (of 464 users at 10 locations in August/September 2004), showed that the economic impact was significant. There were over 300,000 annual users spending between £3.57 and £34.65, depending if they were locals or staying visitors. Shops form the largest category of service enterprises benefiting from National Trails.

The 2006 report indicates that a comprehensive network of accommodation is essential if a National trail is to be promoted (6.3.2). Of these people it was shown that 48% of respondents stayed at campsite accommodation; 31% of respondents stayed at serviced accommodation or self- catering cottages and that 66% of money spent other than upon accommodation was at food and drink establishments. This would add support to one of the options we will consider for a future phase of the project, the conversion of the existing workshop into a llety or walkers accommodation. vi) The economic potential of coastal tourism The Coastal Tourism Strategy (2008) was commissioned as an input to the Wales Spatial Plan. It sets out a vision for coastal tourism: An integrated year round coastal tourism industry, based on an outstanding natural environment and a quality tourism product that exceeds visitor expectations, whilst bringing economic, social, cultural and environmental benefits to coastal communities.

The Strategy indicates that communities form a vital part of the tourist experience in terms of the welcome, the cultural experience and the provision of support services and facilities: The interaction of tourism and community development plays a key role in creating a thriving industry with important economic and social benefits. In Mid Wales, the interaction of visitors with host communities is of paramount importance in the determination of customer satisfaction. There is therefore a need to ensure the community is fully involved in tourism development, management and promotion.

The Dyfi Valley and the Biosphere are among those areas singled out in this strategy for particular development as coastal tourism destinations.

Under the auspices of the RDP programme and other initiatives, a number of themed and geographic cluster groups of tourism operators and relevant stakeholders have been created including towns such as Dolgellau, areas such as the Cambrian Mountains and Dyfi Valley (Biosphere) and activity groups such as Cambria and Snowdonia Active and Brecon Beacons Tourism. Their efficacy varies depending on their age, product appeal, the individuals involved and the funding available. The Cletwr project has very great potential to link to a number of these initiatives and discussions have commenced as to how these relationships can be developed, and potential funding streams accessed. We are already a chosen site for interpretive activity and community events for the Biosphere.

4.5 Further Analysis During our project conception and planning process we carried out several exercises in order to more clearly establish its viability. This included the identification of key risks, their likely impact on the project and how we could mitigate them; an analysis of the project’s strengths, weaknesses, opportunities and threats (SWOT analysis), and a scoping exercise to look at our potential competition

4.5.1 Risk Analysis It is important for the working group to be fully aware of the potential risks involved in this venture. The working group has identified the following as the key risks inherent in the business plan that need to be addressed and mitigated.

Risk Impact of Risk on Likelihood Mitigation Viability of Venture Business plan is based on High Medium Careful research. false assumptions about Rigorous review of business plan. trading potential Series of ‘pressure tests’ – playing with a variety of assumptions and assessing what happens when those assumptions are changed. Premises become liability High Medium Thorough research before purchase; with major improvement new-build option selected works required e.g. to meet statutory guidelines Lack of community ‘buy High Medium Extensive continuous consultation; in’ to enterprise high quality offer meeting community needs.

4.5.2 SWOT Analysis STRENGTHS WEAKNESSES Identified Community Need Inexperience of major INTERNAL FACTORS Strong Community Support capital projects Excellent Trading Location Significant funding Established business and brand name needed to purchase Funding for community enterprises and redevelop Local Food increasingly popular Reliance on volunteers Strong volunteer support pledged, thereby to run business reducing costs Previous businesses on site underperformed OPPORTUNITIES THREATS Harness local support to make a truly Bidding for funding in community owned asset challenging economic EXTERNAL FACTORS Create good paid jobs climate Create volunteering opportunities – help Tough retail climate community cohesion Development of Customers want local food/ produce another large Community enterprises emerging on local supermarket at either and national agendas – support available Machynlleth or Capitalise on passing tourist trade from northern side of English midlands and Wales Coast Path Aberystwyth Take advantage of established ‘brand’

POSITIVE NEGATIVE

4.5.3 Analysis of Competition The following tables consider local competitors and assess the strengths and weaknesses of a re- opened Cletwr services offering a shop and café. Key Competitors - Shops Strengths of Cletwr Services Weaknesses of Cletwr Services against site against site Spar, Talybont (2.5 miles) Convenient – within walking As a Spar franchise access to Small village shop with post distance for local people cheaper bulk goods office (limited hours). Well Café available Has small post office unit used but no adjacent facilities Community feel / ownership within. and limited parking. Better choice of local foods More welcoming environment More parking available Better location for tourists Spar, Bow Street (6 miles) Café available Spar franchise - cheaper Larger village shop with some Community feel / ownership Bow Street has slightly larger local foods. Limited parking, Better choice of local foods population no adjacent facilities. Better location for tourists Nisa, Borth (5 miles) Convenient Franchise/chain - cheaper Large shop with café above Café available bulk goods (summer only). Some local Community feel / ownership Beachside location foods offered. On main A487 road Part time post office service Borth Stores (5 miles) Café available Beachside location Small, cramped village shop. Better choice of local foods No facilities adjacent although Community feel / ownership opposite beach. On main A487 road Machynlleth (9 miles). Town Convenient Cheaper prices of 2,000. Contains Co-op Café available Greater choice of shops supermarket, Spar, grocery, Community feel / ownership People visit for other reasons and independents Aberystwyth (9 miles). Town Convenient Cheaper prices of 20,000 serving large area. Community feel / ownership Greater choice Several supermarkets and Employment centre independents. People visit for other reasons

Key Competitors - Cafes Strengths of Cletwr Services Weaknesses of Cletwr Services against site against site Wildfowler, Tre’r Ddol Arguably a pub rather than café so not a direct competitor. Cletwr (50 metres): Small pub café will strive to offer a different choice of foods and eating concentrating on evening experience. meals and Sunday lunches. Rhydypennau Craft Centre and Convenient Adjacent craft shop brings in Café (6 miles): Café aimed at Community feel / ownership some additional visitors tourist market, selling daytime Better choice of local foods snacks and meals Better location for tourists Several cafes, Borth Convenient Large captive market in (5 miles): Range of cafes in Petrol and shop available summer seaside village Community feel / ownership Machynlleth (9 miles) and Convenient Wider choice of cafes and Aberystwyth (9 miles) Community feel / ownership shops

The above exercise demonstrates that the Cletwr services have the potential to occupy a very solid market position. It will be the only village shop within a 3 mile radius, the only café within a 5-mile radius and it occupies a strategic position on the route from the Midlands and North Wales to the popular holiday village of Borth which will boost income. Its roadside position on the A487, with parking, means it is very well placed to attract passing trade. Our business has many other strengths, which set it aside from other local businesses. We will play a major role in increasing social inclusion, and through signposting, information and interpretation promote the natural and cultural heritage of the area.

In considering competition it is important to emphasise that we very much see our business as filling a gap for local people, and offering additional value though other activities such as tourism information, rather than directly competing with similar businesses. We have also considered the rulings around State Aid and whether provision of public funds would contravene those guidelines. According to the Big Lottery’s own guidance, ‘a key issue is whether the activity is considered to be something that is tradable between member states (of the EU). Generally, this is unlikely to be the case for localised and small-scale activities or where there is no market for comparable goods and services within the EU’.

Following advice from the BLF, and careful consideration by the company, it was decided that seeking public funding to support re-opening of the petrol services could, potentially, be deemed as State Aid given the existence of a long-established petrol station 3 miles away in Talybont. This factor, as well as the considerable capital costs associated with re-commissioning (estimated at upwards of £25,000 to recommission, against £10,000 to decommission), and the high overheads and low profit margins associated with operation, led the company to taking the decision not to feature petrol retailing in the plan for the project going forward.

5. About our Project

5.1 The Premises The Cletwr Services occupies a triangular site on the edge of the village of Tre'r Ddôl, and is highly visible from both north and south on a straight stretch of the A487.

The property comprises a service station site with buildings comprising a single storey café unit built circa early 20th Century (with various later addition extensions at ground and first floor level), a modern two storey extension and an associated single storey workshop with mezzanine balcony to the rear. There is a disused, but not decommissioned, commercial petrol station and garage forecourt. The accommodation comprises ground floor shop unit, café and kitchens and associated stores, entrance lobby and toilet accommodation, an office and link to separate workshop building and extensive space upstairs formerly used for private flats.

The original cafe was built in the 1950s and has subsequently been added to and adapted to serve the growing needs of the Llangynfelyn community and of the increasing passing traffic. The fact that additions have been made to the premises over the years accounts for its current irregular footprint and for some awkward aspects of the building.

5.2 Services and Activities

5.2.1 Our Core Offer The café and shop are regarded by the company as intrinsic to the project. The shop will have a contemporary, stylish ambience which will create both a pleasurable shopping experience for our customers, and a pleasant environment in which to work.

5.2.2 Additional Services In addition to our core offer of shop, café and petrol station, our consultation has shown that there is also an appetite for other services at the site. Each has been carefully investigated by the working group and expert advice taken. The community’s views and needs have fed directly into the business planning and options appraisal processes. Some options have had to be discounted because they are not considered operationally or commercially viable, such as a post office on site. We aim to build in sufficient flexibility into the project and the redeveloped premises so that other options can be pursued in future years after the initial project has completed. Other proposals have been incorporated into this project plan and are seen as intrinsic to the success of the project.

Activity Include in Retain under Discounted Comments Project consideration for as unviable Plan future phases Learning  Requested by many people placements for young people Post Office  Current poor financial context for rural sub-post offices precludes opening a new one on site Tourist  Especially relevant because of Information proximity to Wales Coastal Path Information  As above and also because of key

about local position within the Dyfi Biosphere heritage and and as ‘gateway’ to Ceredigion culture Food Bank  Exhibition space  Potential to be incorporated into café area in initial phase; possible later inclusion in workshop Artists  Possible later inclusion in workshop spaces/studios Youth club  Insufficient perceived demand, regulatory complexity Adult education  Through small classes and vocational training Creche  Insufficient perceived demand, regulatory complexity Meeting and  Evidence from consultation and event space current use Community  An option to bake bread in the café Bakery will be investigated. Book exchange 

5.2.3 Additional Activity Four additional activities or themes have been identified from the above list as intrinsic to our visitor offer for this phase of the project:

(i) Learning Potential One aspect of our project that was not anticipated fully at the outset was its potential to provide real, practical and valuable informal and formal learning experiences to a range of people. Early on we have engaged with volunteers of all ages, and they are crucial to our success currently and going forward. We have also provided opportunities for young people in formal education, for example offering opportunities for catering students at Coleg Ceredigion, and we are also currently offering volunteering opportunities in the shop to two Welsh Baccalaureate students, one young person undertaking a Duke of Edinburgh award, and one young person who is home-schooled. Each is gaining a rich variety of skills – from business, retail and catering, to learning how to communicate effectively, manage their time, and simply providing an introduction to the world of work. In addition, we have taken one placement referred to us by Ceredigion Training, for someone out of work for several months. On a 2-month placement, he picked up new skills such as operating a till, stock control and other areas. He was subsequently able to secure new employment.

We believe there is scope to expand this provision within the new building. A dedicated Community Skills and Activities Plan has been developed as a framework for the first four years of the Project Plan. This will be supported by a more detailed annual plan. This will cover the breadth of educational opportunities we offer, look for opportunities to accredit and provide skills to our core volunteer base, and also deliver an events programme which helps meet our project outcomes. Given the nature of this work, and the amount of time that will need to be invested in it to ensure success, we will look for external funding to appoint a PT Community Skills and Activities Co- ordinator. We aim to implement this in full by the end of Year 2 of the project.

The Welsh Baccalaureate (WBQ) is delivered at Foundation, Intermediate and Advanced levels in schools, colleges and training centres across Wales. The Welsh Baccalaureate Core at each level is studied alongside a range of appropriate academic and/or vocational optional qualifications. In addition, the Post 16 Level 1 Diploma and Post 16 Level 2 Diploma develop knowledge, understanding and skills with a particular focus on employability. All sixth-form students studying the WBQ at Foundation level are required to complete 30 hours work focussed on community participation. Our business provides an opportunity for students both to fulfil this requirement and in doing so learn real vocational skills. We will by the end of Year 2 provide 3 placements per year.

In addition we will offer by the end of Year 2: In conjunction with Ceredigion Training, 3 placements per year for the unemployed to gain key skills and update their CVs (agreed in principle – one placement already created); Work experience placements for Coleg Ceredigion catering students in the kitchen for cooking and preparing food. We anticipate offering 2-week placements, with 2 students per year - one in March and one in May (In discussion); Duke of Edinburgh placements for 2 young people per year (in discussion with schools – 1 current placement in 2014); Postgraduate training opportunity for 1 Aberystwyth University School of Management student per year, allowing student to find out more about real life business and management skills and potentially use our business as a case study (Agreed in principle); Welsh learners classes for beginners / intermediate level for 10 students per year, enriched by conversational events and cultural evenings (In discussion – operating in 2014); and Digital skills training for 20 people per year (to be provided in-house).

Our Community Skills and Activities Plan in the annexes describe these proposals in more detail.

(ii) Tourist Information: The café currently provides very limited tourism information in the form of promotional flyers for other attractions in the area. We will build upon this ‘signposting’ role by promoting services and attractions to tourists in a more attractive and proactive way, by providing a dedicated tourism point in the building foyer. This will contain a large wall map, information on local attractions and amenities such as accommodation, leaflets and brochures, and an interactive touchscreen providing a digital portal to tourism information provided by Ceredigion County Council. We are in discussion with other Tourist Information Centres in Ceredigion to link to their offer and services. We will also incorporate the branding and promotion of Ceredigion and Wales into our wider visitor offer, through selling local food and other produce.

(iii) Information about local heritage and culture: North Ceredigion and Llangynfelyn have a rich history. We will enable visitors and local people alike to find out and participate in local heritage and culture. Indeed, we have already begun this process: We have established the ‘Cletwr trail’, a family walking trail in the Cwm Cletwr nature reserve. Well over 100 families have taken part; We have held several workshops and events on local heritage, including hosting a course about the Welsh bard Taliesin who has close links with the area; We have throughout 2013-14 held a weekly ‘Siop Siarad’ Welsh course for volunteers and the wider community, and taken part in other events and initiatives to promote the use of the Welsh language in the business. This will continue and be intensified.

Future development will include: Old photographs will be displayed in the café and/or in a dedicated gallery space, possibly supplemented by non-fragile historical artefacts. We have an emerging partnership with Ceredigion Museum in Aberystwyth, who own a collections store immediately next to the Cletwr site, and the Llangynfelyn Heritage Society. The business will facilitate local and national heritage projects such as a WW1-themed project due for 2015, and a collaborative project on the history of pubs and shops in Ceredigion, by providing space and for events and meeting and display space; We also have a number of keen local artists and photographers; a flexible gallery space will allow their work to be displayed, providing it fitted within the overall ambience of the project. We will investigate sale of some works and in that case would negotiate with the artists for a small commission to be paid to the company; We are taking part in the 'Ceredigion Art Trail' in 2014. An art group, Celf Cletwr, has been formed and it will use the community space as a venue for the 2014 Ceredigion Art Trail. It is anticipated that this Ceredigion wide project will attract significant numbers of cultural tourists; Walking trails, maps and guided walks aimed at engaging local people and visitors with the rich natural and cultural heritage of the parish; by establishing and advertising existing walks and establishing and leading regular new walks around the area led by local volunteer guides, work which has already commenced, and participation in walking festivals and events. We are taking part in the Cambrian Mountains Walking Festival in September 2014; and The Welsh language is an intrinsic part of the area’s past and present. We see this project as an excellent vehicle to revitalise it as a local community language, through making it visible and audible throughout the site and facilitating Welsh classes and cultural activities such as music and poetry events. We will use our site to promote the use of the language as much as possible and also educate visitors to the area. We will develop a detailed Welsh language policy as part of our planning.

(iv) Meeting and event space - we will create a flexible meeting and event space for community organisations. Taliesin already has a chapel and church hall used for some community events such as an art group. We have no intention of seeking to undermine other organisations. What we can offer is distinct venue for some groups who would appreciate refreshments/catering alongside their activity. Our current operation and consultation has determined a steady, significant demand for a new venue that would serve local adult education classes (e.g. Welsh learners), mothers and babies, and small catered meetings by local organisations and businesses. This has been supported by pilot events run in the current shop which are well-attended and popular. We would propose to charge a small fee for use of the venue for events held by external bodies to cover costs only. We will consider multimedia provision, e.g. a digital projector, to enhance the facility. We will enable provision of one PC with free internet access, in addition to provision of free wi-fi, to boost our take-up of business meetings and as a location for home workers. We will also provide a PC with internet access to all customers and run classes focussed on computing skills to reduce digital exclusion.

We are aware that there is a lack of local facilities for young people and teenagers. As well as providing a range of activities for children and families, we are keen to provide a safe, welcoming and productive environment for teenagers. There is no youth club in the area. We are developing

plans to convene a small ‘youth forum’ which will allow young people to develop their own ideas for activities at the site.

In our discussions with the architects the option of developing a ‘bunkhouse’ style accommodation, provisionally titled the ‘llety’ signifying a simple traveller’s accommodation, is being discussed. We have conducted detailed desk research into the costs and benefits of such a business. Our early research shows that there is both a dearth of this style of accommodation on the new Wales coastal path and that, marketed and run well, it can bring in significant income. However, we recognise that initially we would prefer to establish our core business offer first before diversifying. The ‘llety’ option is therefore one we will look to introduce as a second phase of the project, potentially in 3 – 5 years, although consideration must be given at design stage as to how to accommodate this. We have already held promising discussions with Visit Wales and Ceredigion Tourism.

Outdoor playground and landscaped gardens are both popular options for improving the external appearance of the site and offering visitors an additional service. Again, these options will be considered as future phases of the project as availability of additional funding allows, and have been included in the overall site planning.

We have been advised by Ceredigion County Council that European funding through the RDP and ESDF could be strong possible options to fund these future phases in addition to the main project.

5.3 Considering our Options The next key question to answer was ‘what is the best physical setting for these activities to take place in?’ We commissioned an initial independent survey of the present building by Dilwyn Roberts Surveying Ltd. The survey indicated that a very significant amount of work would be involved in making good, equipping the building with up-to-date services and systems, meeting regulations and achieving a viable environmental standard. There is evidence of subsidence in key parts of the building; the roof and rear elevation is in very poor condition; energy costs are very high. The existence of two flats upstairs, one currently unoccupied and both in extremely poor condition (one has been condemned) point not to an additional income stream but a very high future capital and revenue burden upon the business , as well as additional regulatory complexity around being a landlord. In contrast, the newer workshop building is in appreciably better physical condition.

The survey is available on request.

It has become apparent that there are a number of options that need to be considered, which range from 'do nothing' to 'demolish and rebuild'.

5.3.1 Do Nothing Option This option has been included for the sake of making a logical analysis but 'doing nothing' is not an option that can be considered in detail because: There is a possibility that the Cletwr Services will be sold to a private business, resulting in no community input or control. This could result in a change of use and a loss of services to the community; Meanwhile the property is unsightly, creates expectations for passing traffic and

is deteriorating. Externally the building and the wider site is unattractive and shabby.

5.3.2 Exploring Alternative Sites The support displayed at community meetings and through the Llangynfelyn survey is a strong indication that the community wants us to do something. The fact that the Cletwr Services are on the market is an opportunity for the community to derive economic and social benefit from a community enterprise. However, in deciding that 'something should be done' the company has considered alternative sites that could be used as a shop/cafe. These have included:

LOCATION BARRIERS TO DEVELOPMENT End of terrace house in Tre'r Ddôl; could have Impossible to get planning permission for change housed a small shop on the ground floor and a of use, given that the Cletwr Services is nearby. small cafe on the first floor This premises has now been sold. Yr Hen Gapel is the large, disused chapel in the Understood that the current owners have centre of Tre'r Ddôl. It was sold a few already been refused planning permission for a years ago and is apparently in private ownership similar development on account of lack of but still not being used. The chapel would have parking space. The building would also require ample room to house a shop, cafe and extensive alteration to be suitable for this type information centre. of purpose. Two small green areas, one at the south end of Neither would give space for more than a Tre'r Ddôl village and the other adjacent portacabin size shop. Both likely to fail to obtain to the houses on the western (Ynyslas) side of planning permission on the grounds of parking the A487 space and proximity to the main road.

There are no spaces at all in Taliesin where a business development could take place. It is therefore considered that there is not likely to be a suitable site within the Llangynfelyn community area, which would be available and acceptable for access and planning permissions. The Cletwr Services exists and has had the necessary permissions to continue as a business. It is unlikely that permission would be refused to re-open with similar services, especially as policy is predisposed towards the survival of existing businesses. Our conclusion is that we need to do something, and that this site offers the best opportunities to achieve our objectives.

5.3.3 Purchase or Lease? At the start of discussions with the owner it was made clear that there was an option to lease the property, either in its entirety or in part. An analysis of the advantages and disadvantages of the lease or purchase option was carried out by the project group. The overall decision was that an outright purchase would be preferred as a long term solution to a lease. This was further supported by the fact that most other similar projects have opted for ownership of their premises and by the likelihood that any funders would prefer to see the community company in control of the assets.

The reasons for deciding on the purchase option are: Although the initial cost of purchase is significant the group feels strongly that its outright purchase represents the best value for money in the longer term for the community. Outright purchase will mean that no rental income needs to be paid out and the community will own a valuable asset; Ownership will mean that the company can adapt or build a facility that is specifically moulded to the project’s objectives, investigate initiatives such as energy micro-generation and hugely reduce the business’s carbon footprint and revenue costs; and

Outright ownership will mean that the business will have greater access to business improvement loans, bank overdrafts and credit from suppliers.

5.4 Options Appraisal Our next stage was to consider how the services we intend to provide can best be accommodated. We conducted a thorough options appraisal of the various options, scoring each appropriately on whether they would enable provision of the services and meet our company’s objectives and vision. As part of this process we commissioned a series of property valuations, a building survey report and initial scoping ideas to be drawn up, all from professionals and funded by grants and donations from the community. At this initial stage our chosen option was refurbishment.

The award of a Capital Development Grant allowed us to engage with a firm of local professional architects, George + Tomos. This was done so via a competitive tendering process which saw 3 companies submit proposals and attend interviews.

In responding to the Design Brief they were able to offer detailed guidance on the financial, environmental and operational issues around each option.

Option 1 - basic cleanup & decorate: Purchase Costs + £10,000 + VAT The option would allow for a limited shop, cafe and petrol offer. It does not allow for tourist information, heritage interpretation, or community meeting facilities. It would involve Cwmni Cymunedol Cletwr leasing or buying the site without any alterations or work on the buildings. This option would result in Cwmni Cymunedol Cletwr owning a building that is extremely sub-standard to its needs and to sustainable environmental requirements. It would not address the faults listed in the building survey, perpetuate the existence of awkward and unsatisfactory spaces, especially in the case of the shop, which is currently too small, fail to provide a building that is adequately heated and has a high level of insulation and other environmental factors, fail to present the kind of image that the surveys have suggested is desired, and fail to create a stimulating community facility by making full use of the building and site. HOW THIS OPTION MEETS THE PROJECT OUTCOMES: An improved local economy through better employment prospects and a better-supported local food production sector PARTLY MET Increased self-confidence and skills amongst people from the community of all ages, through volunteering and placement opportunities PARTLY MET A revitalised and more cohesive community which has a social and economic focal point NOT MET A better appreciation of the community and wider area’s culture, language, and tourist offer for visitors to the area NOT MET

Option 2 - a basic refurbishment: Purchase Costs + £200,000 – £230,000 + VAT The option would allow for a refreshed shop, cafe and some limited scope for tourist information, heritage interpretation, and community meeting facilities. It would involve buying the business and patching up the more obvious defects in the building and site. This work would improve the superficial appearance of the building and tackle some of the underlying problems, such as the roof, internal layout, and private flats. An advantage would be the option to refurbish the current two flats and lease them providing a steady income stream to the business which is not allowed for under the other options. A disadvantage would be the impact on the business during construction but this could be minimised when compared to Option 3. HOW THIS OPTION MEETS THE PROJECT OUTCOMES: An improved local economy through better employment prospects and a better-supported local food

production sector MET Increased self-confidence and skills amongst people from the community of all ages, through volunteering and placement opportunities MET A revitalised and more cohesive community which has a social and economic focal point MET A better appreciation of the community and wider area’s culture, language, and tourist offer for visitors to the area PARTLY MET

Option 3 – comprehensive refurbishment of existing building Purchase Costs (£311,000) + £338,000 + VAT The option would allow for an expanded shop and cafe. It would allow for dedicated spaces for tourist information, heritage interpretation, and community meeting facilities, with the potential to expand to accommodate further activities in the future. It involves working within the existing footprint and retaining some aspects of the layout, such as the current position of various services, such as drainage and water supply. It would retain the same footprint but reorganise the interior spaces so that they better reflect the project vision. It would allow for altering the roofline so that it relates more satisfactorily to those of nearby buildings, altering the external appearance of the building so that it can include better fenestration, more appropriate cladding and specific unique design features, the integration of local and sustainable materials and the installation of modern, sustainable energy systems. HOW THIS OPTION MEETS THE PROJECT OUTCOMES: An improved local economy through better employment prospects and a better-supported local food production sector MET Increased self-confidence and skills amongst people from the community of all ages, through volunteering and placement opportunities MET A revitalised and more cohesive community which has a social and economic focal point MET A better appreciation of the community and wider area’s culture, language, and tourist offer for visitors to the area MET

Option 4 - complete demolition and rebuild on same footprint Purchase Costs (£311,000) + £390,000 + VAT The option would allow for an expanded shop and cafe. It would allow for dedicated spaces for tourist information, heritage interpretation, and community meeting facilities, with the potential to expand to accommodate further activities in the future. However, it would mean the closure of the current business for 6-9 months while works were carried out. This would mean the loss of significant trading income, the existing staff and volunteer base, and the momentum developed by the project in the last 15 months since opening. HOW THIS OPTION MEETS THE PROJECT OUTCOMES: An improved local economy through better employment prospects and a better-supported local food production sector MET Increased self-confidence and skills amongst people from the community of all ages, through volunteering and placement opportunities MET A revitalised and more cohesive community which has a social and economic focal point MET A better appreciation of the community and wider area’s culture, language, and tourist offer for visitors to the area MET

Option 5 - complete demolition and rebuild on different footprint Purchase Costs (£311,000) + £390,000 + VAT The option would allow for an expanded shop, cafe and petrol offer. It would allow for dedicated spaces for tourist information, heritage interpretation, and community meeting facilities, with the potential to expand to accommodate further activities in the future. Crucially, it would mean the

company could continue operating the business from the current building during construction of the new-build, enabling us to continue trading, retain paid and voluntary staffing who would, potentially, transfer to the new building when completed thus retaining the momentum developed by the project in the last 15 months since opening.

In addition: Constructing a new-build will provide improved u-values to the structure, rather than retrofitting or converting the existing structure which will result in lower running costs in the future. Building a new facility allows for appropriate siting of the property on the site, taking advantage of solar gain in terms of energy efficiency and generation on site from the sun. Centrally locating the new-build property within the site allows for clear separation of the overall development’s external space in terms of defining between vehicular parking and other external spaces such as the play area, external seating and picnic areas, thus providing a far safer, enjoyable segregation of space overall. HOW THIS OPTION MEETS THE PROJECT OUTCOMES: An improved local economy through better employment prospects and a better-supported local food production sector MET Increased self-confidence and skills amongst people from the community of all ages, through volunteering and placement opportunities MET A revitalised and more cohesive community which has a social and economic focal point MET A better appreciation of the community and wider area’s culture, language, and tourist offer for visitors to the area MET

In assessing our options we considered the factors in the above table, in how the options meet our project outcomes, and also the extent to which each option would meet the project objectives (see table below) in addition to a further factor, Impact on Business Sustainability. In conducting this exercise, the company determined that Options 2, 3, 4 and 5 would meet the project objectives to a reasonable or high level. Options 4 and 5 would enable the creation of a more sustainable, better-designed building deemed crucial in the longer term. While option 4 presented an exciting development, with the building radically redesigned to fulfil our desired range of activities, with greater aesthetic and environmental qualities, it would crucially mean the enforced closure of our current business for 6-9 months. This is deemed by the Board as an unacceptable risk, leading as it would to the cessation of any trading income, which has carefully been built up in 15 months of successful operation. This would have a devastating impact on our project, as we would be unable to employ the existing experienced staff and the loss of our 50-strong volunteer base. Given these factors, Option 5 clearly delivers the best value for money of all the options. It can be delivered within the identified project budget.

Our preferred second option would most likely be Option 2. This is partly because it would only be progressed were there to be a significant shortfall, which would rule out Option 3 and 4. It would also mean there significantly less disruption to our trading operation than option 3 and particularly Option 4.

Options Appraisal: Scoring Matrix Against Project Objectives Project Options

Objectives %

- basic cleanup &

Weighting

OPTION 1 OPTION OPTION 2 - refurbishment - OPTION2 comprehensive - OPTION3 refurbishment decorate OPTION 4 - new build on existing footprint OPTION 5 - new build on footprint alternative The Cletwr will offer a distinctive service to local 1 2 12% Low Medium Medium High High people and to visitors Our vision is of a well-stocked, well-used village shop that provides an economic and social 2 2 12% Low Medium Medium High High stimulus to the area. We will sell everyday goods but also local produce The shop will be staffed by local volunteers, giving people opportunities to interact, gain skills and self- 3 worth through contributing to their community. It 2 12% Low High High High High will provide a valuable economic boost to a rural area by employing several staff The Cletwr cafe will attract a wide range of 4 customers by offering a variety of cooked and 2 12% Low Medium Medium High High fresh high quality food. The Cletwr will become a meeting place for people 5 from the local community both informally and for 1 6% Nil Medium Medium High High organised events Locals and visitors will recognise the Cletwr as an 6 important welcome point for North Ceredigion and 1 6% Nil Medium Medium High High the Dyfi Biosphere. It will as a ‘gateway’ for visitors to Ceredigion by providing an introduction to the culture of the 7 county. It will be a business with a strong Welsh 1 6% Nil Medium Medium High High identity and will provide information about the local history and heritage 8 It will operate to a high environmental standard 1 6% Negative Medium Medium High High

- Business Sustainability 5 29% Negative High Negative Negative High

Total score 17 100% 0.35 1.71 1.47 2.06 2.29

Estimated cost (£m) 0.32 0.54 0.65 0.70 0.70

VfM score 1.10 3.16 2.26 2.94 3.27

Contribution to objective: High = 3; Medium = 2; Low = 1; Negative = -1; Nil = 0

5.5 Our Chosen Option Our chosen option, Option 5, reflects best value for money and meets all project objectives. The company has worked closely with local architects George & Tomos to develop a proposal that met the company’s objectives and priorities as reflected in its design brief. Our second option, in the event of a funding shortfall, is Option 2.

Our design brief, developed by the Board, Capital Development group and consulted on with the local community stipulated the following:

5.5.1 Building and Design A building which will: - Be attractive and welcoming; a focal point for the community - Reflect the character of the local architecture, in design and materials - Be built to and operate to a high environmental standard

The design should be simple and elegant, reflecting the setting of a traditional Welsh village, but incorporating contemporary elements where appropriate. It should avoid pastiche and ‘add-on’ features.

The exterior of the building should be finished in robust and low maintenance materials. An enclosed main entrance area should be a distinctive feature but well integrated with the building as a whole, providing a link between inside and outside spaces.

The interior should feel light, airy and spacious, but also warm and inviting. Spaces should be well connected and capable of flexible uses.

5.5.2 Internal Requirements, functionality, adjacencies The following spaces need to be accommodated in the new building, within the existing footprint (minus the workshop): A shop retail area 50% greater than the existing – around 43m2. A café seating area 100% greater than the existing, allowing for displays on the culture and heritage of the area – around 42m2. A kitchen area approximately equal to the existing – around 18m2. Servery / counter area of approx 9.5 m2 Toilets including disabled provision – approx. 4.5m2. Easy access between shop and café, coupled with the need for independent operation of either function. A store room of approx 17m2, easily accessible for both shop and kitchen A staff office sufficient to accommodate 2 desks and 1 filing cabinet – approx. 5.5 m2 A dedicated staff toilet – approx. 2.5 m2 A community meeting/event space to accommodate 30-40 people, which will be integrated into the café but allowing for screening off – approx. 16.5 m2. A shared enclosed foyer/entry area able to accommodate buggies, wheelchairs and which will also allow for displays on the culture and heritage of the local area and a tourist information area – approx. 13m2, and A service entrance for goods delivery easily accessible for store room; with All the above to have full disabled access.

5.5.3 External spaces and site planning - Requirements and Design principles: The external requirements of the project are to accommodate the following:

The decommissioning of existing petrol facilities parking for 12-15 cars Outdoor seating area, partially covered, linked to the café via a dedicated entrance. A covered service /refuse area linked to the service entrance.

Additional external space requirements to consider for the further development of the site (beyond the scope of the proposed project and conditional on future fundraising): Dedicated external space for the ‘Llety’ (currently workshop) A small play area for children Landscaped gardens/outside area

Care should be taken at the site planning stage to accommodate all the above and allow for: ergonomic flow between the proposed external and internal spaces segregation of pedestrians from cars where possible the best site aspect and microclimatic conditions Other opportunities to consider for site planning are: the attractive views out of the site across the Dyfi valley, approaches to the site, not only by car, but by pedestrians on foot from the village of Tre’r- Ddôl and the footway along the A487

The current signage and the petrol canopy are to be removed. Hard landscape construction should use local stone and timber where practical and consideration should be given to sustainable drainage solutions. Soft landscape areas should be incorporated into the site plan to help soften and enhance the proposed development. This should be guided by the recommendations of an ecology report commissioned for the purpose.

5.5.4 Sustainability The sustainability strategy for the building will adopt a ‘fabric first’ approach, as recommended in Welsh planning policy (TAN22). The building envelope will incorporate a high standard of insulation and air tightness, and elemental U-values will exceed the current Building Regulations.

Window and glazing specification will be critical especially given the relatively large areas of glazing. We will aim to specify triple glazed units in insulated frames.

Once the energy efficiency of the envelope has been maximised, consideration will then be given to further reducing carbon emissions by the installation of renewable energy generation in the form of solar electric (PV) panels. Current estimates show that a 7-8k array is likely to generate over 6000 kWh per year, yielding a net cash benefit of approx. £1400 per year and a payback on the capital investment of 7 years.

Daylight levels will be maximised and evenly distributed over the interior as far as possible, using rooflights where appropriate. Artificial lighting will be well controlled with daylight and PIR sensors where appropriate.

5.5.5 Materials Construction materials should be chosen according to the following criteria, which will need to be evaluated to ensure the best overall environmental choice:

• A renewable resource. • Low embodied energy • Locally sourced • Robust and low maintenance • Low VOC

All uPVC products (apart from waste pipes and underground drainage) should be avoided. All non-local timber should be FSC certified and tropical timber avoided, including plywood. Efforts should be made to source second hand Welsh roofing slates. Window frames should be high quality and low maintenance.

5.6 The Proposal Having decided on Option 5, an open volunteer and community event was held to discuss the draft plans and to receive comments and suggestions on January 17th 2014. The event was attended by over 50 people. These included volunteers who have experience of working in the shop and cafe; paid staff; customers and invitees from Ceredigion County Council, the Welsh Government, Ceredigion and Lottery officers associated with various funding programmes. After discussing the plans with our architects and members of the Cletwr Capital Development group, people were invited to respond under three headings. The sections below record their comments.

Theme Key Comments External look, materials and building character. General approval of the appearance and style of the The response in this section was positive, with building no unfavourable comments. Approval for the low-key simplicity of the design and the use of natural materials, which were thought to be likely to attract passing traffic The roof should be orientated to obtain maximum solar energy and solar panels should be incorporated into the design Importance of an energy efficient building The building design should be kept flexible so that a second storey could be added later Inside the building A separate or easily screened off meeting room was Suggestions made were constructive. The CDG preferred, that could be used by groups when the recognised that taking the main suggestions on main cafe is in use board would increase the size and therefore the Additional space was needed in the kitchen area, cost of the proposed building. These requests including separate 'wash-up' area and the cost factor are reflected in the final Attention given to specific hygiene issues, designs. Storage area should be larger and lockable More than one public toilet needed Surrounding space At the time of holding the Car parking should be further from building consultation the plans for the outside area had Need for disabled parking spaces not been developed to the same level as that for Strong desire for a play area away from cars the building and the interior space. The plans as Space for sitting and eating outside submitted for planning permission reflect the Cycle parking/storage area comments below. Safe area to leave dogs and child buggies Proposal for a small area to grow produce Need for area for storing shop recycling

Taking into account this feedback, the company then carried out more detailed work with the appointed architects to finalise design up to a planning application, submitted in March 2014. The proposal is detailed in attached annexes to this Project Plan [Drawings, Design & Access statement]. Planning permission approval was provided by Ceredigion County Council on 25 June 2014.

This work was supported by the award of a Capital Development Grant by the Big Lottery Fund of £17,500. Allocations of this funding are as follows (Excluding VAT): Architectural & Design (including QS and structural engineer input) £7776 Asbestos survey £510 Ecology Surveys £670 General Contamination survey £1590 Planning Fees £990 Petrol Contamination surveys* £6300* * Earmarked for expenditure July-Sept 2014

5.7 A fall-back position The company recognises that to raise the sufficient funding will be challenging, particularly in the current climate. If for any reason the applications to the BLF and other funders are not successful, the company has discussed a range of possible options depending on the funding shortfall.

There is some scope to reduce some costs by ‘value engineering’ costs in the proposal downwards, e.g. by reducing the overall size of the building footprint, or compromising on the sustainability of building materials and design. However, it is felt that this would endanger the realisation of our stated project outcomes and sustainability as a business.

Were the shortfall to be very significant, for example if we secure the BLF grant but cannot raise the match-funding from other grant providers, reverting to site purchase and a basic refurbishment option would be considered, subject to discussions with funders. It is acknowledged that this may necessitate further discussions with planning authorities too. In this scenario we would envisage a project budget for the building works of up to £240,000, comprising £174,000 from the BLF, £16,000 from local fundraising and a loan of £50,000. The Board has resolved not to borrow sums in excess of £50,000 to ensure the business remains robust into the long-term.

In the worst case scenario with the company unable to purchase the premises the company would seek to continue the current lease arrangement, trading in an increasingly dilapidated, unsustainable and unattractive setting.

5.8 Project Beneficiaries The Project will provide a direct benefit to all persons living in the Llangynfelyn Community Council area (650 people) and for settlements, such as Ynyslas and Eglwysfach, that are on the fringe of that area (Post codes: SY20, SY24, approximately 5 square km). This area also contains several caravan parks with around 200 caravans.

Wider benefit will be felt by people who travel/commute between Machynlleth and Aberystwyth (Post codes SY20, SY23). The project will also benefit all people who travel on the main north-south trunk route through West Wales. Accurate figures for passing traffic are not available but range

from several hundred a day in the quieter winter months (mainly local traffic) to several thousand in the summer, with the route being the main artery connecting Borth, Aberystwyth and west Wales in general to the English Midlands.

Beneficiaries from the project will include: The elderly and the housebound because of increased community contact; The community as a whole, which will have a focal point for activities and a casual meeting place; Local food suppliers whose produce will be sold in our shop and café; Young people provided with employment opportunities; Young people in education provided with structured volunteering opportunities linked to programmes of study; Mothers and children, the elderly, youths and other groups via education, hobbies, interests and other activities; The community generally from reduced travel to alternative facilities in adjoining towns thereby reducing fuel costs. This will lead to a reduced carbon footprint which is of benefit to the community and the country at large; Commuters whose route to work is past the Cletwr site; Holidaymakers in the local caravan sites and villages, or en route to another location; Volunteers (currently 50) who will benefit from socialising and gaining of skills. In addition a survey (source RICS) has shown that property values increased by an average of 5-10% for communities providing facilities such as a shop, coffee shop/tea room, Post Office and public house.

We have clearly established the benefits of volunteering in the project through a targeted survey of our volunteer base in spring 2014. 50%, or 23, of our active volunteer base, completed the questionnaire. This showed that: 74% of the respondents had volunteered previously in some capacity. A majority therefore brought experience and skills to the project, although those skills were not always specific to the type of work that they were asked to undertake at Siop Cynfelyn; 1 person (2%) said that it would contribute towards a qualification or credit; 7 people (30%) said that it would help towards their employment potential; 22 people (95%) said volunteering with us enhanced their social confidence and well-being; and 16 (60%) said it had improved their ability to work with people.

Other comments on the benefits of volunteering included: Is a simulating experience, provides new challenges and a feeling of being valued; Has sustained and increased one's circle of friends and contacts, thereby contributing to well-being (4) Feeling part of a community effort that is making a difference (2) Makes a break from caring for children / older family and from stresses of home life.

42 5.9 Project Timescales A summary of the key milestones in the project are as follows:

Draft Programme GEORGE + TOMOS Penseiri : Architects Cyf Cletwr 12 Heol Penrallt, Machynlleth, Pow ys SY20 Date: 9.04.2014 8AG 01654 700337

2014 2015

ACTION April Ma y J une J uly Aug us t SeptemberOctober NovemberDecemberJ a nua ry February March April May J une J uly Aug us t SeptemberOctober NovemberDecember Des ign and Development - 1 Planning Submission E colog y S urvey a nd report Lottery Funding Proces s

Des ig n a nd Developm ent - 2 Technical design Building Regulations application Tender documents and invitation Tender return - a ppoint contra ctor Review tender and appoint Contractor Cons truction Anticipated 8-9 month programme Ecology mitigation ? Depending on the outcome of s urveys S ite clearance and Preparation Ground work and s ubs tructures (Contamination) S upers tructure Firs t Fix building works Firs t fix M+E S econd Fix Building works > > >

5.10 Equality and Access As a company we are committed to equality of opportunity and have agreed an Equality Policy at Board level. This will inform how our business operates at every level. We meet the Big Lottery Fund’s Equality Principles in the following ways:

BLF EQUALITY PRINCIPLE HOW WE WILL MEET IT HOW WE WILL ENSURE COMPLIANCE Promoting accessibility The Cletwr project will enable Up-date services offered Accessibility is about providing people in Llangynfelyn to access through regular services that people can use relatively services within walking distance of gathering of information easily, without spending too much their homes. about customer time and money and are sensitive to It will operate bilingually and staff & requirements the different cultures of the people volunteers will be sensitive to users Staff training to ensure using them. who have specific cultural the service given is requirements. culturally sensitive Valuing cultural diversity The Cletwr will be attractive to All Cletwr information People have different needs, beliefs, Welsh and English speaking people will be bilingual values and abilities and those and to visitors from all parts of The products offered will differences need to be both Wales and outside. reflect local production respected and promoted. Having a Volunteers will be welcomed from but will also include a diverse public face can help us build all sections of the Llangynfelyn range of non local trust and confidence among the community and from all age groups culturally specific varied communities we seek to fund, Any person in the community can products and a diverse workforce generates a become a member of Cwmni Efforts will be made to richer mix of ideas and talents. We Cymunedol Cletwr and can take part recruit volunteers from also believe we are more efficient in decision making through voting at varied backgrounds and and effective when our decision- the AGM and joining the Board. to plan that they work making is reflective of the diverse together. views of society. The constitution ensures democratic representation in the company Promoting participation Although planning to employ core The project management Our new policies, processes and staff, the Cletwr services will largely will regularly call for new programmes must be developed on depend on volunteers for all aspects volunteers and arrange the basis of real need. This means of its work. About 50 people out of training for them that the people who will be affected a community of around 300 The project plan provides by them should be involved in their households are regularly a flexible space in which development. with those groups to volunteering within the project. As varied activities can take establish structures and provide them the project develops further place with a more active role in shaping the activities will be heldto engage even work that we do. more sections of the community. Promoting equality of opportunity Cwmni Cymunedol Cletwr has an Training will be available We recognise that some groups Equality of Opportunity Policy. for people who want to commonly experience poorer access Volunteer opportunities will include work within the project to employment, have fewer training those requiring management skills, but who lack the opportunities and are under- ability to interact with the public, confidence or experience represented in the workforce, kitchen and shop experience and to do particular tasks particularly at senior level. In hands on maintenance skills. A regular training addition, we know that not all groups arrangement with the

have the same access to services and education providers such their experiences of receiving services as the Hospitality courses may be poorer. We believe that in operated by Coleg order to level the playing field we Ceredigion may need to treat people differently to help them have the same chance to take part in employment and service opportunities. Promoting inclusive communities The Cletwr services will provide a The Cletwr will be open A cohesive community is one where much needed place for members of daily and will be people feel they belong. Where their the community to meet in an accessible to people with lives are appreciated and valued, and informal environment. disabilities where people with similar life We will maintain frequent Special offers for older opportunities develop strong, communication with the whole people and those with positive relationships with people community, enabling everyone to young children who are from different backgrounds. feel included and keep in touch with www.cletwr.com, the project. Facebook and Twitter will keep people informed and involved There will continue to be regular newsletters and information in the community newspaper Reducing disadvantage and Llangynfelyn is a relatively poor The Cletwr project aims to exclusion community. Many people who live mitigate this disadvantage by We fund initiatives that deal with the in the Llangynfelyn community do providing easily accessed causes of disadvantage and exclusion, not have their own transport. services and target money on projects that promote inclusion of groups at greatest risk. Our understanding of ‘disadvantaged’ and ‘excluded’ takes into account such factors as people’s experience of discrimination

5.11 Exit Strategy While we anticipate the project’s success, it is of course sensible and prudent to establish arrangements in the case of the failure of the project. Through our risk management processes and sound business planning, we very much expect that this will not materialise. This project is about investing in the short-term to create a sustainable business that will benefit participants long into the future. We expect to be fully financially sustainable. We will continue to seek funding for one- off projects beyond this timescale and will keep our options open on further development of the site towards our overall vision. However, we will not require support for running costs which will be met by trading income (other than the time-limited posts of Capital Project Co-ordinator and Community Skills & Activities Co-ordinator). This is based not on supposition but on a highly successful first year of trading where we have exceeded original income projections, and employed more staff. It is also demonstrated by the detailed cashflow projections contained later in this Project Plan. In the very unlikely event that the business is forced to cease trading we will follow established procedures for repaying creditors, including bodies with a legal charge on the property. Any remaining assets or funds will be donated to community causes/projects and a transparent, robust process for doing so would need to be established. A trust fund would be one possibility.

6. Project Resources

6.1 Staffing resources The Board recognises the need to be competitive in the market. One of the highest ongoing costs to the business is staff salaries, and ultimately these are passed on to the customer in higher prices. We are committed to keeping prices competitive; all costs must therefore be kept to a minimum. Experience from other community enterprises illustrates that this is a common theme. To reduce staffing costs many stores operate fully or partly on volunteers. This has been our operating model from opening the shop and will continue. As well as supporting the business financially, it is clear that volunteering has considerable individual and community benefits. Nevertheless, we are also an ethical business. We will strive to pay all permanent salaried staff at or above the Living Wage (currently £7.65 per hour).

It is recognised that the shop and café will have different customer bases and staffing needs. Opening hours will therefore be varied across the site. Community feedback and our subsequent experience have indicated that the shop should open for relatively long hours, to capture the important pre and post-work market. We currently and will continue to deploy staff and volunteers flexibly to make longer hours possible. The café has a somewhat different target market and shorter hours are likely. Some evening cover will be required; particularly for community events and commercial hire of the premises.

Customer feedback, demand for longer opening hours and actual footfall will be reviewed regularly and where a viable business case for change exists opening hours will be reviewed.

Currently our shop is open for 62 hours per week, with the café slightly less. We will aim to sustain and where possible extend these opening hours in the new premises.

6.1.1 Paid Staff It is not considered viable to operate the site successfully purely on a voluntary basis. There is also a need for a dedicated, skilled and experienced management to operate the site day-to-day. This is based on our own assessment of the complexity of the project and also experience of operating Siop Cynfelyn. Only the smallest community-owned shops are able to operate on a purely voluntary basis and these generally speaking are not able to offer the expanded range of services we aim to provide.

Volunteer and Assistant Seasonal Shop Manager (Shop) staff

Volunteer and Assistant seasonal cafe Manager (Cafe) Board of Operations Business staff Directors Group Manager Chef

Community Skills Volunteer event & Activities Co- and marketing ordinator staff

Proposed Staffing and Reporting Structure: Cwmni Cymunedol Cletwr

It is proposed that one full-time Business Manager be recruited. Our experience has shown that one individual with oversight of the whole business is preferable than shared management. Duties will include implementing the overall vision for the site, staff and volunteer management, financial management, complying with legislation, marketing, stock ordering and control, and co-ordinating an events programme. The manager will report directly to the Operations Group and Board of Directors.

The long opening hours and complex nature of the business mean that more than one member of staff with managerial responsibility will be required on site.

We will therefore also recruit two assistant managers; one for the shop and one for the café, at around 25 hours per week. Duties will include stock management, responsibility for food preparation and staff/volunteer management. Additional casual salaried staff may need to be recruited in the shop and café in future years, depending on turnover. Demand will increase in the summer season. We also know by experience that expanded catering provision requires salaried staff to operate effectively. We will therefore employ a chef, again at 25 hours per week.

Posts will be advertised openly using the local press and our own website. Based on our own experience to date, we will aim to attract a FT Business Manager at a salary of approximately £20k pa. We estimate the two assistant managerial posts would be for 25 hours each at £8.00 per hour, the chef slightly lower but at the Living Wage (currently £7.65 ph). With on-costs such as NI, the total staff costs for these 4 staff would be in the region of £55k per annum. This represents an increase from the approximate £40k per annum we are currently paying. While this does represent an increase we have fully costed all outgoings as part of this Project Plan (see cash flow profiles). The increase will be covered from the much reduced overheads in the new building such as energy prices and rent, as well as increased trading.

We consider it necessary, and ethical, to reward the managerial staff appropriately in order to attract a sufficient calibre of candidates. The salaries proposed reflect an increase from that currently paid (our manager is currently paid £18,000 pro rata per annum and supervisory staff between £7 and £8 per hour). The new building will bring with it new responsibilities, higher levels of trading, greater financial complexity and a busier events and marketing programme. This, we feel, means that slightly higher salaries are appropriate. Depending on profitability by Year 2 and 3 we will consider recruiting further PT staff and we have allocated a 2% cost of living increase per year for core staff.

As detailed earlier we will require four paid members of staff to operate the business effectively. Our aim is for all posts to be fully self-funding from trading activity. Where we are seeking additional staff, for example a Community Skills and Activities Co-ordinator, we will seek additional grant funding for this. We have identified the Prince’s Countryside Fund and Santander Social Enterprise Fund as possible options to support this post and we will be taking forward an application in the spring and summer of 2014 to seek revenue costs of around £8.5k - £10k required. If it is possible to continue employing this person beyond the discontinuation of the grant, paid for from our trading, we will do so.

Staff Costs – Year 1 Title Salary Monthly Annual Monthly Annual + on-costs + on-costs Business Manager £20,000 pa £1,667 £20,000 £1833 £22,000 Assistant Shop manager £8.00 per hour £867 £10,404 £954 £11,444 x 25 hours per week Assistant Café Manager £8.00 per hour £867 £10,404 £954 £11,444 x 25 hours per week Chef £7.65 per hour £829 £9,948 £912 £10,943 x 25 hours per week Community Skills & Activities £8,500 per annum £708 £8,500 £912 £10,000 Co-ordinator (1.5 / 2 days per week) (from external grant) Total £4,938 £59,256 £5,565 £65,831

The above excludes the Capital Project Co-ordinator post (time limited for 9-12 months, paid for from the BLF People and Places Capital Grant.

6.1.2 Voluntary Staff The remainder of tasks – primarily serving customers, cleaning, shelf stocking and some basic administrative tasks – will continue to be the responsibility of volunteers. While many people are keen to volunteer their time, most would prefer not to be involved in managerial and administrative roles. Where opportunities exist for them to do so, this will of course be possible. A team of at least 40 committed volunteers will be required for the site to operate efficiently. Voluntary recruitment, training and management are areas where the business has significant experience. Siop Cynfelyn relies on a rota of some 40 regular volunteers and many more irregular individuals or those carrying out specific tasks.

6.1.3 Training Staff and volunteer training is essential. Training is already provided for all staff members to provide them with the key skills required to perform their role. We drew up a comprehensive list of training requirements and sought support from a range of individuals and local organisations to provide this. Volunteer training was initially provided by the Plunkett Foundation. Training covers the following and other areas, and will continue: Food Preparation and Hygiene Overview of Responsibilities for Volunteers Operating EPOS system Health and Safety Access Awareness Welsh Language Skills – Local volunteer tutor

6.2 Management and supervision of resources The company and project will be managed by the Board of Directors. Each sub-group is headed by a Director or Directors who either has direct experience or has co-opted specialist help onto it.

The project is headed by a voluntary Project Coordinator, Shelagh Hourahane, who is also Chair of the Company and who has considerable experience in project work and managing complex tasks. The financial management for the project will be carried out by Ian Mitchell, Treasurer of the company. He is supported by the company’s accountant, Tom Cosson, the former Treasurer, and Barry Wise, a volunteer retired accountant.

6.3 The building works and purchase The purchase and building work within this wider project will be co-ordinated by the Capital Development group which has managed the Stage 1 project to date. We propose to appoint a salaried Project Manager to co-ordinate the build phase from award of grant through construction to opening. It is essential that this individual has strong experience in this kind of complex project. We have allocated £14k for these costs and this will form part of the BLF people and Places application.

At Stage 1 we used the CDG awarded by People and Places to commission the following: Developing an initial design Establishing a working budget for the project Entering into consultation with the community Assisting with any necessary permissions Finalise the design and budget for all aspects of the building project

If we obtain the full grant from the 'People and Places' fund we will commission the same building professionals to: Enter into final consultation with the community Help to prepare a brief and contract for a building contractor/s Project manage the building work Liaise with the Project manager and Capital Development Group Liaise with other professionals working on the project Monitor the work as it progresses and establish a future maintenance regime

6.4 Further Skills required Whilst we have already recruited many of the skills required to make this project a success, we have also identified some gaps where it will be important to fill with volunteers or in some cases commissioned services. For example, while we have engaged a local solicitors to act on our behalf, we will continue to seek volunteer legal support. The Capital project Co-ordinator will be responsible for the legal work around the purchase.

6.5 Policies We have developed detailed policies to cover a range of areas including Equality & Diversity, Welsh Language, Sustainability and Health & Safety. Where available we make best use of model templates and best practice available from elsewhere such as the Wales Council for Voluntary Action (WCVA).

6.6 Partners The company is already working with a wide range of partners in making the project happen. They vary from providers of advice on a formal or informal basis, to bodies who will help us deliver the project more effectively. They are summarised in the table below.

Partner Role / Commitment Benefit Provided Llangynfelyn The local council. Letter of support provided. Ensures community is fully engaged Community in project and has high-level support. Council Ceredigion Refer out of work adults to gain valuable work Provides practical, relevant work Training experience. Agreement in principle to expand in experience to out of work adults future to 3 placements per year Coleg Ceredigion Local FE college. Provides practical, relevant work Successful collaboration on catering events to experience to students on vocational date which 3 students have used as project courses. experience. Agreement in principle to broaden Gives confidence in real-world and deepen working relationship to cover other situation for local young people. vocational work. Provides college with community partner. Secondary Partnership to refer Welsh Bacc and Duke of Provides practical, relevant work Schools Edinburgh students to gain accredited learning experience to students on vocational opportunities. Agreement in principle from courses. Ysgol Penglais. Ysgol Gynradd Local primary school. Already collaborated on Will provide young people with an Llancynfelyn project to design artwork for our open day and interesting local project to participate design our logo. in and contribute to. Agreement in principle to broaden and deepen working relationship Wildlife Trust of Partnership to promote access to and A sustainable partnership which adds South and West enjoyment of Cwm Cletwr nature reserve. to tourism capacity of project and Wales Signposting to reserve from café and boosts local interest in wildlife information boards already in place. Letter of reserve. support provided. Ceredigion Partnership to promote local heritage via the A sustainable partnership which adds Museum business. Discussions on use of museum to tourism capacity of project and reproductions and images relating to local area. boosts local interest in our heritage. Letter of support provided. Ceredigion We are already an official information point for Partnership to promote tourism Tourism ‘Discover Ceredigion’ and host a touch screen attractions and businesses serving information portal. north Ceredigion. Ecodyfi / Dyfi Local Community Regeneration Partnership. Advice on taking advantage of Biosphere Positive discussions have already taken place at tourism and offering effective several levels. Letter of support provided. tourism provision. Advice on energy efficiency. Ceredigion Grant funding and advice from Cynnal y Cardi Relationship ensures information County Council and Ceredigion Social Enterprise Growth Fund. from our project becomes better Council Leader Ellen ap Gwynn is a former known across county. Potential member of our Board. Letter of support sources of funding and project provided. development. Plunkett We are a member of Plunkett’s Enterprise Hub Source of expert advice on operating Foundation enabling business support and training to be and funding community enterprises, provided. facilitating relationships with other enterprises.

We will work with many other organisations on a more informal basis including Womens Institute and Merched y Wawr branches, local art group, Young Farmers Club and many others. Our aim will be to provide a facility that is well-used by local groups and individuals.

We have received a number of letters of support for this project from our partners and other organisations; these are enclosed as annexes.

We have received advice from numerous other bodies including the Wales Co-Operative Centre, Co-operative Bank, Welsh Government, CAVO (Ceredigion Association of Voluntary Organisations), Ceredigion County Council, Visit Wales, and many others. They are listed in full in the annexes.

7. Financial Appraisal

7.1 Introduction The enterprise will be run for the benefit of the community. As such the anticipated trading profit will either be invested back into the business or donated to community projects through a small grant fund following the end of each financial year.

The Board has estimated the running costs of the project and the turnover required to cover these costs. Siop Cynfelyn is already fully covering all running costs through trading activity. The Village SOS grant we received to help establish the business was invaluable but we are now fully self- sustaining, albeit in an inadequate building that does not have a long-term future and is expensive to maintain.

7.2 Critical Success Factors for our Business With the right business model, the right kind of village retail service can thrive. Well over 250 successful community-run shops now operate in the UK, and this business model is well established. We believe the success of the business rests on the following factors: Recognition that a shop alone, targeted solely at villagers, is not viable; The importance of not fighting supermarkets on their own terms; Getting stock selection and product mix right to meet local and visitors needs; Structuring the business and designing the building so it can be staffed efficiently and flexibly to take account of seasonality etc; Getting the ‘staffing’ right - having a welcoming, motivated and effective management, staff and volunteers; Creating customer loyalty through community ‘ownership’ – in a literal sense through membership, and also an emotional stake-holding; A committed volunteer management group who give the venture ‘free’ consultancy – not available to most small businesses; and That location is vital: Cletwr Services is a superb site for such a venture because of its location on a busy road and existing ‘brand’ and facilities.

7.3 Trading Analysis and Assumptions used in the Turnover and Profit Estimates In our initial Project Plan we estimated different levels of turnover based on market research and certain assumptions on trading performance. We have now had the opportunity to test these figures albeit in a setting somewhat constrained by space and inability to invest to create the optimal trading environment. We estimated turnover (ex VAT) in our pilot Siop Cynfelyn project as £127k in our first year of trading.

We have now had 12 months of trading as Siop Cynfelyn. In that period, in which we have started small and gradually built up our offer, our trading turnover has been £162k (ex VAT). We are therefore performing significantly better in terms of turnover than anticipated; however costs, particularly staffing and utilities, have also been higher.

However this masks a trend of steadily increasing turnover throughout that period, and in addition greatly increased café income as a result of a period of investment and expansion from February 2014 onwards. Had the higher figures since then been applied to the whole year, we

estimate total turnover would have been in the region of £200k (ex VAT). The following table illustrates turnover in the first 12 months of operating Siop Cynfelyn.

With disruption to the business minimised during construction because of our decision to build on a different footprint, thus allowing the current business to continue trading, we believe that we will sustain and increase these figures into future years. The vastly improved physical setting, the larger floor space for both shop and café, more events and more marketing activity mean that we are confident in predicting both an increase on this current level of trading in Year 1 of the project to £230k (ex VAT) from the current level of around £200k, as well as a steady (10%) upturn in Year 2 of trading from the new building, and 5% in each of the project’s third and fourth years (see cash flow projections), matched by similar increases in staff costs. We believe this is realistic and achievable. Our estimated turnover in the first four years of the project is therefore as follows:

Siop Cynfelyn – first 12 months £162k Siop Cynfelyn – first 12 months adjusted £200k

Project following new-build opening – Year 1 £230k

Project following new-build opening – Year 2 £253k Project following new-build opening – Year 3 £266k

Project following new-build opening – Year 4 £279k

Turnover Estimates

The approximate current profit margin on groceries in our store is 25% and this figure has been applied to calculate net profits into the future. This compares well with the profit margin achieved at other community-run facilities. Perhaps the most challenging business consideration for the café is the huge variation in levels of likely demand – most notably by season and according to the weather, but also by day of the week and time of day. Levels of trade can vary from 150+ covers on a busy summer weekend to fewer in the winter. Clearly, in periods of peak demand additional staff could be utilised, but at quieter times, the integrated café/shop staffing is crucial to controlling costs. Based on our trading performance to date we are using a profit margin of 150% to calculate café profits in the cash flows.

This appears artificially high as it excludes staffing and other costs, which are recorded under the shop profit margins. (our current combined profit margins are around 41%). All profit margins and trading income are exclusive of VAT.

Other services offered on-site are likely to be operated for community purposes rather than for profit, although some activities may have the potential to generate some limited income. Our events programme will aim to meet additional costs – to cover evening staffing, for example. We aim to roll out corporate hire for business meetings and commercially-run classes and events and will aim for a figure of £200 – £300 per month in income from this activity. This is based on an assessment of local demand formed from our experience to date.

We will also seek to lease the workshop building, which will not be demolished under our plans. While in the longer term we will investigate the tourism potential of this building, in the short to medium term it offers an attractive income stream for us to offset loan repayments. Several local businesses have expressed an interest in renting and we estimate we will be able to secure £600 per month in rental. In the longer term such activity could include the ‘llety’ accommodation or artist’s workshops/gallery. Whichever option we choose in the long-term, we will ensure it provides us with an income stream.

It is important to emphasise that our business although providing a broadly similar offer will be operating using a significantly different business model to the previous trading on site. It has not been possible to obtain cash flow information for previous occupants given the complex trading history on site, with units let and sub-let, and occasionally run as one business. What gives us confidence is that our business model has already been proven to work and dramatically reduces or removes several costs that existed for previous traders: Commercial rent will not be due if the site is purchased; Staffing costs can be more than halved through use of volunteers in shop and café; A greener, more energy efficient building will lead to a huge reduction in utility costs. Our architects estimate energy costs at £150 per month compared to current £400 per month; Because we are a community business we have successfully applied for an exclusion from business rates with the local authority.

Our profit and loss projections include contingencies for all running costs, repair works, and VAT liability, leaving a realistic profit projection. We have also factored in our stated intention to offer grants to local community projects providing sufficient funds are available at end of year. We have allocated provisionally £2k at end Year 3 and £2k at end Year 4.

We have discussed the issue of VAT on the capital element of the project and have consulted the HMRC guidance at http://www.hmrc.gov.uk/VAT/managing/reclaiming/reclaim.htm HMRC Notice 700 (sections 10- 13) with the help of an advisor. As a VAT registered entity, VAT has been accounted for in relation to our findings within the cash-flow forecast. In line with this guidance, we are assuming for our VAT calculations the following: Shop and café – an average of 9% on sales of goods, and 11.5% on purchase of goods (this is based on figures from our first year of trading); and Full reclaim of VAT on all capital expenditure relating to the redevelopment project.

Cwmni Cymunedol Cletwr: Cashflow Forecast Year 1 NB: This is for 12 month period following Purchase (Month 1) including redevelopment and refurbishment assuming Month 1 is April Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Month 1 Yr2 Opening Balance 10,000 11,312 12,624 14,349 20,967 24,255 19,780 37,639 38,355 17,619 42,617 26,279 10,000

Income Shop Sales (Net) 13,000 13,000 14,000 18,000 20,000 14,000 14,000 14,000 16,000 13,000 13,000 13,000 175,000 Café Sales (net) 4,000 4,000 4,500 5,000 6,000 4,500 4,500 4,500 5,000 4,500 4,500 4,500 55,500 VAT on Sales @ 9% of turnover (based on 2013-14 trading) 1,530 1,530 1,665 2,070 2,340 1,665 1,665 1,665 1,890 1,575 1,575 1,575 20,745 HLF Grant revenue (Staffing) 1,555 1,555 1,555 1,555 1,555 1,555 1,555 1,555 1,560 14,000 Other Grant - Community Skills & Activities Co-ordinator Post 825 825 825 825 825 825 825 825 825 825 825 925 10,000 Donations / Fundraising - Other including Cronfa Eleri fund application 200 200 700 2,200 3,300 Workshop Lease 600 600 600 600 600 600 600 600 600 600 600 600 7,200 Other Income (Room Hire etc) 300 300 300 300 300 300 300 300 300 300 300 300 3,600 Total Income 21,810 21,810 23,645 28,350 31,620 23,645 23,445 23,445 26,875 20,800 20,800 23,100 289,345

Variable Costs Average Staff Costs - Core 4,230 4,230 4,230 4,230 4,230 4,230 4,230 4,230 4,230 4,230 4,230 4,230 50,760 Staff Costs - Community Skills & Activities Co-ordinator Post 825 825 825 825 825 825 825 825 825 825 825 925 10,000 Staff Costs - Capital Projects Co-ordinator 1,555 1,555 1,555 1,555 1,555 1,555 1,555 1,555 1,560 14,000 Stock Purchases - Shop (Net) 9,750 9,750 10,500 13,500 15,000 10,500 10,500 10,500 12,000 9,750 9,750 9,750 131,250 Stock Purchases - Café (Net) 1,400 1,400 1,575 1,750 2,100 1,575 1,575 1,575 1,750 1,575 1,575 1,575 19,425 VAT on Purchases (@11.5% based on 2013-14 trading) 1,282 1,282 1,389 1,754 1,967 1,389 1,389 1,389 1,581 1,302 1,302 1,302 17,328 Advertising/Publicity 30 30 30 30 30 30 30 30 30 30 30 30 360 Training & Evaluation 150 150 150 150 600 Total Variable Costs 19,072 19,072 20,254 23,644 25,707 20,254 20,104 20,104 22,126 17,712 17,712 17,962 243,723 M argin 2,738 2,738 3,391 4,706 5,914 3,391 3,341 3,341 4,749 3,088 3,088 5,138 45,622

Fixed Costs (Net of VAT) Business Rates ------Loan Repayment 550 550 550 550 550 550 550 550 550 550 550 550 6,600 Water 50 50 50 50 50 50 50 50 50 50 50 50 600 Electricity 135 135 135 135 135 135 135 135 135 135 135 135 1,620 Telephone/Broadband 56 56 56 56 56 56 56 56 56 56 56 56 672 Bank / Card Charges 70 70 70 70 70 70 70 70 70 70 70 70 840 IT support and maintenance 645 645 Insurance 65 65 65 65 65 65 65 65 65 65 65 65 780 Professional Fees 200 200 200 175 775 Sundry 50 50 50 50 50 50 50 50 50 50 50 50 600 Postage, Stationary, Consumables 100 100 100 100 100 100 100 100 100 100 100 100 1,200 Waste Disposal 20 20 20 20 20 20 20 20 20 20 20 20 240 General improvements, repairs, maintenance, cleaning, pest control 240 240 240 240 240 240 240 240 240 240 240 240 2,880 VAT on fixed costs 90 90 130 90 90 130 90 90 130 90 90 254 1,363 Corporation Tax contingency based on 20% previous year profits 3,000 3,000 Total Fixed Costs 1,426 1,426 1,666 1,426 1,426 1,666 1,426 1,426 4,666 1,426 1,426 2,410 21,815

Capital Costs HLF Grant Capital (Purchase £300k, Stamp Duty £9k, Legal Costs £2k) 311,000 311,000 HLF Grant Building Works 45,000 29,000 33,400 61,000 5,600 174,000 Donations / Fundraising for Building Works 10,400 3,000 2,600 16,000 Other Grants/Loans for Building Works 18,800 20,000 35,000 78,400 47,201 199,401 Capital Purchases & Construction Expenditure (311,000) (42,000) (44,000) (47,000) (80,000) (70,000) (40,393) (15,000) (11,400) (660,793) Contingency on Construction (16,349) (16,349) (32,698) Allow ance for Inflation on Construction (1,000) (1,000) (1,000) (1,000) (1,000) (1,000) (910) (6,910) VAT on capital expenditure (8,600) (200) (9,000) (9,600) (16,200) (17,470) (11,530) (3,000) (2,280) (77,880) Total Capital Costs 0 0 0 3,800 (1,200) (6,200) (1,200) (1,200) (20,819) (19,381) (18,000) (13,680) (77,880)

VAT receipt/(payment) Trade Operations - Vat (462) (656) (552) (384) (1,670) Capital - Vat 0 17,800 43,270 16,810 61,070 (462) 17,144 42,718 16,426 59,400

NET CASHFLOW 11,312 12,624 14,349 20,967 24,255 19,780 37,639 38,355 17,619 42,617 26,279 15,327 16,426 15,327

Cwmni Cymunedol Cletwr: Cashflow Forecast Year 2

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Month 1 Yr2 Month 1 Opening Balance 15,327 14,754 14,181 14,034 14,493 16,522 16,375 15,565 15,507 13,855 12,980 12,742 15,327

Income - Shop Sales (Net) (+ 10% from Year 1) 14,300 14,300 15,400 19,800 22,000 15,400 15,400 15,400 17,600 14,300 14,300 14,300 192,500 Café Sales (Net) (+ 10% from Year 1) 4,400 4,400 4,950 5,500 6,600 4,950 4,950 4,950 5,500 4,950 4,950 4,950 61,050 VAT on Sales @ 9% of turnover (based on 2013-14 trading) 1,683 1,683 1,832 2,277 2,574 1,832 1,832 1,832 2,079 1,733 1,733 1,733 22,820 Donations / Fundraising - Other including Cronfa Eleri fund application 200 200 1,000 3,200 4,600 Workshop Lease 600 600 600 600 600 600 600 600 600 600 600 600 7,200 Other Income (Room Hire etc) 300 300 300 300 300 300 300 300 300 300 300 300 3,600 Total Income 19,000 19,000 20,850 25,600 28,900 20,850 20,650 20,650 24,400 19,550 19,550 22,750 291,770

Variable Costs -

Average Core Staff Costs 4,230 4,230 4,230 4,230 4,230 4,230 4,230 4,230 4,230 4,230 4,230 4,230 50,760

Staff Costs - Additional Year 2 (cost of living increase + casual staff = 5% increase) 212 212 212 212 212 212 212 212 212 212 212 212 2,538 Stock Purchases - Shop (Net) 10,725 10,725 11,550 14,850 16,500 11,550 11,550 11,550 13,200 10,725 10,725 10,725 144,375 Stock Purchases - Café (Net) 1,540 1,540 1,733 1,925 2,310 1,733 1,733 1,733 1,925 1,733 1,733 1,733 21,368 VAT on Purchases (@11.5% based on 2013-14 trading) 1,410 1,410 1,527 1,929 2,163 1,527 1,527 1,527 1,739 1,433 1,433 1,433 19,060 Advertising/Publicity 30 30 30 30 30 30 30 30 30 30 30 30 360 Training & Evaluation 50 50 50 1,050 1,200 Total Variable Costs 18,147 18,147 19,331 23,176 25,445 19,331 19,281 19,281 21,386 18,362 18,362 19,412 239,661 M argin 853 853 1,519 2,424 3,455 1,519 1,369 1,369 3,014 1,188 1,188 3,338 22,089

Fixed Costs Business Rates ------Loan Repayment 550 550 550 550 550 550 550 550 550 550 550 550 6,600 Water 50 50 50 50 50 50 50 50 50 50 50 50 600 Electricity 135 135 135 135 135 135 135 135 135 135 135 135 1,620 Telephone/Broadband 56 56 56 56 56 56 56 56 56 56 56 56 672 Bank / Card Charges 70 70 70 70 70 70 70 70 70 70 70 70 840 IT support and maintenance 645 645 Insurance 65 65 65 65 65 65 65 65 65 65 65 65 780 Professional Fees 200 200 200 175 775 Sundry 50 50 50 50 50 50 50 50 50 50 50 50 600 Postage, Stationary, Consumables 100 100 100 100 100 100 100 100 100 100 100 100 1,200 Waste Disposal 20 20 20 20 20 20 20 20 20 20 20 20 240 General improvements, repairs, maintenance, cleaning, pest control 240 240 240 240 240 240 240 240 240 240 240 240 2,880 VAT on fixed costs 90 90 130 90 90 130 90 90 130 90 90 254 1,363 Corporation Tax contingency based on 20% previous year profits 3,000 3,000 Community Grants - Total Fixed Costs 1,426 1,426 1,666 1,426 1,426 1,666 1,426 1,426 4,666 1,426 1,426 2,410 21,815

VAT receipt/(payment) Trade Operations - Vat (539) (753) (638) (466) (1,930)

NET CASHFLOW 14,754 14,181 14,034 14,493 16,522 16,375 15,565 15,507 13,855 12,980 12,742 13,671 13,671

Cwmni Cymunedol Cletwr: Cashflow Forecast Year 3

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Month 1 Yr2 Month 1 Opening Balance 13,671 13,260 12,849 12,989 13,646 15,968 16,108 15,432 15,562 14,633 13,889 13,830 13,671

Income - Shop Sales (Net) (+ 5% from Year 2) 15,015 15,015 16,170 20,790 23,100 16,170 16,170 16,170 18,480 15,015 15,015 15,015 202,125 Café Sales (Net) (+ 5% from Year 2) 4,620 4,620 5,198 5,775 6,930 5,198 5,198 5,198 5,775 5,198 5,198 5,198 64,103 VAT on Sales @ 9% of turnover (based on 2013-14 trading) 1,767 1,767 1,923 2,391 2,703 1,923 1,923 1,923 2,183 1,819 1,819 1,819 23,960 Donations / Fundraising - Other including Cronfa Eleri fund application 300 300 1,000 3,200 4,800 Workshop Lease 600 600 600 600 600 600 600 600 600 600 600 600 7,200 Other Income (Room Hire etc) 300 300 300 300 300 300 300 300 300 300 300 300 3,600 Total Income 19,935 19,935 21,968 26,865 30,330 21,968 21,668 21,668 25,555 20,513 20,513 23,713 305,788

Variable Costs - Average Core Staff Costs 4,442 4,442 4,442 4,442 4,442 4,442 4,442 4,442 4,442 4,442 4,442 4,442 53,304 Staff Costs - Additional Year 3 (cost of living increase = 2% on core) 89 89 89 89 89 89 89 89 89 89 89 89 1,066 Stock Purchases - Shop 11,261 11,261 12,128 15,593 17,325 12,128 12,128 12,128 13,860 11,261 11,261 11,261 151,594 Stock Purchases - Café 1,617 1,617 1,819 2,021 2,426 1,819 1,819 1,819 2,021 1,819 1,819 1,819 22,436 VAT on Purchases (@11.5% based on 2013-14 trading) 1,481 1,481 1,604 2,026 2,271 1,604 1,604 1,604 1,826 1,504 1,504 1,504 20,013 Advertising/Publicity 30 30 30 30 30 30 30 30 30 30 30 30 360 Training & Evaluation 50 50 50 50 200 Total Variable Costs 18,920 18,920 20,161 24,200 26,583 20,161 20,111 20,111 22,318 19,145 19,145 19,195 248,973 M argin 1,015 1,015 1,806 2,665 3,747 1,806 1,556 1,556 3,237 1,367 1,367 4,517 25,654

Fixed Costs Business Rates ------Loan Repayment 550 550 550 550 550 550 550 550 550 550 550 550 6,600 Water 50 50 50 50 50 50 50 50 50 50 50 50 600 Electricity 135 135 135 135 135 135 135 135 135 135 135 135 1,620 Telephone/Broadband 56 56 56 56 56 56 56 56 56 56 56 56 672 Bank / Card Charges 70 70 70 70 70 70 70 70 70 70 70 70 840 IT support and maintenance 645 645 Insurance 65 65 65 65 65 65 65 65 65 65 65 65 780 Professional Fees 200 200 200 175 775 Sundry 50 50 50 50 50 50 50 50 50 50 50 50 600 Postage, Stationary, Consumables 100 100 100 100 100 100 100 100 100 100 100 100 1,200 Waste Disposal 20 20 20 20 20 20 20 20 20 20 20 20 240 General improvements, repairs, maintenance, cleaning, pest control 240 240 240 240 240 240 240 240 240 240 240 240 2,880 VAT on fixed costs 90 90 130 90 90 130 90 90 130 90 90 254 1,363 Corporation Tax contingency based on 20% previous year profits 2,500 2,500 Community Grants 2,000 2,000 Total Fixed Costs 1,426 1,426 1,666 1,426 1,426 1,666 1,426 1,426 4,166 1,426 1,426 4,410 23,315

VAT receipt/(payment) Trade Operations - Vat (582) (806) (685) (511) (2,073)

NET CASHFLOW 13,260 12,849 12,989 13,646 15,968 16,108 15,432 15,562 14,633 13,889 13,830 13,937 13,937

Cwmni Cymunedol Cletwr: Cashflow Forecast Year 4

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Month 1 Yr2 Month 1 Opening Balance 13,937 13,474 13,011 13,109 13,753 16,092 16,190 15,459 15,548 14,596 13,789 13,679 13,937

Income - Shop Sales (Gross) (+ 5% from Year 3) 15,766 15,766 16,979 21,830 24,255 16,979 16,979 16,979 19,404 15,766 15,766 15,766 212,231 Café Sales (Gross) (+ 5% from Year 3) 4,631 4,631 5,209 5,788 6,946 5,209 5,209 5,209 5,788 5,209 5,209 5,209 64,248 VAT on Sales @ 9% of turnover (based on 2013-14 trading) 1,836 1,836 1,997 2,486 2,808 1,997 1,997 1,997 2,267 1,888 1,888 1,888 24,883 Donations / Fundraising - Other including Cronfa Eleri fund application 300 300 1,000 3,200 4,800 Other Income (Room Hire etc) 300 300 300 300 300 300 300 300 300 300 300 300 569,476 Workshop Lease 600 600 600 600 600 600 600 600 600 600 600 600 788,699 Total Income 20,696 20,696 22,788 27,918 31,501 22,788 22,488 22,488 26,492 21,275 21,275 24,475 284,879 - Variable Costs - Average Core Staff Costs 4,531 4,531 4,531 4,531 4,531 4,531 4,531 4,531 4,531 4,531 4,531 4,531 54,372 Staff Costs - Additional Year 3 (cost of living increase + casual staff = 4% on core) 181 181 181 181 181 181 181 181 181 181 181 181 2,175 Stock Purchases - Shop 11,824 11,824 12,734 16,372 18,191 12,734 12,734 12,734 14,553 11,824 11,824 11,824 159,173 Stock Purchases - Café 1,621 1,621 1,823 2,026 2,431 1,823 1,823 1,823 2,026 1,823 1,823 1,823 22,487 VAT on Purchases (@11.5% based on 2013-14 trading) 1,546 1,546 1,674 2,116 2,372 1,674 1,674 1,674 1,907 1,569 1,569 1,569 20,891 Advertising/Publicity 30 30 30 30 30 30 30 30 30 30 30 30 360 Training & Evaluation 50 50 50 50 200 Total Variable Costs 19,733 19,733 21,023 25,256 27,736 21,023 20,973 20,973 23,278 19,959 19,959 20,009 259,658 M argin 963 963 1,764 2,662 3,765 1,764 1,514 1,514 3,214 1,316 1,316 4,466 25,221 - Fixed Costs - Business Rates ------Loan Repayment 550 550 550 550 550 550 550 550 550 550 550 550 6,600 Water 50 50 50 50 50 50 50 50 50 50 50 50 600 Electricity 135 135 135 135 135 135 135 135 135 135 135 135 1,620 Telephone/Broadband 56 56 56 56 56 56 56 56 56 56 56 56 672 Bank / Card Charges 70 70 70 70 70 70 70 70 70 70 70 70 840 IT support and maintenance 645 645 Insurance 65 65 65 65 65 65 65 65 65 65 65 65 780 Professional Fees 200 200 200 175 775 Sundry 50 50 50 50 50 50 50 50 50 50 50 50 600 Postage, Stationary, Consumables 100 100 100 100 100 100 100 100 100 100 100 100 1,200 Waste Disposal 20 20 20 20 20 20 20 20 20 20 20 20 240 General improvements, repairs, maintenance, cleaning, pest control 240 240 240 240 240 240 240 240 240 240 240 240 2,880 VAT on fixed costs 90 90 130 90 90 130 90 90 130 90 90 254 1,363 Corporation Tax contingency based on 20% previous year profits 2,500 2,500 Community Grants 2,000 2,000 Total Fixed Costs 1,426 1,426 1,666 1,426 1,426 1,666 1,426 1,426 4,166 1,426 1,426 4,410 23,315

VAT receipt/(payment) Trade Operations - Vat (592) (819) (697) (521) (2,108)

NET CASHFLOW 13,474 13,011 13,109 13,753 16,092 16,190 15,459 15,548 14,596 13,789 13,679 13,735 13,735

8 Project Costs

8.1 Capital Costs Our preferred option will clearly necessitate capital investment. These are summarised in the following cost schedule from our architects engaged at Stage 1. This gives comparative costs for the comprehensive refurbishment option as well as three differently sized new- build options (A, B and C), with Option B in the table below corresponding to our chosen option. It does not include Options 1 and 2. A separate copy will accompany the application.

The purchase itself is a significant initial investment and the group will primarily be seeking funding from the Big Lottery Fund (BLF) Wales for a large percentage of the purchase costs. These fall within the eligibility criteria of the BLF, as do the community objectives of the enterprise.

To supplement the BLF funding we will be pursuing other options. Firstly, we feel it is important that the company and community itself demonstrate its own commitment by raising significant funds locally. We will set an ambitious but achievable target of £16,000. This will primarily be realised by the issue of a Capital Bond scheme for local people (£10,000). This will enable people to purchase a capital bond of £250. This will then entitle them to receive a 5% discount on goods purchased in the future; thus it will enable the company to raise significant funding locally, and also enable people to benefit financially in the long-term, with a payback period of around 3 years depending on their expenditure. This scheme has been developed by our Treasurer with external consultation. We will launch this scheme in October 2014.

We will also aim to vire some of the profits from the trading operation into this match- funding pot (£4,000); the fact that the new build option chosen allows the company to continue trading is therefore crucial. We will raise money through events and smaller fundraising activity as well as small local grant schemes.

However there is a larger shortfall of funding of that realistically the community will not be able to close itself. We are therefore considering further options; while we believed our project fitted well within the Welsh Government’s newly re-launched Community Facilities Programme, with its focus on protecting services and reducing poverty, we have recently been unsuccessful in a funding application. We will continue our ongoing discussions with Ceredigion County Council, which administers European funding through the Rural Development Plan and Social Enterprise Growth Fund, due to be relaunched in late 2014/early 2015, as well as trusts including the Garfield Weston Foundation, Esmee Fairbairn Trust and others to raise the remaining funding of just under £200,000.

The Board has endorsed borrowing of up to £50,000 to fund the project, where it can be offset against additional non-trading income such as the leasing of the workshop. We have investigated a number of options with ethical and specialist providers such as Triodos and Welsh public and private sector schemes for social enterprises. A loan of £50,000 over 10 years, at 6% APR, will mean monthly repayments of £550 approximately at the time of enquiry in June 2014.

The project capital costs include the purchase and installation on solar PV panels on the roof of the new building, which will further reduce our running costs and even allow for some revenue generation if feed-in tariffs can be negotiated. The cost of these would be in the region of £10,000 with an estimated payback of 6.9 years, through reducing our energy bills by £580 per year and bringing in income through the Feed in tariff (FiT) of £873 per year. These figures have been provided by an experienced energy advisor using widely accepted software modelling.

The property remains on the market for £375,000 (already reduced from £495,000 at summer 2010). The company subsequently commissioned an independent valuer who attached a £280,000 valuation to it; the vendor then commissioned a further valuation which provided for a figure of £320,000. Mindful of the fact that public money will be used to fund the project, we contacted the BLF about this discrepancy and advised that it would be appropriate to reach an agreement of £300,000. Our strategy to date has been to use this figure in our financial projections for the project. The current owner of the site has strongly indicated that he is content with this price.

We have identified a project budget of £701,000 in order to develop our preferred option, to include the purchase price and refurbishment works. This figure includes 10% for building contingencies as well as an allowance for inflation.

A breakdown of our proposed capital costs can be found below. All costs are exclusive of VAT. Element Amount Source Secured? Property Purchase £300,00 BLF Grant (£300,000) Applying 2014 Stamp Duty £9,000 BLF Grant (£9,000) Applying 2014 Legal Fees (Certificate of £2,000 BLF Grant (£2,000) Applying 2014 Title £500, Legal Charge £1000, Legal Opinion £500) – based on BLF information Demolition, new build, £390,000 BLF Grant (£174,000) Applying 2014 fixtures, fittings – Based Other Grant Support In ongoing on detailed cost schedule (European schemes, Trusts, discussions. produced by George & others)(£150,000) Tomos Architects (Appendix 1) Commercial loan (£50,000) Ongoing 2014-15 from a specialist lender to community projects (eg Triodos, Ecology); offset

against workshop lease income

Local Fundraising (£16,000) Ongoing 2014-15 comprising Community (bonds to be Capital Bonds, trading profit, launched Oct 2014 local grant applications, as part of wider donations fundraising drive)

8.2 Revenue Costs As detailed earlier we will require four paid members of staff to operate the business effectively. Our aim is for al posts to be fully self-funding from trading activity. Where we are seeking additional staff, for example a Community Skills and Activities Co-ordinator, we will also seek additional grant funding for this. We have identified the Prince’s Countryside Fund and the Santander Social Enterprise Fund as possible options to support this post and we will be taking forward an application in the spring and summer of 2014 to seek the

revenue costs of around £8.5k - £10k per annum required. The expectation would be to continue to fund this post from trading profit once any grant funding ceases or applications are unsuccessful.

To manage the complex process from the receipt of BLF and other funding to opening the new building, we will seek to appoint an experienced PT Capital Project Co-ordinator for a period of approximately 9 months, at approximately 1.5 - 2 days per week. We will advertise the post through open recruitment or invitation to tender.

This person will lead on the detailed financial and administrative work associated with the project – chiefly procurement, budgeting, monitoring and reporting. Our decision to recruit this post, and the salary level, is based upon discussions with a range of advisers, ranging from the BLF, the Plunkett foundation, other community enterprises and project management professionals. We are seeking revenue funding from the BLF to support this post, at a salary of £13,000 plus travel costs of £1,000. The main responsibilities of this post will be: To work with the Capital Development Group as an equal member, to facilitate, monitor and record the development through the pre-construction and construction phases. To present information and analysis on all relevant aspects to the CDG for discussion and decisions. To represent the client in dealings with architect, contractors, funders and other stake-holders Manage invoices and payments within the budget, and keep accurate and up to date accounts Fulfil legal and other requirements connected to the property purchase and receipt of grant funding Deliver progress reports at regular intervals as required by CDG, Board and funder Enable and monitor progress of the project in liaison with CDG and the architects Deliver on-going community consultation on progress of build Oversee the compilation / management of project archive, in line with audit requirements. Engage with a wide range of community, voluntary and public sector partners to pre- market the services and carry out planning of delivery of new services Work with Directors on the branding / image of the new services and marketing materials

It is envisaged that the CDG (or its appointed representative) will fulfil the Client role, and have overall responsibility for the management of the capital project. They will report regularly to the Board on the progress of the project. The Project Manager will be responsible for ongoing liaison between the architects, contractors and CDG, and will attend regular site meetings to monitor progress, authorise payments and deal with any issues affecting the construction process. Any decisions which need to be made in relation to changes in specification, materials, timing, budgets etc will be referred to the CDG.

8.3 Future Phases of Project In earlier sections of this document we have referred to the potential of the site to offer additional services in the future, subject to funds being available. We hope to be able to deliver this in a timescale of 3 – 5 years post-opening, depending on the performance of the business. This future phase or phases will include, together with very rough costings: i. Further external landscaping improvements including small childrens’ playground, biodiversity improvements and others (around £20,000; deliverable in stages). ii. Development of the existing workshop building. As this is in significantly better condition, our architects have identified an option to retain this building for future use. Our planning assumes that in the period 2014-2018 (approx.) we will not seek to invest significantly in this building as we focus on the new building and developing and embedding this project. In that period, we will investigate options to lease the space to businesses that are sympathetic in aims and ways of working to our business. In the longer term, we have carried out an initial options appraisal for the building which concluded that there were several feasible options which would need to be subjected to a more detailed feasibility and financial appraisal: a. There is great potential for a walkers accommodation or ‘llety’ to serve the growing demand from the site’s position on the all-Wales Coast Path; b. The workshop could be converted to allow us to expand the learning and other activities we identify in our leaning and Activities Plan, for example (i) Tourism and heritage information point (ii) Artists workshops and gallery space (iii) Community event and activities space

There will be different ways of delivering these additional services, for example the company being the supplier and developer, or developing/operating a business model in partnership with another company or organisation, or by leasing. It is likely that an investment of up to £30,000 may be necessary to convert the building into a business such as a ‘llety’. We propose to carry out a detailed appraisal in 2016-17. In discussions with European funding officers from Ceredigion County Council we have ascertained that the Rural Development Plan or other European funding streams would fit very well with this phase of development. In the meantime we will actively seek to lease the workshop in its current condition providing any tenancy fits with our ethos.

8.4 Value for Money In developing a sustainable and realistic project proposal we have taken into account and benchmarked other projects. It is important to establish that we are delivering value for money in terms of the investment and the desired outcomes and such benchmarking is one way to establish this. Like-for-like comparisons are very difficult to make given that each community facility varies in its scale, range of services, customer base, and whether it has been purchased. The following projects give an idea of grants provided by the Big Lottery Fund and other projects (note this does not equate to total budget), similar in scale to Cwmni Cymunedol Cletwr’s application to the People and Places scheme. Given the wide target audience and range of services, this comparative study indicates that the Cletwr project would offer excellent VfM.

Project and Main Capital Range of Services Target Audience Location Grant (approx) Blockley Village £750,000 Café, village shop, community Mainly local people Shop and café (total hub project) Pensarn £500,000 Cafe, community centre Mainly local people Community Centre, Abergele West Wemyss, £485,000 Village shop, cafe, meeting Mainly local people, some Fife rooms tourism Cletwr £485,000 Village shop, cafe, community Local people, commuters, Community space, events programme, tourists Services learning provision, tourism / heritage promotion Talgarth Mill, £435,000 Cafe, shop, working mill Local people, tourists Powys Barge Inn, £424,000 Pub, village shop, arts space Mainly local people Wiltshire Cwm Trannon, £400,000 Shop, very small cafe, petrol Mainly local, little passing Powys traffic/tourism Ballygally, £406,000 Shop, community space Mainly local people Antrim

9. Marketing and Communication Marketing activity will have two distinct phases – raising awareness of the project prior to and during construction phases, and marketing of the services and products once opened. We are committed to carrying out all of our marketing and communication activity in both Welsh and English, reflecting the bilingual nature of our community.

(i) Initial Marketing Our aims are to raise awareness of: the projects aims in the community and beyond The projected benefits of the community business The need for support from the local community to back the project

Following a public meeting and the establishment of a working group, we have utilised traditional and non-traditional means to get our message across to local people about the project. Leaflets were distributed and an email group was created for regular bulletins. We have also conducted a community questionnaire, where we personally delivered and collected from over 200 homes, giving an excellent opportunity to engage with individuals. We have established a website (www.cletwr.com), Facebook page (Siop Cynfelyn at Cletwr) and Twitter account (@siopcynfelyn) for people to find out more about the project, keep informed, contribute views and become involved.

The re-opening of the shop through the Siop Cynfelyn project has acted as an excellent way to keep the project in the public eye and keep community momentum and support. Siop Cynfelyn is a venue where we can display information and hold events to keep people updated about the wider project. During the Stage 2 planning work we held several consultative events showing proposed architectural plans and drawings, on which views were sought and acted on. From March to June 2014 our plans are on public display. The company has also used the Siop Cynfelyn brand to carry out marketing and consultation activity away from the site, at local events.

(ii) Post-opening Once the project has been realised, the marketing objectives become the promotion of the services offered. The marketing planned includes: Signage: it will be vital to tempt people to stop via an attractive, welcoming signage and exterior; Branding - a bilingual brand identity will be developed which will be used in all communications; Launch Event - to promote the new store and invite people to view the refurbished premises; Bilingual website and social media to promote the site and provide information on opening hours, events and promotions; We will work with local newspapers and radio stations to extend our message even further (we have on Radio Cymru on 3 occasions and featured in the local paper on 5 occasions); Marketing will be tailored to the particular audience being targeted. Primarily we will advertise locally but also investigate advertising in publications and websites specifically for tourists.

(iii) Wider advocacy and promotion We will as part of our marketing seek to reach as wide and as influential audience as possible. We are passionate about our project and also community facilities and social enterprises more generally. We will work with the Plunkett Foundation to co-promote the sector as far as possible; We will aim to engage local and national policy and opinion formers. We already have strong links to the local Assembly Member and member of Parliament; several parties in Wales are supportive of the social enterprise sector.

10. Monitoring and Evaluation To track whether our outcomes are being achieved, we will use a wide variety of quantitative and qualitative methods all of which have been chosen specifically with each outcome and group of people in mind.

In terms of economic and social contributions, as the services are currently closed the current baseline position is zero. The methods used to monitor our outcomes will include: Encouraging visitors to complete questionnaires during the course of the project. o For local people these will record information on people’s views of how the community has changed following the project. o For visitors to the area we will ask for views on the information provided, such as tourism information, and whether this has helped shape their perception of the local area. For those more directly participating in the project we will carry out more intensive consultation to track how the project has improved their skills and lives. We will also collect management information on volunteer participation, work placements, attendance at community events, local suppliers (this will be defined as coming from companies based within a 25 or 50 mile radius).

We will also collect informal feedback through a Visitors Book / comments cards, and through social media. Participation in these and the questionnaires will be encouraged by offers of prize draws and other offers. To ensure that the evaluation process is as inclusive as possible, we will encourage people to take part/contribute anonymously if desired. All such activity will give people the choice to participate in Welsh or English.

The appointed Business/Site Manager will be responsible for ensuring that project outcomes are monitored in a robust and timely manner. To ensure that monitoring processes are adhered to we will hold a monitoring and evaluation session with all relevant stakeholders prior to the Centre’s official opening. This will underline the importance to all stakeholders of the monitoring and evaluation process to the success of our project and our chances of getting further funding. We will allocate a small budget in Year 1 for internal monitoring and evaluation activities, around £200, and at the end of Year 2 will allocate a higher sum (up to £1,000) to contract external specialists to evaluate the success of the project and inform future development. The take-up of services will be monitored by the Site Manager to ensure that appropriate activities are being offered, and if user consultation and questionnaires suggest alternative services, these will be put in place, as soon as possible.

The individual indicators mentioned earlier in this Plan will form the base of our information, and reports will be produced at regular intervals during the year to ensure and evaluate how effectively we are meeting our desired outcomes. At the end of Year 1 of the project we will conduct an internal formative and summative evaluation of the project to inform activity in future years. This will be compiled into an annual evaluation report for both internal and external consumption.

Feedback on stock selection and catering offer will form a continuous monitoring process and we will aim to respond as much as possible to local people’s needs. We will also utilise the Plunkett Foundation’s ‘Health Checks’ system which provides support to monitor retail performance of community shops. Our EPoS system provides detailed reports on our product lines. We will continue to welcome suggestions on stocking / sourcing of products.

Some of the key points that the annual evaluation will address are as follows: To what extent has the redevelopment achieved the project outcomes? What are the key findings in terms of success and failure? What impact is the project having and what were our particular achievements? Was our business and project planning accurate and robust? What lessons have we learned, and what would we do differently? Recommendations for further improvements/phases of the project.

Monitoring and Evaluation of Outcomes and Indicators

Outcome Indicator Collection Frequency / Who we method Personnel will ask 1. An improved Jobs Created Management Data collected N/A local economy Number of local suppliers used Information annually by through better £ spent with local suppliers Business employment Manager prospects and a better-supported local food sector; 2. Increased self- Number of regular volunteers Management Data collected All confidence and skills Number of placements / Information continuously; volunteers amongst people opportunities provided Annual summarised and from the community Number of participants reporting Volunteer annually by placements of all ages, through improved self-confidence and Survey Business volunteering and skills Placement Manager placement feedback opportunities; 3. A revitalised and Funding provided to local Community Data collected Users of more cohesive community projects from trading Feedback and continuously; service community which profit Annual summarised from local has a social and The number of people who feel Community annually by community economic focal more involved in the community Survey Business point; and The number of people who view Management Manager the community as a better place Information to live as a result of the project Number of people attending community events / activities 4. A better Number of people accessing Visitor Data collected Users of appreciation of the information Feedback and continuously; service community and Improved awareness and Annual Visitor summarised from wider area’s culture, appreciation of natural and Survey annually by outside the language, and cultural heritage of area Business area tourist offer for Manager visitors to the area. 68

Annex 1: List of Advisers/Professional Expertise Consulted CATEGORY NAME ORGANISATION Professional Advisers: Property Steve Berry Artists Valley Architects James Drew, Matthew Dilwyn Roberts Architects Tench Hefin Lewis Henllan Property Services (Surveyor & Valuer) Professional Advisers: Retail Sarah Mayell Plunkett Foundation Grant Peisley Plunkett Fuondation Professional Advisers: Mike Williams Wales Co-Operative Centre Governance Professional Advisers: Legal Nia Jones-Steele Morris & Bates Professional Advisers: Finance, Simon Longworth, PJE Associates VAT & Accountancy Donald Patterson Nansi George Freelance VAT and Accountant Charlotte Hobbs Hobbs Accountancy Professional Advisers: Petrol Colin Owens Oil4Wales Carl Benjamin Phoenix Forecourt Services Edward Dumbrill Ceredigion Environmental Health Officer Professional Advisers: Catering Jo Pearce Coleg Ceredigion Mike Smerdon Former catering professional Professional Advisers: Other Nick Venti Cambrian Mountains Initiative James Mellans Elliott ex-Fleet temporary accommodation Funding Advisers Kate Watkin Wales Rural Retail Programme Richard Roberts Better Bids, Wales Council for Voluntary Action (WCVA) Teleri Davies Ceredigion Council for Voluntary Organisations (CAVO) Michelle Davies Cynnal y Cardi Maria Wilding Ceredigion Social Enterprise Growth Fund Gareth Rowland, Meinir Ceredigion County Council Davies Kate Watkins Wales Rural Retail Programme Tourism Advisors Ann Whelan Coastal Access Project Officer, Countryside Council for Wales Claire Goodman Wales Coast Path Officer Emyr Davies Dyfi Osprey Centre Mike Bailey Ynyslas National Nature Reserve Other Community Projects Jack Newland, James Cwm Trannon Community Shop Grafton Ann Ffrancon Blaenplwyf Community Shop Catrin Jones Ex-manager of the Cletwr Cris Thomas Cwm Arian Community Centre, Hermon The Manager Brockweir Community Shop, Wye Valley The Manager Feckenham Shop, Worcestershire The Manager Alfreck Community Shop & cafe

Annex 2: Community Skills and Activities Plan

Activity Beneficiaries Resources: Staff Resources: Timetable Evaluation Delivery Outcomes Indicators Description & Volunteer Financial Partners Black=pilot project; Blue=main project Learning and Skills

Welsh learners Welsh 1hr per week staff Travel and 2013-15 Assessment by Volunteer tutor; Greater awareness of Welsh Number of Welsh learners per year classes: Beginners learners – time to set up equipment tutor at year end Cered (Menter language and culture; higher volunteers venue costs for tutor - 2016-17 to inform future Iaith) plus level of bilingual service Increased number of volunteers 24 2-hour classes and wider £120 per year; onwards year’s course others offered to customers using Welsh in the business during year community Services of offset by small A sustainable community September to May. Volunteer tutor charge for Survey of facility, which increases Approx. 10 attendees participants to awareness of the community Enriched by learners per establish and wider area’s language conversation al and year increased and culture music evenings etc skills/confidence

Digital Inclusion People who 05.hour per Charge of £3 2016-17 Assessment by Communities Increased confidence and IT Number of attendees per session lack digital session staff time per person per onwards tutor at end of 2.0 skills within the community, skills to set up venue session session especially for older people

Services of paid Feedback on Increased self confidence and Number of people reporting tutor success in skills within the community increased confidence with IT Approx 5 avoiding IT learners per problems course

On-line safety Approx 5 05.hour per Charge of £3 2016-17 Assessment by Volunteer tutor: Increased IT safety Number of participants reporting sessions learners per session staff time per person per tutor at end of Nigel Callaghan confidence within the improved self-confidence with IT session x 4 to set up venue session onwards session community, especially for Number of people reporting ability (Offered in English session per Feedback on older people to avoid internet hacking and and Welsh) year. Total 20 Services of success in failure volunteer tutor avoiding70 IT Increased self confidence and

attendees problems skills within the community

All IT users, especially older people

Work experience Catering Staff time to set Travel for 2016-17 Report from Coleg Increased self-confidence and Number of successful placements placements for Coleg students up placement students / students Ceredigion skills amongst people from per year Ceredigion catering tutor covered onwards the community of all ages, students 2 weeks, one Chef’s time for by them or Evaluation by Coleg through volunteering and Contribution of placements to

in March one management on Coleg Coleg Ceredigion Ceredigion placement opportunities. student employment in May the ground Ceredigion

Report from Chef Support for learning & skills & comments from development for both

volunteers students and volunteers

Schools work Pupils Supervision whilst Young people 2014-16 Reports from Participating Increased self-confidence and Number of pupils taking up experience / studying for in the Siop /cafe – get themselves students; from local schools skills amongst people from opportunity volunteering Welsh Bac volunteer / there. Year 2/3 staff /volunteer the community of all ages, opportunities manager time. supervisors. (WB through volunteering and Employability skills acquired 2016-17 Up to 3 per assessment placement opportunities. onwards Recorded experiences of Provision for Welsh year Staff time requirements Baccalaureate arranging with Work experience for young community sharing requirements school people in the area.

Generating contacts between community & young people

Heritage and Culture

Heritage talks Llangynfelyn 0.5 hr per week None March 25 - No formal Tutor: Dr A sustainable community Number of people accessing community staff time to set April 15 2014 evaluation Gwilym Morus facility which increases information 1. Series of 4 talks on up venue awareness of the community The Taliesin Tradition Approx 10-15 2014 -15 and wider area's language by Dr Gwilym Morus people Services of and culture Volunteer tutor Similar Improved awareness of heritage of (English language) courses: 1 per Greater awareness area year from &understanding of an aspect

2016 of local culture

More cohesive community through sharing a sense of locality

Displays of local art All shop/cafe 0.5 hr per month Advertising 2013-2015 No formal Taliesin Art A sustainable community Number of local suppliers work customers to change display costs evaluation Group facility which increases contributing Monthly awareness of the community Small through year Comments in Celf Cletwr and wider area's language percentage to visitors'' book and culture Local artists shop from 2016 onwards Number of people accessing sales Greater appreciation of displays

art/culture Sales of work Sharing of local talent

Economic outlet for local products

Art/Craft workshops Special 0.5 hr x 3 -Set up No outlay 2014-15: Success in skills Local artists & A sustainable community Number of participants interest and clear venue About 4 times craftspeople facility which increases groups Fee for use of per year No formal awareness of the community Number of local artists providing Cwtsh evaluation and wider area's language events

2016 onwards and culture

Learning new skills and Social

interaction

Exhibition by Celf All shop/cafe 2 hours - to hang Use of 2014 & 2015 Popularity of Ceredigion Art A sustainable community Number of people who visit the Cletwr, linked to the customers work booklet/poste activity Trail facility which increases exhibition Ceredigion Art Trail r produced by Through awareness of the community Tourists Organise small the August No formal and wider area's language Number of people who visit trail opening event Ceredigion Art evaluation and culture studios in the area Annually from Trail 2016 Greater appreciation of local Number of art works sold art/craft Engages with a specific group in the community

Provides economic outlet for local products

Heritage project with Members of 10 days per year Advertising of 2015-16 Popularity of Ceredigion A sustainable community Numbers participating in project local group – story community organising and events project Museum facility which increases archive digital managing 2017 onwards awareness of the community Numbers recorded as viewing stories/local history Treftadaeth No formal Ceredigion and wider area's language displayed material Occasional current history Llangynfelyn evaluation Archive and culture Heritage Treftadaeth Llangynfelyn Heritage

Business & Social

Mother and Toddler Local families None None Weekly 2014 -15 Feedback Llangynfelyn A revitalised and more Numbers attending mornings from users Mother & Toddler cohesive community which has Weekly 2016 on Group a social and economic focal wards point

Opportunities for mothers to meet

Home workers get Self-employed None None Weekly 2014-15 Feedback Not specific A revitalised and more Numbers attending together local workers from users cohesive community which has Weekly 2016 a social and economic focal Number of new onwards point integrated business activities Networking between small businesses

Activities for Senior Older people Some Advertising Monthly Feedback Age Concern Wales A revitalised and more Numbers attending members of the living in organising/manag from users cohesive community which has community surrounding ement time 2014-15 WI Taliesin a social and economic focal Variety of activities communities point Monthly 2016

onwards

Events for Approxly 50 Organising/mana Advertising 2013-15: 2 per Feedback None A revitalised and more Maintain/Increase in Volunteers volunteers gement time year from cohesive community which has number of volunteers and their Outlay on participants a social and economic focal families food/drink 2016 onwards: 2+ point

Wine & Cheese Extended Organising/mana Advertising 2013-15: 2 per Feedback Local producers A revitalised and more Number of people evenings Llangynfelyn gement time year from cohesive community which has attending community Outlay on attendees & a social and economic focal food/drink 2016 onwards: 2+ participating point Increase in support businesses and volunteers

Seasonal Extended Organising/mana Advertising 2013-15: 3 per Feedback Local organisations A revitalised and more Number of people events/activities Llangynfelyn gement time year from cohesive community which has attending community Outlay on attendees Local producers a social and economic focal food/drink 2016 onwards: 3 Increase in local

per year point support and volunteers

Use of Cwtsh for North Management of Income from 2013-2015: 2 x Feedback Local and Wales A revitalised and more Number of business meetings Ceredigion bookings room rental monthly from users wide cohesive community which has groups/organisations groups/organi groups/organisation a social and economic focal using the facility per sations Income from 2016-17: 3 x s point year sales monthly North-South Becomes a hub for North Number of people Wales 2018-19: 4 x Ceredigion attending meetings organisations/ monthly businesses Becomes a known stopping point for through traffic

Tourism & Walking

Walking events Local people Walk leader/s Advertising September 24th Feedback Cambrian A sustainable community Improved awareness 2014 from Mountains Walking facility, which increases and appreciation of Visitors to Liaise with Management participants Festival awareness of the community the natural heritage area Festival costs ongoing Feedback and wider area's language and of the area SEPTember guided organisers from Festival Walking groups culture walk Walking 2014 -15: 1 per organisers Number of groups in month Wales Coast Path Prepare & clear Develop Cletwr as tourism participants on walks Ceredigion officers Cwtsh destination 2016-2017: 2 per and wider Feedback Number of walking month Tourism area Prepare and serve from walks Develop Cletwr as walker's groups that use the organisations & resource venue food organisers 2018-2019: 3 per operators month Explore the Cambrian Walks by Mountains and North independent walking Ceredigion landscape groups Use the Wales Coast Path

Cletwr walks and Local people Plan booklet Design & Begin 2014 Feedback Walking groups A sustainable community Sales of booklet walks booklet and visitors of publishing costs from users & facility, which increases most abilities Write text Publish summer walks Health & well-being awareness of the community Number of venues Develop booklet with 75

5-6 local walks - to include Artwork & design 2015 organisers services/managers and wider area's language and stocking the booklet people with culture mobility 2018 Up-date Number of people issues Develop Cletwr as tourism walking the trails destination and walker's resource

Health & well being People who Liaise with Management 2014-16: 1 x 2 Feedback Health & well-being A revitalised and more Number of people – walking tours require providers costs month period from services/managers cohesive and healthy using walks for health helping to organisers community health Serve food 2017-19: 1 x and users monthly

Wildlife/Nature Tourists Liaise with Management Event 29.03. 2014 Recommenda Wildlife Trust of A sustainable community Number of people activities organisations or costs tion from South and South facility, which increases who attend activities Local people groups 2015 - spring Wildlife Trust West Wales awareness of the community Launch event for new Generates and wider area's language and Invited 2016-17: 2 events Cletwr bridge Prepare & clear additional Other wildlife culture Other events linked guests - 35 cafe income organisations & Number of people 2018-19: 3 events to the Wildlife Trust people groups Increased appreciation of the who have a better and Cwm Cletwr e.g, Prepare & serve local landscape and wildlife understanding of the The Cletwr Trail refreshments natural heritage of Cletwr link with purposes of the the area Dyfi Biosphere and local other wildlife interests

Annex 3: Evidence of support for the Cletwr project

As part of the process of ascertaining the level of local support for the Cletwr project, we have approached a variety of organisations and individuals. Their subsequent letters are reproduced in this document.

The letters are from the following:

1. Elin Jones AM/AC 2. Carrie Canham, Curator, Ceredigion Museum 3. John Wildig, Chairman, Wildlife Trust South and West Wales 4. Andy Rowland, Ecodyfi & Dyfi Biosphere 5. D. Allan Lewis, Head of Economic Community & Development Service, Ceredigion County Council 6. Beti Wyn Davies, President, Taliesin Women's Institute 7. Mark Williams, AS/MP 8. Gillian Jones, Clerk, Llangynfelyn Community Council

Elin Jones AM/AC Plaid Cymru - Ceredigion

15 April / Ebrill, 2014

To whom it may concern,

Cwmni Cletwr

I’m writing to express my warm support for the community venture to re-open the shop and cafe at Tre’r Ddôl, Ceredigion. Cwmni Cletwr has put a tremendous amount of work into the project, which is really bearing fruit.

The community as a whole is very much involved with the project, with many people volunteering their time and expertise to help. What they have achieved so far is remarkable – a real example to follow. The project’s leaders have shown great commitment and real acumen.

I have seen their plans for the future, and I find them very exciting. Cletwr’s proposals are both an invaluable community resource in an area which is some distance from other shops and services, and a real boost to the area’s tourist potential.

I very much hope to see this project go from strength to strength in future.

Rwy’n ysgrifennu er mwyn datgan fy nghefnogaeth gref i’r fenter gymunedol i ail-agor y siop a’r caffi yn Nhre’r Ddôl, Ceredigion. Mae Cwmni Cletwr wedi gweithio’n galed tu hwnt ar y prosiect, sydd erbyn hyn yn dwyn ffrwyth.

Mae’r gymuned oll yn cyfrannu at y prosiect, gyda nifer fawr o bobl yn rhoi o’u hamser a’u talentau i gynorthwyo. Mae’r hyn a gyflawnwyd eisoes yn rhyfeddol, ac yn esiampl i eraill ei ddilyn. Mae arweinwyr y prosiect wedi dangos dycnwch, a gweledigaeth wirioneddol.

Rwyf wedi gweld y cynlluniau ar y dyfodol – maent yn gyffrous iawn. Mae Cletwr yn anelu at ddarparu gwasanaeth fydd yn adnodd amhrisiadwy i’r gymuned mewn ardal sydd cryn bellter o siopau a gwasanaethau eraill, ac yn hwb i botensial y cylch o ran twristiaeth.

Rwy’n gobeithio’n fawr cael gweld y prosiect yn mynd o nerth i nerth.

Yours sincerely / Yn gywir,

Elin Jones AC.

Cyngor Sir CEREDIGION CEREDIGION County Council

Amgueddfa Ceredigion Museum

Carrie Canham

Coliseum, Ffordd y Môr, Aberystwyth SY23 3SE

Curadur/Curator

SY23 3SE 01970633085/6/7/8

Shelagh Hourahane Cwmni Cymunedol Cletwr 29 May 2014

Dear Shelagh Hourahane,

I am writing to express my support for your application to the Lottery for your plans for Siop Cynfelyn-Cletwr. Firstly, I’d like to congratulate the residents of Tre’r Ddol and Taliesin on the amazing achievement of establishing the community enterprise. I am a regular visitor to the shop and café and really enjoy the strong community feel. It’s evident from the customer care that everyone involved feels a real pride in the enterprise. It is a delight.

I would very much like to work more closely with your group, as we discussed, to exploit the potential of heritage activities in promoting your project and the museum, and engaging residents and visitors about the significance of the location. The most obvious heritage story that we can utilise is the adjacent Old Chapel and the accompanying RJ Thomas collection. This Grade 11 listed building was at the heart of the inception of the Wesleyan Methodist movement, which has had, and still has, a significant impact on the area. We have a wealth of objects to help tell that story. I can also see potential in us looking at transport, agriculture and natural history as strong themes to explore to engage the community. We can do this through displays, object handling sessions, identification sessions etc.

Our own development plans are progressing well and include a strong emphasis on community collaboration. We will be targeting north Ceredigion in particular, as it is currently underrepresented in our activities; therefore, this collaboration will be mutually beneficial.

I wish you every success in your endeavors,

Yours sincerely,

Carrie Canham

Curator, Ceredigion Museum

John Wildig Chairman North Ceredigion Section Wildlife Trust South and West Wales Hafan, 24 Heol Alun , Waunfawr , Aberystwyth SY23 3BB 01970 623713 [email protected]

Shelagh Hourahane Chairman Siop Cynfelyn Tre’rddol Sunday April 7th 2014

Dear Shelagh Siop Cynfelyn --Tre’rddol

Following the Official Opening of our new Bridge in the Cwm Cletwr Nature Reserve on Saturday 29th March, I write, as Chairman of the North Ceredigion Section of WLTSWW, to warmly thank you and the good people of the Community Shop for providing the excellent and much appreciated refreshments for our guests As you are aware, we hope that the Cwm Cletwr Reserve will be a jewel in the crown for Nature Conservation in North Ceredigion and we see Siop Cynfelyn serving as a focal point for visitors to the reserve. The shop, centre and cafe will provide both information, about the reserve and excellent refreshment for visitors either pre or post their visit. Thus as a Section , we look forward to co-operating with you and your Committee on future Section Initiatives and heartily support any fundraising initiatives you make for the continued development and success of your exciting Community Enterprise at Tre’rddol.

Best Wishes

Yours Sincerely

John Wildig

Y Plas Machynlleth

SY20 8ER 01654 703965

www.ecodyfi.org.uk

05/06/2014

To whom it may concern

Development of Siop Cynfelin, Tre’r Ddôl

Ecodyfi works for a resilient economy, a healthy environment and community well- being in the Dyfi Valley and beyond. We have delivered a wide range of projects and often work in partnership with local authorities, private and voluntary sector organisations. One such collaborative initiative is the UNESCO-recognised Dyfi Biosphere, which explores sustainable development in practice.

I write to support Siop Cynfelin’s application for funds to refurbish the site and facilities at Tre’r Ddôl.

This initiative is an inspiration to other communities in Mid Wales. People came together to explore how an unused asset could help meet community needs, and have created services that are appreciated as well by users from well beyond the village. The voluntary input is impressive and it is clear that drive and aspirations remain high.

We are pleased that the group has chosen to align itself with the Dyfi Biosphere’s vision for a more sustainable future, and to become one of the places where people can find out more about this. This is reflected in, for example, the emphasis on local sourcing and the connections with the trails through the nearby nature reserve.

Investment will allow the initiative to grow and flourish, bringing multiple benefits that include increased social capital and cohesion, a reduction in travel and improved access to services.

Yours sincerely

Andy Rowland Manager / Trefnydd [email protected]

Llangynfelyn Community Council

Dear Sir/Madam

As a Community Council we would like to show our support for Cletwr Shop and Cafe. its is very good to have a local shop and cafe again . We very much wish this venture every success.

Yours faithfully Gillian Jones Clerk

Annex 4: Summary of Community Consultation 2012

Tre’r-Ddol/Craig y Penrhyn: Returned Trerddol/Craig y Penrhyn 84 out of 112 delivered. 75.0% Out of 84 returned 81 positively support the SHOP reopening. 96.4% Out of 84 returned 51 positively support the CAFE reopening. 60.7% Out of 84 returned 69 positively support the PETROL ST reopening. 82.1%

Total predicted spend for above community: £ 1314/week SHOP £ 156/week CAFE £ 2544/week PETROL ST

Predicted usage: SHOP CAFE PETROL ST Once a week or more: 85.7% 8.3% 42.9% Less than once a week: 11.9% 44.1% 45.2% Never/No Answer: 2.4% 47.6% 11.9%

Tre-Taliesin/Llangynfelyn: Returned Tre-Taliesin/Llangynfelyn 70 out of 131 delivered. 53.4% Out of 70 returned 65 positively support the SHOP reopening. 92.9% Out of 70 returned 49 positively support the CAFE reopening. 70.0% Out of 70 returned 57 positively support the PETROL ST reopening. 81.4%

Total predicted spend for above community: £ 841/week SHOP £ 175/week CAFE £ 1433/week PETROL ST

Predicted usage: SHOP CAFE PETROL ST Once a week or more: 85.7% 8.6% 40.0% Less than once a week: 8.6% 50.0% 42.9% Never/No Answer: 5.7% 41.4% 17.1%

A+B. Whole Community of Llangynfelyn: Returned whole Community of Llangynfelyn of 154 out of 243 delivered. 63.4% Out of 154 returned 146 positively support the SHOP reopening. 92.9% Out of 154 returned 100 positively support the CAFE reopening. 64.9% Out of 154 returned 126 positively support the PETROL ST reopening. 81.8%

Total predicted spend for above community: £ 2155/week SHOP £ 331/week CAFE £ 3977/week PETROL ST

Predicted usage: SHOP CAFE PETROL ST Once a week or more: 85.7% 8.4% 41.6% Less than once a week: 10.4% 46.8% 44.1% Never/No Answer: 3.9% 44.8% 14.3%

Wider community Eglwys Fach/ Furnace/ Ynyslas : Returned Wider community Eglwys Fach/ Furnace/ Ynyslas 29 out of 120 (approx.) delivered. 24.2%

Out of 29 returned 26 positively support the SHOP reopening. 89.7% Out of 29 returned 18 positively support the CAFE reopening. 62.1% Out of 29 returned 23 positively support the PETROL ST reopening. 79.3%

Total predicted spend for above community: £ 293/week SHOP £ 77/week CAFE £ 978/week PETROL ST

Predicted usage: SHOP CAFE PETROL ST Once a week or more: 65.5% 6.9% 48.3% Less than once a week: 27.6% 41.4% 44.8% Never/No Answer: 6.9% 51.7% 6.9%

A+B+C. TOTAL FOR ALL RETURNED QUESTIONAIRES: Out of 183 returned 172 positively support the SHOP reopening. 94.0% Out of 183 returned 118 positively support the CAFE reopening. 64.5% Out of 183 returned 149 positively support the PETROL ST reopening. 81.4%

Total predicted spend : £ 2,448/week SHOP £ 407/week CAFE £ 4,954/week PETROL ST

Predicted usage: SHOP CAFE PETROL ST Once a week or more: 82.5% 8.2% 42.6% Less than once a week: 13.1% 45.9% 44.3% Never/No Answer: 4.4% 45.9% 13.1%

Out of 183 households/returned questionnaires: 78 are willing to give time to the project and 38 may contribute financially in some way.

Demographic (Out of 183 households) <11: 50 11-18: 48 19- 65: 270 >65: 88

Appendix 5: Summary of Visitor Consultation

Number of respondents = 125

Q1) How often do you travel along this road & past services? Average per year: 136

Q2) What is the main reason for travelling?

Business Pleasure holiday visiting Other

Q3) Did you ever stop when they were previously open? Y=110 N=12 If no, why? Reasons given were: no reason to; use Davmor; use own village; already closed; not local; time; haven't been before

If yes, no. of times? Average times a year = 50

Q4) If you did shop previously what was the reason for stopping?

Petrol Shop Café break toilet other

Q5 how much spent on each occasion ? Chart shows average.

Q6: Would you like to see Cletwr services re-opened?

Yes No Not bothered

Q7: What would be your main reason’s for stopping in future?

Petrol Shop Café break toilet other

Q8: How much do you envisage spending?

Q9: What other facilities would you like to use when stopping?

car wash

dog water

air/tyres

outside seating kids play ground / play corner

Q10: What type of food would you like to eat? a) Menu Ideas

Other detailed menu ideas fish & chips ham, egg & chips, flan, salad, cottage pie steak pie

b) Type of food preferred

Q11: What type of goods would you like to buy in the shop?

Other Shop Comments forgotten items specialist local produce deli type shop home made cakes offers on e.g. alcohol postcards Welsh things e.g. Welsh brew Teabags local honey, home made jam papers - Papur Pawb, Cambrian News, Western Mail

Q12: What else would make you stop?

Longer Comments – what else would make you stop To do with café Would like papers available to read in the café Like the idea of the Café being a gateway for tourism activities. We are ideally placed here and it would be great to cash in on this opportunity. Some really detailed outside maps to encourage cyclists/motorcyclists etc to check their progress over a cuppa. Projector and big screen – let teenagers come and play X-Box on big screen; enable them to be out in the community it would be great to be able to hire the café & kitchen for one off events, parties, feasts etc child toddler group/café with painting, ceramics painting (www.crackpots.co.uk) creative space for people to draw knit, art materials, papers, magazines meeting place for home schooled families To do with facilities Used the Post Office. Like the idea of the facility for others (I am now unemployed) Basic outdoor play stuff visible from windows car parts diesel less than £1.47 a litre hand car wash, US diner To do with volunteers/ suppliers microbrewery selling kegs of its ale & beer festival pick up veg boxes as part of a bulk buy grocery group i.e. a SUMA order group To do with customer service good quality food at reasonable cost good value on everyday items open when passing, friendly, clean, reasonable prices

clearer signs practice Welsh accessibility - no steps Events ideas community venue for workshops, meeting, courses whist drive yoga comedy nights car boot / fete local music, historians, meetings with talk dinner nights, dances, internet café, films themed food evenings special nights in café e.g. curry birthday parties quiz evening toddler group , pizza café monthly theme nights music comedy film meetings themed events jukebox Opening times open weekends & after school open until 7 open out of work hours - evening and Sundays

Q 13 Any Other Comments shop sorely missed be nice to see it open and run by the locals would use it to keep the facility in the village willing to volunteer with organising marketing/events great idea for locals to set up services they want and will support. Would try to buy all my petrol here Hope this does open in future I would definitely like to see the Cletwr services reopened Pob lwc good luck travels past rarely would be excellent for Taliesin & Tre'r Ddol Edrychaf ymlaen I'r busnes I agor mor fuan ag bosib a phob llwyddiant I'r grwp thankyou for today good luck - it's great Keep going - you're doing great and it will work look forward to the opening - thanks for your efforts Byddwn yn dod eibioe mwy aml i gynorthwyo'r fenter cyfle gwych I fod un o'r lleoliadau Biosffer Dyfi. - rhydwaith newydd gall tynnu ymwelwyr I fewn I gael gwybodaeth open now now now! hope all goes well - it will be nice to see it open again Pob hwyl ar y fenter hope cletwr services does open in future & look forward to patronising probably wouldn't use often enough to influence you but would support the community café. Good that you're opening it up great idea / be very happy to support this project great initiative - good luck!

No petrol within 10 miles either direction - lovely facilities - shame to lose them sooner it opens the better should be re-opened thankyou for the very nice welcome Dw I'n fodlon helpu'n wirfoddol best of luck what a great event loved the open day - thank you! this is a hugely missed service to the community brilliant idea! Lovely cakes/coffee thankyou. good luck to you all keep shops & petrol stations open brilliant community initiative - the P.M.s Big Society I think it is a wonderful idea and I wholly support it

Q 14 Age of visitors responding

10- 11-18 19-65 66+

ANNEX 6: Community Survey December 2013

1. Approximately 400 bilingual survey forms were distributed within the Llangynfelyn, Fwrnais/Eglwysfach and Ynyslas area by door delivery and through availability in Siop Cynfelyn and as an insertion in Papur Pawb. 66 completed surveys were returned of which 12 were filed in Welsh

Question 1 - Do you use the shop/cafe? All respondents (66) replied YES - although the survey had been delivered to people who may not already be customers of the shop/cafe.

Question 2 - Why don't you use the shop/cafe? No one answered NO to Quest 1

Question 3 - How many times a week do you use a. the shop and b. the cafe TIMES SHOP VISITS CAFE VISITS 1 (12) (15) 2 (22) (6) 3 (10) (4) 4 (4) (1) 5 (6) (1) 6 (1) (0) 7 (2) (0) More (1) (1) Occasionally (7) (9)

Question 4 - What makes the service offered different? The highest rated responses to this question focused on two entirely different aspects of the business. The fact there it offers 'goods produce at reasonable or fair prices' reflects the perceived economic value of the business. However, the social value was equally valued.

What makes the service offered different? Local Community Convenient Good Produce/prices Atmosphere Business run service 11 13 13 6 27 27

It is a local business 16% It is run by the community 17% It is convenient 17% It is run by volunteers/good service 9% Good produce and prices 41% Like the friendly atmosphere 41%

Some of the key statements, which frequently recurred, are quoted below: Community focused & community run by the community I like supporting local businesses. It's friendly, offers local produce & is community enhancing rather than the community damaging, like big supermarkets and chain cafes that dodge tax It's friendliness Everyone is welcome and made to feel special. More individual service, not rushed, excellent range for a small shop run by volunteers It is local, service is friendly and the pricing competitive. Good range of stock It's wonderful to have a shop back in the village The offer includes food that is varied and a reasonable price, including of unusual goods such as art cards and Papur Pawb. Always friendly and welcoming Well presented shop with good ambiance

Question 5 - How is Siop Cynfelyn is contributing to the area? Question 5 widened research on what kind of contribution Siop Cynfelyn is making to discuss its value to the wider area and to issues that relate specifically to community renewal and the local economy. Half of the people who responded value it as a social hub and meeting place. Over a third of respondents think that it is 'vital to the local economy'.

How is Siop Cynfelyn is contributing to the area?

Community hub Vital to local Less travel Awareness of local Meeting place economy. Provides Environmentally produce a service friendly 33 25 16 6

Provides a community hub and meeting place 50% Provides a service that is vital to the local economy 38% Less need to travel to shop 24% Creates awareness of value of local produce 9%

Some of the key statements are quoted below: Yes - economy by selling local products, creating jobs. Giving people the opportunity to volunteer boosts social networks to challenge isolation and increase self esteem Offering services; being a centre for social interaction; economic development It has brought the area to life again It gives a centre to the community and provides community activities. Keeps money in the community through employing staff Has revived the area and the inhabitants

Question 6 - How has Siop Cynfelyn made a difference to you personally? This question was directed at finding out what benefits individuals have obtained through Siop Cynfelyn. It was designed to assess the value of specific skills and of personal development as well as other types of benefits. The largest number of respondents put social benefits at the top, with other key benefits scoring roughly evenly.

How has Siop Cynfelyn made a difference to you personally? Meeting new Volunteering Access on foot Learning skills Convenience people shopping 31 12 14 17 17

Meeting new people 47% Volunteering opportunity 18% Accessible on foot 21% Learning skills 26% Convenience for shopping 26%

Some of the key statements are quoted below: Volunteering; getting to know people living in the village; practising my Welsh Encouraging to see a rural community being pro-active and providing for own needs Got to know people. Learnt new skills - using a till; made me feel needed in the local community - being shy person I don't socialise very much Have met SOO many people; have learnt a lot about shop/cafe management An exciting project; useful and inspirational Learn retail skills; meet friends; useful as service for me a a new Mum; reduction on need to get in car. Learnt how to use a coffee machine; place to practise Welsh It is a great pleasure to volunteer in the project. I have made new friends and know others better. I have learnt how to make a cappuccino and a latte I have meet volunteers who live locally whom I didn't know before going to the shop

7. Do you buy the following local produce from Siop Cynfelyn? From the 66 respondents it was found that vegetables and fruit was the single type of local food most extensively purchased (by 85%). bread was the second most frequently bought (by 61%); meat was third (by 48%); cakes (by 43%); preserves (by 26%). The category of 'other' accounted for 68% of purchases. Vegetables/Fruit Preserves Cakes Meat Bread Other 57 17 29 33 40 45 This question may have seemed ambiguous to some respondents. There is possibly some confusion about 'local' and goods from anywhere but bought in the shop. The results do indicate the type of local produce preferred, with vegetables and fruit at the top. It also indicates the more general shopping preferences whether goods and 'local' or further away.

8.What is the level of your satisfaction with the general range of goods sold at Siop Cynfelyn? This question was aimed at assessing customer satisfaction with the range of basic goods or 'convenience' purchases that are available at Siop Cynfelyn. It was satisfying to find that nearly all respondents (64) replied to this question and that they were overwhelming satisfied. 58 from 66 respondents ticked High (88%) High Average Low 59 5

9. If we increased the range of food in the cafe, are you likely to eat a cooked meal there? This answers to this question have, to some extent, been negated at the time of collating this data, because the increase of food in the meantime has created a large increase in customers for the cafe, especially for the hot food; soup and bacon baps. Regularly Occasionally Never 2 15 1

ANNEX 7: VOLUNTEER QUESTIONNAIRE SPRING 2014

A. PURPOSE OF QUESTIONNAIRE AND SUMMARY OF RESULTS

The purpose of this questionnaire was to ascertain the extent and level of skills associated with volunteering at Siop Cynfelyn. This included all types of volunteering, not just that connected with the day-to-day running of the shop and cafe. Some members of the volunteer group do only back-room jobs; some work up- front and behind scenes. About 50 people who are registered as volunteers were sent the questionnaire. There were 23 returned (approximately 50%), of which 2 were completed in Welsh.

Summary The survey showed that 17 (74%) of the respondents had volunteered previously in some capacity. A majority therefore brought experience and skills to the project, although those skills were not always specific to the type of work that they were asked to undertake at Siop Cynfelyn.

The most useful existing skills proved to be those of customer care and services (24%), followed by experience of team work and using interpersonal skills (13%) and of some cafe and food hygiene skills (13%). The range of other specific skills was impressive and has clearly contributed to the success of the venture.

When asked to name 4 key skills learnt or developed as a result of working at Siop Cynfelyn the most significant were learning to use a complicated till (24.5%) and working the coffee machine (20.75%). The next highest score was given to customer care (9.4%) and team-work and decision making (7.54%).

Question 4 asked about ways in which working at Siop Cynfelyn had provided certain opportunities or benefits. Only 1 person (2.1%) said that it would contribute towards a qualification or credit. Seven people (30.43%) said that it would help towards their employment potential. The overwhelming benefit was seen to be to enhancing social confidence and well-being; 22 people (95.6%) scored a positive response. A substantial number of volunteers (16 or 30.1%) also scored a positive for the work improving their ability to work with people.

Only 11 people (47.82%) responded to being asked to make any further relevant comments. These varied widely and covered the following sentiments: Feeling valued Is a simulating experience and provides new challenges Has sustained and increased one's circle of friends and contacts, thereby contributing to well-being (4) Feeling part of a community effort that is making a difference (2)

Makes a break from caring for children or older family and from the stresses of home life One volunteer provided the following comment: As an author-illustrator of over thirty books, the volunteering has broadened my outlook, given me two stories (one published) and is an excellent balance.

Summary of existing skills mentioned Customer care/services 11 Team work 6 Interpersonal skills with volunteers Management & organisation and 4 administration Funding skills Specific skills e.g.: gardening 2 carpentry 2 project management 1 finance 2 cooking 2 IT 1 D.I.Y. 2 Retail and till skills 5 Ability with Welsh language 1 Cafe skills 6 Food hygiene

3. Name up to 4 key skills that you have developed while volunteering. Summary of key skills learnt or developed Using a till 13 Working a coffee machine 11 Customer care 5 Specific skills e.g.: NPOS function 1 business planning 1 managing volunteers 1 e book-keeping 1 cashing up 1 Organisational responsibilities 3 Use of Welsh language 3 Team work & decision making 4 Catering & food preparation 3 Retail knowledge/skills 3 Interpersonal skills 2

4. Has volunteering at Siop Cynfelyn contributed to any of the following? Qualification/credit Employment Social confidence Ability to work potential Well-being with people YES NO YES NO YES NO YES NO √ √ √ √ √ √ √ √ √ √ √ √ √ − − √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ − − √ √ √ √ √ √ √ √ − − − − √ √ √ √ √ √ √ √ √ √ √ √ √ √ TOTALS √ √ √ √ 1 21 7 14 22 1 16 6

5. Please make any other relevant comments 1. As an author illustrator of over thirty books, the volunteering has broadened my outlook, given me two stories (one published) and is an excellent balance. 2. I have never done 'shop-work' before - but I have worked in cafes as a waitress etc, years ago in my misspent youth. 3. I had a nice time each time I did a shift. It was great to feel so valued. 4. The experience has been stimulating as it raises new challenges for helping to manage a complex project. I have hugely increased my circle of friends and acquaintances in the area and now feel like a member of a community. I enjoy the sense that we are united in a common vision. 5. The experience of volunteering has been great for maintaining and extending local contacts and friendships. And for keeping up to date with local groups and activities.

6. Contributed to my well-being as I have made lots of new friends. 7. An enjoyable experience. Great to do something to build links in the community and to increase confidence as someone who has been at home with children for a while. 8. I like most things about the shop apart from disagreements and too many meetings. 9. It's lovely to be able to help with such a fun community project, which is obviously making a great difference to us all. 10. It feels good to be part of a real community effort and contribute to a more sustainable environment. 11. Volunteering at Siop Cynfelyn gives me a break from caring and the stresses of home life