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Home , Black Mountain (range), Carmarthen, Carmarthenshire, Llandovery, Llandovery Castle, Llyn Brianne

TheThe means: means: to tochange change places places for for the the better. better.

Llandovery Economic Growth Plan

March 2021 (draft update) For consultation

Welsh Office Unit 3, 21-25 West End, , SA15 3DN Phone: +44 (0)1554 780170

London Office 1st Floor, 28 Marshalsea Road, , SE1 1HF Phone: +44 (0)20 7403 4135

www.themeans.co.uk

1 :Economic Growth Plan – March 2021 (draft update)

The means: to change places for the better.

Contents

Context setting ...... 3 Llandovery – realising our growth potential ...... 3 Townscape appraisal - place characteristics, features and assets (mapping / visualisation) ...... 4 Townscape appraisal - place characteristics, features and assets (photography / visualisation) ...... 5 Challenges and opportunities ...... 6 Our Economic Growth Vision ...... 7 Economic Growth Priorities ...... 7 Proposed Priority Project sites ...... 8 Economic Growth Priorities, Projects and Recovery Planning ...... 9 Priority 1: Supporting business resilience and future growth ...... 9 Former Ysgol Rhys Pritchard School site ...... 10 Llandovery MakerSpace ...... 10 Church Bank Industrial Estate ...... 10 Priority 2: Re-energising the town’s tourism product and profile ...... 11 Llandovery Cycle Hub ...... 12 Llandovery Parc Antur (Adventure Park) ...... 12 Llandovery Motorhome Park ...... 12 Llandovery Accommodation Initiative ...... 13 Implement the Llandovery Events Toolkit ...... 13 Llandovery Marketing ...... 13 Digital stand / hoarding ...... 13 Llandovery Tourism Network ...... 13 Priority 3: Re-imagining the town centre ...... 15 Llandovery Open Doors ...... 16 Priority 4: Infrastructure (digital and development) ...... 17 Promote and support housing sites ...... 18 Priority 5: People and Skills – enabling people to access work and develop skills to achieve their potential ...... 19 Cross-cutting Priority: Communication, collaboration and empowerment ...... 20 Governance, funding and delivery ...... 21 New initiatives and business support ...... 21 Appendix 1: Rural Carmarthenshire ...... 22 Appendix 2: Socio-economic summary for Llandovery ...... 23

2 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Context setting Rhaeadr (valley of the waterfall), the , Nature Reserve at Gwenffrwd-Dinas, and This plan is the culmination of a suite of documents and the makes it ideal territory for hiking, technical reports that have been prepared (pre and post biking and horse riding as well as a haven for nature COVID) to engage, inform and stimulate discussion on the lovers. direction of an Economic Growth Plan for Llandovery. It is also a draw to history enthusiasts due to its droving This plan focuses on: heritage, being home to the remains of the 12th-century  Realising our growth potential Llandovery , and the former home of Llywelyn ap  Challenges and opportunities Gruffydd Fychan (a key supporter of Owain Glyndŵr, the  Our Economic Growth Vision people’s choice as Prince of ), Twm Siôn Cati (the  Economic Growth Priorities Robin Hood of Wales) and the writer and poet William  Priority projects and action planning Williams Pantycelyn (Cwm Rhondda / Bread of Heaven).  Governance, Funding and Delivery As with many rural towns throughout the UK, Llandovery It draws upon a range of Technical Reports including: faces new challenges arising from, among others, Brexit,  Draft Local Economy Recovery and Action Plan declining farm profitability, an ageing population, climate (extract / summary paper) change and pressure from piecemeal and at times  Draft Local Economy Recovery and Action Plan inappropriate development. But there are also new  Assessing the impact of COVID 19 on the town’s opportunities. In particular, the digital revolution has the local economy ability, when properly managed, to transform the rural  Summary of Evidence and Position Paper economy, reverse years of underperformance and  Performance, Viability and Vitality Summary of improve quality of life. And the profile and economic Evidence report benefits that hosting the Urdd for the first time

 High Level Urban Design Analysis (HLUDA) can bring (postponed from 2021 to 2023).

Llandovery – realising our growth potential Llandovery is a quiet, pretty market town and community to the North East of Carmarthenshire. It is bordered by the Afon Tywi (River) at the confluence of Afon Brân and Afon Gwydderig and the junction of the A40 and A483 roads. The town is at the western point of the Beacons National Park – the and GeoPark. The town’s development and early prosperity was based on its role as a drovers’ town, located at the intersection of three historically significant droving routes. This cemented not only its strong links to the agricultural community, but its provision of facilities as a market town. Llandovery also saw the establishment of the Black Ox Bank, which was initially developed to provide banking facilities for drovers. It is well known as a tourist location and has broad appeal. The town is an ideal base from which to explore the western part of the National Park and its proximity to the Black Mountain, Crychan Forest, Cwm 3 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Townscape appraisal - place characteristics, features and assets (mapping / visualisation)

Cynghordy

4.4 miles

4 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Townscape appraisal - place characteristics, features and assets (photography / visualisation)

Llandovery Castle and a statue to commemorate Y Gannwyll, Llandovery Museum & Visitor Skatepark, football field, bowls club and cricket Town Hall building from Market Square Llywelyn ap Gruffydd Fychan Gateway (sheep and cattle market building located to the end)

Broad Street parade of shops Street frontage at Market Square Retail units along Stone Street The former Ysgol Rhys Prichard School site

Llandovery Hospital View from High Street (Craft Centre & Cafe) High Street (continued) – view East

5 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Challenges and opportunities There is a lack of speculative house building and very little uncertainty regarding sports and events are limiting new development over the last 20 years. Clee options for Llandovery Rugby Club and isolation Llandovery is a rural town situated to the North East of Thompkinson Francis report that while the area has had guidelines and fears over the most vulnerable in society Carmarthenshire. The town is within Llandovery ward. limited demand since the closure of the secondary school are affecting volunteering in Llandovery Museum and The ward covers 115.80km2 which accounts for 4.9% of it has recently seen an uplift during the pandemic. Visitor Gateway to the extent that it remains closed. the area of Carmarthenshire. Its population at 2,551 (ward level) is 1.3% of the county. Potential impact of COVID Looking forward Llandovery is dominated by micro and small enterprises. Extrapolating the percentage jobs at risk in The town’s skills profile is challenging in terms of Alongside traditional sectors such as agriculture a number Carmarthenshire (24-26%) for Llandovery suggests that of supporting growing businesses. Low earnings impact on of industries (tourism, education, health and creative) are the 1,345 employment jobs 323-350 would be at risk. choice and are a reflection of the low-wage sectors that increasingly the back bone of the rural economy. Although Of the 1,345 employee and employment jobs, 230 dominate the area. only employing a small percentage, the agri-sector is an employee (20%) and 280 employment (21%) jobs are The skills and labour supply in the area must meet important sector for Llandovery. It faces an uncertain within the most at risk sectors (as categorised by the business needs both now and in the future. Suitable future in the context of Brexit. Institute of Fiscal Studies). housing and social provision is essential to attract and The area has a high proportion of ‘accommodation and Certain occupations in Llandovery are considered to be retain families. The building of new, high-standard and food service activities’, ‘education’, and ‘arts, most at risk: Administrative and secretarial; Caring, leisure quality homes should be encouraged and facilitated and entertainment and recreation’ compared to local and and other services; Sales and customer services; attract people to live and work in the town. This could national averages. It has noticeably less retail, Elementary. These ‘most at risk’ occupations employ over include actions to lead on schemes that address stalled manufacturing and construction. 37% of the workforce. Self-employed have been housing sites. Self-employment accounts for a much higher percentage particularly hardest hit. Firm creation (company births) has The town should be the central focus of actions to than county and national averages. been directly impacted by lockdown measures as has strengthen the local economy. As well as attracting a mix Employment rates are lower as is economic activity but so sector-based recovery. of commercial uses alongside traditional retail uses, other too is unemployment. Students and retirees account for The town has a high proportion of employment in sectors efforts should be made to encourage greater footfall, for over half of those that are economically inactive. affected by the COVID-19 shutdown: accommodation, example through a concerted programme of events. The highest proportion of jobs in Llandovery is in the non-food retail, pubs and restaurants and arts and leisure. The visitor economy is a key opportunity sector. The health sector (with Llandovery Hospital an important Some of the structural features of the area, for example town’s location adjacent to the Brecon Beacons National anchor institution with potential to extend its services) the more dispersed population base and a tradition of Park provides opportunities to improve its share of followed by education. Skilled trades account for almost a home-working in rural areas could well serve to act as a economic benefits. Developing plans to brand Llandovery quarter of occupations. There are significantly less source of resilience during the crisis. On the other hand, as a Cycle Hub has potential to grow this high-value associate professional & technical and administrative & more severe restrictions placed in this crisis on social market segment. However seasonality and a lack of secretarial occupations. distancing, personal travel and the importance of the quality accommodation is a constraint in terms of The town centre is a crucial part of the economic and visitor economy to the town can have severe increasing the staycation market. The profile and social fabric of Llandovery. It has experienced a consequences. economic benefits that hosting the Urdd Eisteddfod in significant loss in traditional retail outlets and services but Despite these clear risks, the impact that measures are 2023 are significant. The business community need to be retains a core of public services and assets. having on particular sectors and the many businesses aware and ready for the opportunity. having to close for a duration, the feeling, at least during Infrastructure is a vital component including employment Depopulation and an aging population are major issues this period of time, is one of responding reasonably well sites and premises, housing and access to rural transport. facing the town a) a small working age population may to the crisis and ‘managing’. Discussions with locals Effective broadband and mobile communications, constrain economic growth b) a rise in the retired including Llandovery Town Council have highlighted that workspace and local services will be critical in growing a population will increase demand for social and health while there has been a mixed picture government support sustainable economy. Actions should be taken to develop care. Since 2011 Llandovery has seen a decline in and a recent uplift in trade has maintained a relatively a quality business infrastructure to realise future potential population of 4.8% compared to a 2% rise across the positive mood. and address constraints in relation to limited workspace, county. The area’s population density at 22 people per Some businesses were early adopters to change; flood risk and digital connectivity. This includes ensuring km2 is considerably below that of the county average of 79 providing home delivery and takeaway services with physical provision is made for small and micro businesses people per km2. restaurants and cafes reopening along with shops. But including incubators and ‘makerspaces’.

6 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Our Economic Growth Vision Economic Growth Priorities Priority 1: Supporting business resilience Our Economic Growth Plan focuses on how to support In addition to responding to Covid-19, the world is and future growth and grow Llandovery’s rural economy whilst maintaining evolving and Llandovery is on the cusp of major change: its distinctive sense of place and high-quality environment. resource pressures, an ageing population, climate change Priority 2: Re-energising the town’s In many respects, it is determined by what sort of town we and the digital revolution are just some of the issues and tourism product and profile want Llandovery to be in say 2030. The Deep Place challenges we face. Our Economic Growth Priorities are approach to Llandovery outlined a vision of society that focussed on achieving sustainable local economic growth Priority 3: Re-imagining the town centre could be created to achieve economic, social, cultural and which is shared by all whilst at the same time protecting, Priority 4: Infrastructure (Digital and environmental sustainability over the next generation: A maintaining and celebrating our high-quality natural Development) society where there is significantly increased localisation environment. To deliver the vision we set out five Priority of economic activity, greater social equity in economic Themes and a Cross-cutting Priority which are outlined Priority 5: People and Skills – enabling outcomes and a better integration of people and in this section and provide a framework for our priority environment. actions. people to access work and develop skills to Our emerging long-term vision and priorities are based on However, we cannot ignore Covid-19 and its enormous achieve their potential the assessment of local impacts and provide a foundation impact on economic and social life. The pandemic has to create long-term stability, growth, investment and jobs shifted priorities and business models to an immediate Cross-cutting Priority: Communication, for the people and businesses of Llandovery. focus on business survival and recovery. Hence an collaboration and empowerment Our vision is that Llandovery is: immediate priority will be to work closely with key public A gateway to the Brecon Beacons, a destination of sector partners and the business community to mitigate The investment priorities are underpinned by three choice providing a culture of dynamic, sustainable the impacts of Covid-19 on the local economy and take county-wide cross-cutting priorities: Ultra-reliable digital outdoor recreation and a great welcome. advantage of opportunities, particularly in accessing new connectivity, digital culture and skills; Fair and equal funding, as they emerge. Whilst a plan for Llandovery economy and support for the and culture; Llandovery is an exemplar, sustainable and rightly has a focus on economic growth and the need to Green economy and skills. developing market town supporting a thriving nurture and transform the local economy in response to business community and supporting its residents. It the ‘new normal’ and to reflect longer term trends that Recovery and growth actions are described in the has a reputation as being adaptable and outward- transcend current circumstances, it also sets out a range following section for each priority theme along with more looking. of immediate requirements and responses to this crisis. detailed information for transformational projects.

The town is a place for start-ups, spin-offs and growing micro-businesses attracted by its accessibility and quality of the environment. The ‘makers-quarter’ in the town is developing a new generation of makers, designers, engineers and creative entrepreneurs.

The re-energised town centre is central to community life offering a mix of commercial uses alongside traditional retail uses all supported by a regular programme of innovative events.

New housing, which reflects the unique character and attraction of the countryside, is drawing families and young people to relocate to the town supported by excellent digital and transport infrastructure.

7 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Proposed Priority Project sites

Key re Priority Project sites

P1-1: Former Ysgol Rhys Prichard School site

P1-2: Llandovery MakerSpace 4.4 miles P1-3: Church Bank Industrial Estate

P2-1: Llandovery Cycle Hub

P2-2: Llandovery Parc Antur (Adventure P4-1 Park). No site location. P2-5 P2-3: Llandovery Motorhome Park

P2-4: Llandovery Accommodation Initiative P1-1 P2-5: Implement the Llandovery Events Toolkit / Urdd Eisteddfod site entrance

P4-1 P2-6: Llandovery Marketing

P2-7: Digital stand / hoarding

P2-8: Llandovery Community Tourism P1-2 Network

P3-1: Llandovery Open Doors. No site P2-7 P2-4 location. P2-1 P2-3 P4-1: Promote and support housing sites

P1-3

8 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Economic Growth Priorities, Projects and Recovery Planning

Priority 1: Supporting business resilience and future growth

Llandovery is dominated by micro and small enterprises Objectives and Outcome Actions Indicative Resource Working with which are critical to the sustainability of the local  Ensure businesses are Review and assess the impact of support In-kind (CCC) CCC – Business economy. Alongside traditional sectors such as agriculture aware of and access measures on local businesses Support + a number of industries (tourism, education, health and national, regional and Tourism creative) are increasingly the back bone of the rural Appointment of Market Town Officers tbc county-wide support Recovery economy. Business confidence needs to be built and programmes Launch an integrated business support £2,000 Groups encouraged and growth in the local economy facilitated campaign to ensure businesses knows how  Support businesses in the Llandovery specifically amongst these key sectors. Actions should be town to start-up, invest to access the support they need to renew, taken to develop a quality business infrastructure to Town Council and thrive within clean, reshape and sustain their business plans realise future potential and address constraints. high-value and growing Growth Team Hold a one-day festival of enterprise £2,500 sectors There is a need to support sustainable and providing support for and sharing inspiring Business Wales  Drive recovery of the environmentally sensitive forms of local enterprise experiences from small rural businesses tourism and hospitality Visit development. The creation of a low-cost business hub sector in the town Develop and implement a Llandovery £5,000 Carmarthenshire and makers-space, providing business facilities for Business-to-Business local procurement indigenous self-employed, start-ups and small Key Outcome - Business initiative developing an online business businesses will be a central plank of this theme. failure rate minimised and jobs directory

safeguarded Explore and evaluate the long-term viability tbc Whilst the scale of Government intervention, in response of growth proposals for the former Rhys to the COVID-19 pandemic, cannot be replaced at the Pritchard primary school site local level the council and partners can support businesses through access to advice and information Continue the re-purposing of the Llandovery £200,000 (business services, advice and support) along with a more Craft Centre & Cafe to create and provide targeted approach / programme. The programme could co-working spaces, small studios and retail focus on: Securing and sustaining investment; Sector area. specific support; Innovation and growth; New business Assess the feasibility of establishing a rural £8,000 starts / early-stage businesses. The local authority’s business hub in the town contacts database (which has been significantly bolstered during the pandemic) can be used to best effect at a time Investigate opportunities (and funding tbc when channels to reach target audiences have never levers) to accelerate infrastructure been more varied or powerful. investment to unlock development land The appointment of Market Town Officers by adjacent to Church Bank Industrial Estate.

Carmarthenshire as part of the 10 Town’s Produce a paper to inform and support the tbc Initiative will be an important and welcomed resource. future of The Mart. What does a Re-establishment of the Llandovery & District Chamber of sustainable future plan look like? What Commerce and / or establishment of an Economic Growth would be the implication and appropriate Plan team should be considered. response to a downturn in livestock farming? What the potential impact of Brexit might be. 9 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Former Ysgol Rhys Pritchard School Llandovery MakerSpace Church Bank Industrial Estate site Description Description Description The project will continue the re-purposing of the The project will investigate opportunities (and funding Explore and evaluate the long-term viability of growth Llandovery Craft Centre & Cafe to create and provide co- levers) to accelerate infrastructure investment to unlock proposals for the former Rhys Pritchard primary school working spaces, small studios and retail area. La development land adjacent to Church Bank Industrial site. Patisserie (based opposite) have taken two units. The Estate. The objective will be to provide new light industrial Discussions are ongoing with interested parties to explore centre will be one of the central pillars of re-imagining the and/or office space for growing SMEs or inward town centre. It will create new opportunities for local investment. opportunities which will provide long term benefits for the town and surrounding areas. entrepreneurs in the creative and craft sector. The Rationale MakerSpace will generate year-round economic activity, Rationale Church Bank Industrial Estate is the major employment redefine an under-utilised space and combine with the The school site is a County Council asset and there is a zone for the town, accommodating a number of small events programme to firmly establish Llandovery as a strong policy emphasis on utilising assets to stimulate enterprises, e.g. Cambrian Pet Foods. Infrastructure is a place-maker town. The MakerSpace will maximise economic growth, specifically local economic vital component including employment sites and sustainable growth, supporting collaboration, increased development. premises. Actions should be taken to develop a quality

innovation and productivity. business infrastructure to realise future potential and Lead Rationale address constraints in relation to limited workspace and CCC and partners tbc The Llandovery Craft Centre occupies a central position flood risk.

Indicative cost within the town; yet it doesn’t add to the town’s retail or Lead TBC service offer. The proposal provides an opportunity to re- CCC (Capital infrastructure + Land and assets)

Timeframe imagine Llandovery and re-purpose the Town Centre and Indicative cost its redundant / under-utilised buildings as a dynamic, Short-medium term TBC entrepreneurial and sustainable focal point for the wider resident, business and visitor communities. Timeframe Medium term Case Study Example www.buildbrighton.com

Lead CCC (possible joint venture with private sector development partner)

Indicative cost £200,000

Timeframe Short-medium term

10 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Priority 2: Re-energising the town’s tourism product and profile

The visitor economy is a key opportunity sector. The Objectives and Outcome Actions Indicative Resource Working with town’s location adjacent to the Brecon Beacons National  Drive recovery of the Establish a Tourism Team to develop an In-kind + resource for CCC – Business Park provides opportunities to improve its share of tourism and hospitality action plan for the tourism sector including a action plan and Support + economic benefits. Developing plans to brand Llandovery sector in the town proactive campaign to promote Llandovery campaign Tourism as a Cycle Hub has potential to grow this high-value Recovery Key Outcome - Business Provision of a quality cycle-friendly hub £120,000 capital market segment. Groups

failure rate minimised and jobs infrastructure include a range of cycle The growth priority builds on current plans to provide safeguarded facilities. Llandovery a distinctive package of ‘products or experiences’ Town Council with a specific focus on outdoor activities and Undertake a detailed feasibility study and £60,000 capital recreation, which meet the needs of future markets. Business Case to assess the design and (feasibility study) Growth Team development of a unique outdoor adventure The aim is to increase the volume of visitors and Business Wales length of stay through providing quality experiences, park experience in Llandovery. Visit Wales products and activities. A central focus will be to Provide the infrastructure (service points, £5,000 capital increase the profile and awareness of the town as a charging facilities etc) to accommodate a Visit high-quality visitor destination; a compelling place to small number (10) of motorhomes / RVs – Carmarthenshire visit. Recreational Vehicles.

The profile and economic benefits that hosting the Urdd Support and encourage the provision of In-kind with support for Eisteddfod in 2023 (delayed from 2021) is significant. quality self-catering accommodation strategic Through the support and proactive measures of Market (including cycle-friendly accommodation) accommodation fund Town Officers the business community need to be aware through providing a toolkit / guide linked to and ready for the opportunity. quality grading.

Llandovery Events Toolkit. Review recently Capital fund for refreshed toolkit in light of ongoing strategic events fund pandemic and seek to implement.

Refresh Llandovery ‘brand’ to reflect new £15,000 capital and enhanced outdoor ‘experience’.

Install a digital stand / hoarding at the town’s £10,000

gateways to promote business, services and

attractions.

Llandovery Community Tourism Network. In-kind

Start planning for the Urdd Eisteddfod in In-kind / tbc 2023 – identifying local capacity amongst the business community and additional provision. Review infrastructure requirements and investigate what interest and potential there is in making temporary measures / investment more permanent.

11 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Llandovery Cycle Hub Llandovery Parc Antur (Adventure Park) Case Study Example Description www.cwmcarnforest.co.uk Description Although a forest setting, Cwmcarn has developed a The project builds on the cycling product to offer new The project is to undertake a detailed feasibility study and Business Case to assess the design and development of range of outdoor experiences (the Adventure Triangle) experiences and infrastructure and attract new audiences. and visitor accommodation (pods). The objective is to develop a cluster and critical mass of a unique outdoor adventure park experience in product in one location and enhance connectivity between Llandovery. The ambition is to create an inspiring Lead adventure park that encourages visitors and local people CCC the hubs and the range of trails around town through the provision of a quality cycle-friendly hub infrastructure. The to explore and celebrate Llandovery and the surrounding Indicative cost ‘hub’ will include a range of cycle facilities including cycle countryside. The centre would enhance the current £60,000 capital (feasibility study) storage, maintenance, bike wash, changing facilities, cycling product to include other land-based and water- Timeframe visitor information etc. The hub will include cycle hire based activities. The centre could be developed as a Short-term provision at key hubs including electric bike hire. dabbler market ‘hub’ providing taster experiences for There is potential to locate the hub within / adjacent to the people visiting the area, in particular acting as a gateway Llandovery Motorhome Park Llandovery Museum & Visitor Gateway, which already to explore the wider Brecon Beacons and beyond. Description provides visitor information service. A short-term solution The study would address: The project will provide the infrastructure (service points, would be to installing 3 x containers and bases - provision  Design of local distinction, in keeping with the special charging facilities etc) to accommodate a small number of 3 standard shipping containers (12m) of A grade quality characteristics of the landscape (10) of motorhomes / RVs – Recreational Vehicles. A Unit 1: Reception / information and hire point  Commercial viability – attracting visitors/appealing to potential location is in the Llandovery car park. Further Unit 2: Bike storage operators assessment will be required as to the precise location but Unit 3: Bike workshop  Place-making - reflecting the unique characteristics of it could be at the far end of the Castle car park close to Landscaped with terrace / outside briefing area. Llandovery and the River Tywi the entrance to the children’s play area. The Visitor Centre

Rationale  Dynamism/vibrancy – the Park has buzz and could take on the operational responsibility of managing Llandovery is recognised as a premier cycle location excitement usage. Review provision to mitigate over-supply. offering a range of road and off-road cycling routes,  Valuing outdoor adventure, in particularly the dabbler Rationale including ‘hero’ routes such as the Big Wilderness market Llandovery needs to provide a range of accommodation Adventure. Yet there is no cycle shop or support  Sustainable and innovative design and delivery from a range of different markers to encourage overnight infrastructure to develop the product or attract new The aim of the study is to produce a visionary stays. The uncertainty regarding the future of foreign audiences. Development Brief supported by a robust outline Business travel and the growth in staycations has led to a boom in

Case Study Example Plan, which can be used to underpin a development sales for the motorhome market. The pilot project is www.hassopsstation.co.uk programme and help to justify future investment decisions pitched at a scale so as not to impact on other camping for the Council and other public sector partners. The old station building has been converted into a major and caravan parks in the locality. cycle hub on the Monsal Trail and provides a quality range Rationale Case Study Example of services to support cyclists and families including cycle Activity tourism represents an important and growing Urban motorhoming is becoming increasingly popular as a hire and repairs, café and large outdoor seating area. The strand of the UK tourism sector and Llandovery offers an way of enabling visitors to stay and explore town centres Monsal Trail Cycle Hire includes cycles and electric bikes. outstanding natural environment. The town continues to and take advantage of services on offer.

develop the cycling product but there are opportunities to Lead Lead extend market reach by utilising other natural assets, CCC, Llandovery Town Council and Llandovery Museum CCC is partnership with Llandovery Town Council and including on-water activities at the River Tywi. Adventure & Visitor Gateway (likely approach would to be to procure Llandovery Museum & Visitor Gateway (who could take tourism is likely to continue to grow post-Covid-19, with a 3rd party operator to run hub) on responsibility for managing the facility).

the potential to deliver economic, social / wellbeing and Indicative cost environmental impacts. Such a facility could make Indicative cost £120,000 capital £5,000 capital

Llandovery the number one choice for visitors seeking an Timeframe idyllic escape that harmonises a wide range of outdoor Timeframe Short-term pursuits in mid Wales. Short-term

12 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Llandovery Accommodation Initiative Events are powerful tools. They have the ability to give The overall capital investment programme over the short, Description Llandovery a competitive advantage benefiting the image, medium and long-term is significant. Without creative Support and encourage the provision of quality self- economy, tourism performance and future potential of the marketing, it will be difficult to engage with and attract new catering accommodation (including cycle-friendly town. Despite restrictions, there remains a commitment to audiences (along with re-engaging with local communities support the design and delivery of events that bring and previous visitors). accommodation) through providing a toolkit / guide linked visitors into the town. Lead to quality grading. Consider implications of short term over-supply in some accommodation sectors. Targeted to: Lead CCC recognise the important role which tourism plays CCC and Llandovery Town Council. within the local economy and has an experienced in-  Farm-owners and other landowners considering introducing innovative self-catering units (wooden Indicative cost house tourism team and the natural fit would be for the pods, tree tents, shepherd’s huts) Capital fund for strategic events fund tourism team to take on responsibility for the development of a marketing strategy and refresh of the brand.  Rooms in pubs Timeframe  AirBnB and similar Short-term Indicative cost

£15,000 capital Rationale To attract the short-break market, Llandovery needs to Llandovery Marketing Timeframe build accommodation capacity within the town with Description Short-term and on-going attractive, high quality units in accessible locations. Refresh Llandovery ‘brand’ to reflect new and enhanced

Lead outdoor ‘experience’ post Covid-19. Create a brand Digital stand / hoarding CCC and Llandovery Town Council position and align with the county-wide campaign activity Description such as targeting seasonality and secondary spend. To Install a digital stand / hoarding at the town’s gateways to Indicative cost include: promote business, services and visitor attractions within In-kind with support for strategic accommodation fund  Develop and deliver standalone marketing plan for Llandovery and its hinterland e.g. site on the High Street Timeframe Llandovery based on quality outdoor experience (A40) opposite Gelli Deg.

Medium-term  Outline marketing activities to include: Rationale

 Digital profile, including enhanced website and use of Linked to the Llandovery Marketing project. Without Adapt the Llandovery Events Toolkit social media (along with blogs and mountain biking supporting marketing activity it will be difficult to engage Description forums) with and attract new audiences (along with re-engaging The Llandovery Events Toolkit is a practical resource to  Design, print and distribution of promotional brochure with local communities and previous visitors). help event organisers design and run successful and well-  Targeted online advertising Lead planned events in the town. The toolkit provides essential  Working with industry publications (VW) CCC and Llandovery Town Council information, standards and guidelines together with  Hosting visits with bloggers and social media information to help organisers deliver safe, well-managed Indicative cost influencers and high-quality events in a post-Covid 19 world. £10,000 / long-term agreement with specialist business

It will be important to design and deliver existing and new  Initiatives around specific trails e.g. programme of Timeframe events particularly with plans for the Urdd Eisteddfod customer research to understand your visitors and to: Short-term (a) inform future marketing initiatives (b) benchmark coming to the town in 2023. The project could include a small strategic events fund to the experience (c) identify future product Llandovery Community Tourism development opportunities. This evidence base will support and facilitate new events in the town as well as Network feasibility work to identify and designate an outdoor help with future decision making A key element of this work will also be about co-ordinating Description events space and programme for different sporting and Work with tourism businesses to build the Tourism performance events in the town capable of the marketing activities and working in partnership with the different businesses, operations and projects. Network and encourage industry buy-in to destination accommodating event infrastructure and visitor access for development as well as encouraging packaged breaks, large volumes of attendees. Requirement to work in collaboration with Visit Carmarthenshire and Visit Wales to build ‘region wide’ other offers and joint marketing focused on Llandovery as Rationale profile. a leading outdoor destination. Promote and develop

Rationale 13 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

community-based programmes for taking the Community Tourism Network forward e.g.  Skills training  Ambassador training  Volunteering opportunities community enterprise  Establishing a community tourism development fund

Rationale A responsible and sustainable destination fully embraces businesses, the local environment and host communities in its development. The project will succeed because local people can see the benefits of tourism, socially, environmentally, economically and culturally.

Lead CCC and tourism businesses (including a local tourism business ‘champion’. Possibly extending the remit of the cycling pilot working group

Indicative cost In-kind resource

Timeframe Short-term

14 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Priority 3: Re-imagining the town centre

The town centre is a crucial part of the economic and Objectives and Outcome Actions Indicative Resource Working with social fabric of Llandovery yet Covid-19 continues to have  Support the town to Create and implement a campaign to build £1,000 CCC – Town a significant impact on its retail centre. It contains many of recover as a retail confidence in the town for existing and new Centre the sectors that were (and continue to be) worst hit by the destination under the markets Recovery Group pandemic; those that rely on direct customer contact such following priority themes: Develop a Llandovery Loyalty Scheme and In-kind + promotional Llandovery as the hospitality, tourism, leisure and cultural sectors. - Boosting business retail and hospitality directory to showcase budget Town Council and consumer that Llandovery is safe and open for Actions need to be taken to support businesses to re- confidence Growth Team - open, build confidence and welcome back shoppers business - Business support and retailers and visitors to Llandovery including focused efforts Develop designated safe spaces along the £4,000 digital development Visit on place marketing and capturing the gains from a High Street and provide the necessary - Streetscape and Carmarthenshire return to trade. public realm infrastructure to facilitate a regular

- Re-imagining the programme of themed pop up shops

But we also need to revitalise the town centre to address town centre the trends which were already impacting the town centre. Open Doors – pilot the use of redundant £10,000 (including - Town centre The town centre has experienced a significant loss in properties in the town centre for new retail / capital refurbishment information and traditional retail outlets and services but retains a core of service activities. pot) intelligence public services and assets. It should be the central focus Develop and curate a programme of (social In-kind + £5,000 of actions to strengthen the local economy. Key Outcome – Llandovery distance) events and cultural activities to marketing and town centre to thrive through increase footfall and build confidence in promotion As well as attracting a mix of commercial uses providing a safe and vibrant Llandovery, e.g. Christmas ‘festival’, using alongside traditional retail uses, other efforts should experience local groups and schools to create a be made to encourage greater footfall in the town, for programme of street buskers/performers, example through a concerted programme of events. open-air cinema, food events More integration and co-ordination could ease the burden on individual organisers and create a bigger Routine painting similar to the colourful tbc impact. Hotels and accommodation providers should houses that promote , , be involved and work with organisers for mutual benefit.

In order to attract and retain talented people, there needs to be sufficient provision and access to key services and facilities which are slowly being lost in many rural towns and villages. The town should retain and distribute a greater element of public services and, wherever possible, use its assets to support economic growth.

15 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Llandovery Open Doors Description The project will pilot the use of redundant properties in the town centre for new retail / service activities. Open Doors will be a partnership between the public and private sector (property owners) that will offer young entrepreneurs and community groups spaces in empty retail units to test business ideas, make products and bring positive change to the town centre.

Rationale Actions need to be taken to re-use empty spaces in the town centre to support businesses to re-open and build confidence.

Lead CCC (Capital infrastructure + Land and assets) and land owners

Indicative cost £10,000 (including capital refurbishment pot)

Timeframe Short-medium term

16 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Priority 4: Infrastructure (digital and development)

Covid-19 has accelerated our use of digital technology Objectives and Outcome Actions Indicative Resource Working with and has put in to sharp relief the critical role that digital  Support communities and Design and implement a Smart Town tbc CCC – Digital connectivity has in supporting community resilience and business to access better scheme to improve digital technology such connectivity business continuity in times of crisis. Improvements to the digital connectivity as free use of WiFi, footfall tracking sensors, town’s and in particular its hinterland’s digital CCC – Capital  Secure successful delivery retail app and ‘real-time’ digital signage infrastructure will need to be accelerated to help with infrastructure of investment in the digital economic and wider recovery and support sustainable As part of the scheme, design and In-kind infrastructure in the town CCC – Land and growth. implement a digital business ‘springboard’ to  Capital intervention / assets Infrastructure is a vital component including employment deliver bespoke digital diagnostics and accelerating infrastructure sites and premises, housing and access to rural transport. interventions according to business need. Llandovery investment to safeguard Access to effective broadband and mobile Town Council employment Assess and bring forward plans to improve In-kind communications, workspace and local services will be  Attract people to live and business and community connectivity Growth Team critical in growing a sustainable economy. work in the town through increased ultrafast broadband Visit Actions should be taken to develop a quality business Raise awareness of options available to rural tbc Carmarthenshire infrastructure to realise future potential and address Key Outcome - Successful constraints in relation to limited workspace, flood risk delivery of economic growth businesses and residents relating to their Broadband and digital connectivity. outcomes through connectivity options, including support to providers Where opportunities arise the feasibility of accelerating improvements to the town’s access WG broadband initiatives, e.g. ABC voucher scheme, Rural Gigibit scheme Land owners infrastructure investment should be investigated along digital infrastructure with identifying cases for the delivery of advance Promote and support housing sites tbc Developers infrastructure to unlock development and public sector capital intervention to safeguard employment (securing Evaluate free parking pilot. Agree next steps tbc land and premises for future economic use or housing such as extension. Review free parking delivery). linked with town hosted events and consider increasing to say 12 free parking days per/yr Suitable housing and social provision is essential to attract and retain families. There is a lack of Review the re-design of the main car park to tbc speculative house building and very little new allow some provision for larger vehicles, housing development in Llandovery over the last 20 coaches and buses years. The building of new, high-standard and quality Work with train and bus service providers to tbc homes should be encouraged and facilitated and explore options for improving frequency and attract people to live and work in the town. This could timing of services to provide viable include actions to lead on schemes that address commuting options for employment patterns. stalled housing sites. The River Tywi flood plain impacts on development in and Rationalise public sector property to retain or tbc around the town – flood risk (and alleviation) will form an attract professional / skilled employment important consideration for any new/re-development in the Buildings that are currently empty could tbc town. Car parking charges are seen as off-putting for the serve dual uses e.g. at the College casual nature of shopping in the town, the re-design of the main car park has not been widely accepted and concerns Assess opportunities for development of tbc have been raised around the needs of vehicles which are renewable energy and community energy towing trailers and horse boxes particularly on mart days. schemes. Retrofitting and incorporating in to development schemes 17 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Promote and support housing sites Description Identify opportunities to promote / support housing sites, development and infrastructure. Examples include:  Dolau Fields / Land to North of Dan y Crug (recently sold) which has full planning permission for 61 houses of which 12 are affordable. E/26681 - Full planning granted on 06.06.2012 for residential development including related infrastructure and landscaping (amended layout with a reduction of housing numbers to 61)  Land adjacent to Bryndeilog, Tywi Avenue Explore opportunities for a self-build scheme with e.g. plots made available exclusively to locals

Rationale Suitable housing and social provision is essential to attract and retain families. There is a lack of speculative house building and very little new housing development in Llandovery over the last 20 years. The building of new, high-standard and quality homes should be encouraged and facilitated and attract people to live and work in the town. This could include actions to lead on schemes that address stalled housing sites. Linked to CCC’s £150m commitment to provide 932 affordable homes (119 in Carmarthenshire Rural & Market Towns Action Area) and deliver a further 1,000 homes (empty premises / supporting landlords etc).

Lead CCC with Land owners and Developers

Indicative cost TBC

Timeframe Short-medium term

18 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Priority 5: People and Skills – enabling people to access work and develop skills to achieve their potential

Depopulation and an aging population are major issues Objectives and Outcome Actions Indicative Resource Working with facing the town a) a small working age population may  Ensure all local residents Ensure local providers design and deliver In-kind CCC – Skills constrain economic growth b) a rise in the retired programmes to support people to find are aware of and able to Llandovery population will increase demand for social and health access appropriate employment in those sectors that have care. The town’s skills profile is challenging in terms of Town Council support scheme grown during the crisis supporting growing businesses. Low earnings impact on  Ensure that local residents Growth Team Work with colleges and training providers to In-kind choice and reflect the low-wage sectors that dominate the have the skills to meet the area. The skills and labour supply in the area must meet promote apprenticeship recruitment in local Coleg Sir Gar existing and future needs business needs both now and in the future. businesses CAVS of local businesses More pressing is the expectation that the economic impact  Attract people to live and Research project to identify and highlight the £2,000 of the pandemic will lead to a national employment crisis. work in the town most prominent skills gaps and recruitment The most severely affected are likely to be those who are challenges faced by businesses in already most disadvantaged in the labour market; low paid Key Outcome - Unemployment Llandovery (across 10 Towns?) jobs, lower skills levels, more “fragile” terms of and under-employment employment and younger workers. Jobs in the tourism minimised including amongst and hospitality sector have been most affected by the the most disadvantaged socio- pandemic. economic groups

The Action Plan will focus on developing employment and skills schemes to ensure local people (particularly young people) are able to access local jobs, including equipping people with skills for key sectors.

19 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Cross-cutting Priority: Communication, collaboration and empowerment

Whilst there is no single organisation responsible for Objectives and Outcome Actions Indicative Resource Working with restarting, reviving and renewing the economy  Understand and respond Launch the Growth Plan to key partners and In-kind CCC – Town government responses have relied to a greater extent on to local business needs the business community in Llandovery Centre local authorities alongside select key partners to engage Recovery Group through effective Appointment of Market Town Officers tbc and support the business community. Ongoing success consultation and Llandovery will be dependent upon the extent and effectiveness of Develop a Llandovery business database In-kind engagement Town Council communication and coordination between these partners  Communicate (CMS) to improve business intelligence and and business – strengthening collaboration, building a Llandovery’s recovery support future economic development Growth Team robust evidence base and developing a communications activities plans and action Visit plan. It is vital that the economic recovery plan has buy-in programme to key partners Maintain up-to-date local economic health In-kind Carmarthenshire of the business and local community. While the plan and the business trends and impacts dashboard with inputs currently aligns with national and county plans (to community from local businesses and key partners to maximise impact) it will be crucial for partners to be Key Outcome - The local assist future policy and programme planning flexible and amend and reset priorities in light of any future changes including the ongoing pandemic and business community has a Support the development of the embryonic In-kind Brexit. The appointment of Market Town Officers by strong voice on shaping Llandovery Economic Growth Team; Carmarthenshire County Council as part of the 10 Town’s recovery programmes and a providing secretariat and administrative Initiative will be an important and welcomed resource. new Economic Development support alongside Llandovery Town Council vision and strategy Determine interest in re-establishing the tbc Llandovery & District Chamber of Commerce and / or establishment of an Economic Growth Plan team

20 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Governance, funding and delivery Carmarthenshire County Council, through the Business channels to reach target audiences have never been more Transformational Commercial Property Development Economy Community Recovery Groups, will have a key varied or powerful. Fund, Business Start-Up Fund and Business Growth role in implementing and monitoring delivery of the Action Fund. Plan; providing strong civic and community leadership, A significant amount of funding has been allocated to the  Town digital solutions – a series of initiatives to helping to foster an engaged and informed business immediate crisis. Delivery of the Llandovery Growth Plan support businesses and communities to obtain faster community and using its assets, influence and expertise to and Recovery Plan is likely to be funded through a range and more reliable internet connectivity, and deliver a recovery that creates quality employment and a of sources, including national programmes and the private adaptation including a series of webinars to help to sustainable, inclusive and resilient local economy. sector. build a successful business online and application of Where local authority funding is required, the Council will digital SMART towns. The experience of Covid-19 has highlighted the likely seek to ensure that any investment is prioritised to  Cycle Friendly Infrastructure including cycle importance and success of collective actions. Working in deliver those projects that will have the greatest impact on storage provision at key locations including public partnership will be crucial and the Llandovery Local the local economy. transport interchanges and exploring the potential to Economy Recovery and Action Plan should be considered introduce E-Bike charging. and reviewed within the wider context particularly the New initiatives and business  Funding has been secured for local National Recovery Plan and Carmarthenshire Recovery marketing/distinctiveness including branded Strategy. support promotional material, prepared social media content An early consideration will be what actions and projects In response to COVID-19, the County Council has for every town. can be delivered across a number (or all) of the 10 Towns established underpinning resources to support the  A strategy to support local investment in circular to secure economies of scale and efficiencies. recovery and growth of rural towns. Working with Welsh economy businesses and enterprises. Government and the RDP Leader programme, a range of The embryonic Llandovery Economic Growth Team new initiatives and business support will be made  Local energy plans - Carmarthenshire Energy alongside the Town Council will have an important role in available. Limited will support communities to identify and scope shaping and prioritising actions, championing the potential sites for new energy generation. emerging plan and engaging with the business community The recovery and growth plan are important because they through this ‘recovery’ phase. provide the supporting evidence of the local needs and When finalised, detailed performance metrics will need to identify the range of opportunities these new funds and be developed, which will be dependent upon the specific resources could help to deliver, which include: interventions undertaken.  The appointment of Market Town Officers who will It will be crucial for partners to be flexible and amend and work with towns to take forward actions identified reset priorities in light of any future changes including a within the economic recovery and growth plans. second wave of the pandemic.  New seed funding to assist the town's growth plan teams to develop innovative solutions to meet both An important aspect is how this is communicated amongst their immediate needs and future growth ambitions. the business community. The local authority’s response Potential for new capital funding to support ideas around financial support (alongside regional and national  partners) has had several positive impacts; enabling identified in the recovery and growth plans and also businesses to get through this period, secure their survival to support the development of much-needed start-up (at least during the immediate future) and maintain a and grow on employment space. positive mood. The local authority’s contacts database  Carmarthenshire County Council Business Grant (which has been significantly bolstered during the Funds – opportunities for businesses to apply for pandemic) can be used to best effect at a time when direct support through the Recovery Fund, Revenue Support Fund, Rural Enterprise Fund, 21 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Appendix 1: Rural in knowledge intensive businesses and even less in Proposed actions to support Rural Carmarthenshire rural areas. Whilst the rate of unemployment across the include: Carmarthenshire working age population has remained stable over recent  Support business growth, retention and specialisation years the trajectory of economic recovery and growth is  Support a skilled and ambitious workforce Carmarthenshire is situated within the Bay City projected to follow a pattern of jobless growth. This is  Seek to maximise job creation and employment region in . Covering an area of 2,370km2 the compounded by a high proportion of the working age prospects County has a population of 187,568 (2018 ONS midyear population being classed as economically inactive. It  Support the development of a knowledge economy population estimates) and a population density of 79 has been recognised at county level that in order to attract  Develop the distinctiveness and attractiveness of the 2 people per km . The County has seen a 2% growth of and retain talented people there is a need to ensure area in terms of tourism, business investment and population between 2011 and 2018 compared to a Wales sufficient access to key services which are slowly being addressing rural poverty average of 5%. Population projections to support lost in many rural towns and villages. Carmarthenshire County Council’s review of its Deposit LDP range between a 7.6% and 9.6% growth during Key characteristics and challenges of rural 2 2018-2033. Carmarthenshire is the 3rd largest Local Carmarthenshire are : Authority by area and has the 4th highest population in  A predominance of small and medium sized Wales. It comprises of 58 electoral wards which are businesses with 87% of businesses employing less further divided into 112 Lower Super Output Areas than 9 employees (LSOAs).  Higher proportions are employed in low value added services such as agriculture Rural Carmarthenshire consists of highly distinctive and  Migration of talented and skilled young people is a attractive locations with a mix of market towns and key issue for rural areas which exhibit a lower modern retail along with stunning landscapes and a proportion of 20-39 year olds 1 richness and diversity of heritage and culture . Rural  Limited penetration of public transport provision and areas account for c.94% of the County by size and c.62% frequency of service by population.  Limited and slow speed broadband access in the more remote rural areas In terms of the economy and employment rural  Shortage of employment space Carmarthenshire has a predominance of small and  All rural wards, except town and micro-businesses which are critical to the sustainability Llandeilo, are within the top 30% most deprived in of the local economy. Tourism, education, health and relation to access to services creative industries are increasingly the backbone of the  The number of Welsh speakers has declined by 6.2% rural economy alongside traditional sectors such as to 43.9% which is a loss of 11,165 Welsh speakers in agriculture. Much of the established business base the county between 1991 and 2011 does not fall into the high growth category (importantly this does not mean that businesses have no growth potential), with many family owned. The region as a whole has a relatively low proportion of its employment

1 Local Development Strategy for Rural Carmarthenshire – 2 A strategic regeneration plan for Carmarthenshire 2015-2030 – Summary Document Transformations 22 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

Appendix 2: Socio-economic Labour Supply Businesses  Employment rates are below that of county and  Significantly more enterprises (93.6%) and local units summary for Llandovery national averages ... (93%) are at the micro level in Llandovery compared  With self-employment accounting for a much higher to local and national averages. percentage Out of Work Benefits  Although economic activity is below that of local and  The percentage of claimants in Llandovery are lower national averages (5% less that the national average than local and national levels and 2% less than Carmarthenshire) ....  So too is unemployment Qualifications and Skills  Students and retirees account for over half of those  The number of people with no qualifications in that are economically inactive Llandovery is higher than county and national  Skilled trades account for almost a quarter of averages. Those with National Vocational occupations in Llandovery, substantially higher than Qualification (NVQ) level 4 and above is lower than county and national averages. county and national averages.  There are significantly less associate professional & technical and administrative & secretarial Welsh Language occupations.  Carmarthenshire has significantly more Welsh speakers than the national average, almost twice as Labour Demand much.  The highest proportion of jobs in Llandovery is in the  Llandovery is below the county average for those with health sector the ability to speak Welsh but significantly higher than  The area has a high proportion of ‘accommodation the Wales average. and food service activities’, ‘education’, and ‘arts, entertainment and recreation’ compared to local and Housing national averages.  The area’s housing comprises mostly of detached  It has noticeably less retail, manufacturing and and semi-detached. The smallest category is caravan construction. or other mobile temporary structure. The ward has  The job density for Carmarthen East & Dinefwr (the 128 local authority owned properties and 53 Housing parliamentary constituency covering Llandovery) is Association properties. significantly below (17-30% lower than) local and Area and population national averages. This indicates that there are less Indices of Multiple Deprivation  Llandovery accounts for 1.3% of the county’s jobs to population.  Llandovery’s two LSOAs – Llandovery 1 (Cynghordy) population and 4.9% of its landmass  Full-time workers weekly earnings working in and Llandovery 2 (Llandovery College) – have  While Carmarthenshire has seen a population Carmarthen East & Dinefwr are below local and particular concerns around physical environment and increase of 2% (3,607) between 2011 and 2018 national averages. housing with isolated issues around access to Llandovery has seen a population decline of 4.8%  Whilst part-time workers earnings are higher than services, education and income. Llandovery 1 ranks (128) from 2,679 to 2551. rd local and national averages their hourly pay indicates 43rd (of 112) in Carmarthenshire and 763 (of 1909)  It has a smaller proportion of working age population this is due to more hours being worked in Wales. Llandovery 2 ranks 71st in Carmarthenshire than county and national averages  The median household income for Llandovery, based and 1067th in Wales.  The proportion of those of working-age is declining on CACI’s 2018 ‘PayCheck’ data, is £23,362 which is  The 65+ age group is projected to account for a third the 15th lowest (of 58 wards) in Carmarthenshire and of its population by 2030 9.1% below the Carmarthenshire median of £25,488.

23 Llandovery:Economic Growth Plan – March 2021 (draft update) The means: to change places for the better.

The means: to change places for the better.

Welsh Office Unit 3, 21-25 West End, Llanelli, Carmarthenshire SA15 3DN Phone: +44 (0)1554 780170

London Office 1st Floor, 28 Marshalsea Road, London, SE1 1HF Phone: +44 (0)20 7403 4135

www.themeans.co.uk

24 Llandovery:Economic Growth Plan – March 2021 (draft update)