Waterfalls Country

Draft Phase 1 Report

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Contents

1. Introduction ...... 3 2. Waterfall Country ...... 3 3. The Strategic Context ...... 6 4. Methodology ...... 7 4.1 Engagement – our approach ...... 7 4.2 Asset-based mapping – our approach ...... 8 4.3 Capacity Building Analysis ...... 11 5. Results of Asset Mapping ...... 12 5.1 ...... 13 5.2 ...... 15 5.3 Penderyn ...... 17 5.4 Wider area ...... 19 5.5 Summarising the success criteria ...... 21 6. Drawing out the key issues, gaps and opportunities ...... 21 6.1 Common Issues ...... 21 6.2 Prioritising Community Action ...... 23 7. Community-led Local Development Opportunities ...... 23 7.1 Emerging Themes ...... 24 7.2 Case Studies and Examples ...... 26 7.3 Business Model Canvas ...... 29 8. Delivery Mechanisms and Required organisation structures ...... 30 8.1 Developing a Delivery Plan and Mechanism ...... 30 8.2 Possible Organisation Legal Structures: ...... 33 9. Next Steps ...... 35 Appendix 1 – Place maps for core areas in Waterfall Country ...... 37 Appendix 2 - List of Engagement Activities ...... 40 Appendix 3 - Case studies ...... 41 Appendix 4 – Example of a Business Model Canvas ...... 45

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1. Introduction

In January 2020, Severn Wye Energy Agency won a tender to develop a feasibility study with communities in Waterfall Country and their strategic partners.

The brief states that the purpose of the feasibility study is twofold:

i. To find mechanisms for supporting community-led economic regeneration in the area, based on the strong visitor attraction that is Waterfall Country.

ii. To work together to help manage visitors in ways that contribute to the quality of life of local people rather than being disruptive as is currently the case.

Estimates suggest that more than 300,000 people visit the Waterfalls Area each year1, many focussed on well-known locations. This number is above the carrying capacity of the area. Previous engagement has, in the words of the brief, demonstrated that there is, “an appetite to get more involved and contribute to solutions rather than just influence them.”

This report outlines the results of the first stage of engagement with communities in Waterfall Country. The aim is to assess whether there is a need for a new organisation to support this active involvement. The form of any new structure will follow on from an analysis of what such an organisation will do. Through initial community engagement, Phase 1 of this work has therefore focussed on what assets are available to the community, what gaps and opportunities exist to maximise positive visitor impact on communities and to give an early indication of the scope of a future work programme, backed by an appropriate structure.

Initial community engagement has centred on the core area of Pontneddfechan, Glynneath and Penderyn with some discussions held with surrounding communities in the Upper Valley, Brecon Beacons National Park and Upper Rhondda.

Throughout the report, we have used the name Pontneddfechan although many people met during this interim engagement phase used anglicised version Pontneddvaughan.

2. Waterfall Country

The area known as “Waterfall Country” is traditionally centred on Pontneddfechan and . These communities and their car parks at Dinas, Cwm , Gwaun Hepste and the small parking area at Clun Gwyn are the focus for a lot of visitor footfall and often get congested at peak times.

The wider “Waterfall Country” is less defined. The core area for the current study encompasses Pontneddfechan, Glynneath and Penderyn. The wider area includes Coelbren (and the ), Ystradfellte, , Cefn Rhigos, the Upper Rhondda Fawr Valley ( and ), , Clyne and Melincourt and . The study has not covered the National Trust waterfalls at , although the consultants recognise that this is often considered as part of Waterfall Country.

1 Waterfall Country Partnership Board Minutes. 21.11.19

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Most of the study area (with the exception of Ystradfellte and Coelbren) is within the Pen y Cymoedd Community Fund CIC benefit area. Community Profiles for localities in this area can be found on their website https://penycymoeddcic.cymru/community-profiles-and- supporting-communities/.

Figure 1 (overleaf) shows the whole area considered in this study as Waterfall Country. Detailed descriptions and asset-maps of the core areas are included in Chapter 5. Key assets in the core areas are included in maps in Appendix 1.

The area straddles a range of public sector boundaries including:

• Three Local Authorities – , and . • Three Public Service Board areas - Cwm Taff PSB (covers Merthyr and RCT) Powys PSB and Neath Port Talbot PSB. • Two Police Authority areas – Dyfed Powys and South . • Three Health Boards – Powys, Abertawe Bro Morgannwg, and Cwm Taf.

Penderyn and Pontneddfechan are in the Brecon Beacons National Park. The area is also covered by three LEADER Local Action Groups (Arwain Powys, Rural Cwm Taf and Regenerate Neath Port Talbot).

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Figure 1 – Map of Waterfall Country

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3. The Strategic Context

One consequence of the multiple borders is the range of strategies that cover the area. These include local authority Well-being Assessments, Local Development Plans and Local Development Strategies (LEADER). The following plans and strategies are of most relevance to the current study:

• and Upper Cynon Valley, Tourism Destination Plan. Wisdom, Walks and Waterfalls https://businesswales.gov.wales/dmwales/sites/dmwales/files/documents/aberdare- and-upper-cynon.pdf • Upper Rhondda Destination Plan https://businesswales.gov.wales/dmwales/sites/dmwales/files/documents/upper- rhondda_0.pdf • Glynneath Town Centre Regeneration Strategy 2012 • Waterfall Country Management Plan 2010 • Brecon Beacons Visitor Management Plan (2015) • Brecon Beacons Sustainable Tourism Strategy and Destination Action Plan 2017-2020 • Brecon Beacons Visitor Management Plan (2017)

The reports that mention Waterfall Country identify common issues, specifically infrastructure weaknesses. These will be discussed below.

The consultants are aware of major strategic projects planned for the area which may have an impact on the visitor offer and/or demand for leisure opportunities in future. These have the potential to provide jobs and/or provide tourism opportunities through new experiences and accommodation. They include:

• Rhondda Zip World (Rhigos). The opening of a version of the popular visitor experience.

• Rheola Estate leisure development, (http://www.npt-business.co.uk/2566).

• Cwm Hwnt, Rhigos. Motorcycle and car adventure experience, training and events.

The Onllwyn Rail Test Complex (near Coelbren), is a proposed economic development initiative which could have an impact on the demand for leisure facilities and impact on infrastructure and housing locally.

The future of these proposed developments after Covid-19 is unclear.

The Brecon Beacons National Park Authority has recently convened a group called ‘The Waterfalls Country Partnership’, (WCP) which includes strategic as well as community partners. WCP is a response to a recognition that organisations need to work together in a more joined- up, co-ordinated way across boundaries. WCP has succinctly summarised the known key issues facing Waterfall Country as:2

2 Ibid

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• Visitor numbers are in the vicinity of 300k per annum, significantly beyond current carrying capacity and growing year on year. The majority of these visitors want to access specific falls and gorges. • Narrow road infrastructure and lack of facilities cause inconsiderate parking, congestion, littering. This has resulted in some instances of anti-social behaviour, resentment and stress within local communities. • Limited local benefit from high visitor turnover perpetuates ill-feeling. • Damage to natural assets through footfall.

This current study aims to explore the need for/ role and function of a community structure to pursue these strategic objectives as well as add value through greater community engagement and capacity to act in local interests.

4. Methodology

Our work focussed around two main approaches:

Engagement – working with the local communities, residents, organisation, councils and other stakeholders to understand what matters to them. This was planned in two phases. The first, to explore and develop our understanding of what the local communities believe to be the challenges and opportunities, their ideas and what they would be interested to get involved with or see happen in the region. The second, to involve and test out ideas, solutions and approaches with the local communities to identify the approaches and ideas with the most support to allow us to refine these into more detailed plans.

Asset Mapping and Research – alongside engagement, we undertook asset mapping in each of the core areas, and some in the wider area. This provides a tool for discussion, identification of opportunities and strengths within each area (and understand the unique identity, challenges and opportunities of each focus area within the wider context of being within Waterfall Country) and helps to define the success criteria of these projects for the communities.

4.1 Engagement – our approach

There has been a history of engagement in the area and the project team were keen not re- visit old ground. It would have been easy to get drawn into well-rehearsed complaints about visitor management. The key questions for the community, (and other stakeholders) in this engagement have been:

i. How can the community maximise the benefits of the area’s attraction? This includes economic, (visitor spend, jobs, new enterprises) social, (support for community facilities and services) and cultural (support for community life) benefits.

ii. How can the community support the management of visitors to Waterfall Country in ways that contribute to the quality of life of local people whilst respecting the environment?

iii. What mechanisms/structures are appropriate to support the above objectives? Subsidiary questions here were how the community continues to be involved whichever mechanisms are established and individual interest/skills offered.

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iv. What would you like to see happen from this activity? What would success look like to you?

Stakeholder mapping and initial engagement

The project team has engaged with a wide range of stakeholders, including community groups and private businesses, mainly through face to face contact. A list of those engaged and those contacted (defined as those who were due to be met when the Covid -19 outbreak stopped engagement) is outlined in Appendix 2.

Consultations with the Town and Community Councils from the core area were held on the following dates:

• Ystradfellte Pontneddfechan January 27th 2020 • and Penderyn February 6th 2020 • Glynneath Town Council March 12th 2020

Contact was made and, (in most cases dates agreed) with the following councils:

• Blaengwrach Community Council • Resolven Town Council • Clyne and Melincourt Community Council • Upper Tawe (Coelbren) Community Council

All meetings with the above councils were postponed but some conversations with individuals and councillors did take place.

Community-wide consultations were due to be held to test out the findings of the initial engagement on the following dates:

• Pontneddfechan March 15th 2020 • Glynneath March 20th 2020 • Penderyn March 25th 2020

All three were postponed due to Covid-19.

4.2 Asset-based mapping – our approach

Based on Co-Production and Asset-Based Community Development models, the planned approach for this project was to involve the community and stakeholders, combined with research by the project team, to undertake two core elements of grassroot mapping and asset identification. This has been completed as far as possible, but due to limitations outside of our control, some of the more creative approaches to engagement within the communities have not been completed. The revised approach has therefore been based to a greater extent around discussions held with individual stakeholders, organisations and local businesses rather than via community-based events. This community involvement has been postponed until restrictions are lifted which is unfortunate but beyond our control.

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Mapping Community Assets

We proposed to use two Asset-Based Community Development approaches to bringing communities in a way that is creative and productive.

1. Grassroots mapping using actual maps of the area and plans to allow the community and stakeholders to identify opportunities, assets, resources and areas of concern. 2. Asset identification - economic, social, institutional organisational, cultural, and environmental.

Grassroots mapping

We have created physical maps of the focus area and the wider Waterfall Country region, mapping out key features e.g. the waterfalls and in each area, points of interest, hubs, key businesses/organisation that we have identified through: a) Desktop research b) Visits to the local area – walks, talking to local businesses/organisations etc. c) Stakeholder engagement – meetings/conversations with residents, Community Councils etc.

We had anticipated using these outline maps as part of our engagement toolkit to use within community engagement events to gather more detailed information about the valued assets and opportunities within the focus area and wider area from the local community. Based on previous experience this generates a better ‘feel’ for the area, what the local community values, unique identities and cultures, places/resources that are used or underused and allows us to build a good sense of how a community uses and wants to use their regional and local assets. Unfortunately, because we were unable to hold these events, this part of the mapping is incomplete and based more on our external perceptions than via input from a wider cross-section of the local community.

Asset Identification and Mapping

We planned to work with communities to identify, map and understand their strengths and assets. Again, as with the grassroots mapping, this has been limited because we could not hold wider community events and has therefore been based on the evidence and information collected via the methods described above. Assets we have included are:

• Economic Assets This included mapping and engaging with the local shops and businesses in the immediate and surrounding area (not complete due to lockdown).

We have used the information from the ideas generated to explore the commercial landscape in their area and to identify case studies from other areas to start to identify suitable projects and understand the economic business model and organisation structure required.

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Having a good overview and understanding of existing and emerging business and commercial activities, skills and talents in the local area have enabled us to identify the needs, requirements and ideas that existing enterprises have to grow their businesses and also new projects and opportunities to support local economic development. In addition to the formal economy, we explored the opportunities existing within what might be termed the ‘informal economy’. This included voluntary/community work in the area, and people exchanging goods and services etc.

• Social Assets Through conversations and visiting the areas, we have begun to map out the skills and experiences of individuals and groups within the communities. This has enabled us to identify some individuals with key skills and interests who might be engaged and wish to be involved in a future project.

Similarly, we have researched local community organisations, landowners and sectors whose cooperation and involvement could be mutually beneficial. Through these conversations, we have begun to identify links that could be created and strengthened and understand the connectivity between sectors within and between the focus areas and the wider region. On a wider area scale, we have investigated regional activities and organisations that may have an influence or involvement with the activities in the focus areas and region.

This mapping is indicative, rather than exhaustive, there are many groups, clubs and organisations across the area and therefore we have attempted to capture the diversity rather than name them all.

• Institutional and Organisation Assets At this stage of the feasibility study, the organisation asset mapping and engagement has focussed on those organisation assets that we already know to be delivering and developing work in the area. These assets can support the community through the delivery of services and by realising the potential for development and infrastructure that the community does not have the capacity or remit to delivery. These assets must be engaged with so that the vision and desired outcomes from the community work is fed into their plans and delivery – particularly those delivering services which include tourism, environment, local economy and local infrastructure.

As we begin to define the next steps and agree on priorities, further engagement with specific regional organisations such as The Wildlife Trust of South and , Natural Resources Wales and the BBNPA may be required according to the purpose, outcomes and activities of the organisation and projects agreed.

During this phase of the project, we have therefore concentrated on understanding what projects and services already come under the authority and purpose of key organisational assets active in the area (primarily through the WCP organisation). We have used this to inform the level of involvement the community organisation could have in the design and delivery of the projects and opportunities identified, and those which will already be delivered by organisational assets. This is also important so that we can prioritise those

Page | 10 actions the community organisation can lead on and those for which it can work with and influence the actions of existing organisation assets – three levels of involvement:

1. Community Influenced - Projects and ideas that the community cannot take forward and should, therefore, aim to influence and inform local/regional activities through the public and private sector consultations and engagement 2. Community Involved - Projects and ideas that could be taken forward by a social enterprise but will require collaboration, involvement or consultation with key public/private stakeholders or alongside their activities 3. Community Delivered - Projects that can be developed and implemented by a social enterprise

• Cultural Assets A community’s cultural assets are vitally important in having or developing a sense of place and can help provide cohesion and vision in projects and initiatives. These might be heritage assets in terms of folklore and histories, which can augment the development of the open spaces. Some communities, depending on their location, might feel they lack a sense of cultural heritage. Unearthing local stories and traditions can be encouraged to develop this and organisations such as local history groups are useful here. Because this work has had 3 focus areas, we have sought to map the characteristics, culture (language, sense of place, community identity) and cultural assets of each, individually, to define what makes them distinct, and also to understand how the local cultural assets relate and interact with the cultural assets and identity of the wider Waterfall Country area. This is essential if we are to develop ideas that can benefit the whole area of interest as well as the three focus areas.

• Environmental Assets The local and regional environmental assets are core to this piece of work because of the location within the BBNP and also the focus of the report on identification of opportunities to enable local community benefit from the waterfalls as a natural environmental asset. It is equally important that we understand the other environmental priorities and assets within the focus areas and region so that one aspect of development does not damage another e.g. there are numerous SSSIs and other designated sites within the wider area. These can be identified on mapping tools provided by the BBNPA and also NRW www.lle.gov.wales

4.3 Capacity Building Analysis

Through the mapping approaches we have begun to develop an understanding of capacity building needs in each community, but this has been restricted by the limited engagement activity and will, therefore, be undertaken in more detail as part of Phase 2 where we begin to develop more detailed business models for possible projects and organisation structures.

This will be an important part of the process to empower communities. We will also signpost to support organisations that could help provide training, such as: • DTA Wales • Wales Co-operative Centre

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• Business Wales • CVCs • WCVA

5. Results of Asset Mapping

This section provides a summary of the findings from the engagement and mapping exercise. These summaries provide a general description of the area and the key assets identified through research and stakeholder engagement, they are not exhaustive but include those most commonly mentioned during our engagement period.

The final section provides the success criteria identified for each area. These are the outcomes that those engaged within each area told us would be priorities for them and that they would like to see come out of this project, these were used to help inform the selection of projects and to base criteria for agreeing on the final approaches and projects to be developed in Phase 2 of this work.

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5.1 Pontneddfechan

Introduction

Pontneddfechan (Pontneddvaughan) is the gateway to Waterfall Country. Access to the and Afon Pyrddin waterfalls is from the western village, to the waterfalls and gorges of the Mellte and Sychryd from Dinas car park on the eastern edge. Silica was mined at Craig y Dinas from 1822 and in 1857 a Works (now owned by the National Park) established on the Mellte. The linear settlement pattern, constrained by the natural morphology, poses serious visitor management issues for the community.

Economic Social

• Pubs and Coffee Lounge • Village Hall • Seasonal café at Village Hall • Glynneath Golf Club • Visitor Information point and public toilet

Institutional/Organisational Environmental

• Ystradfellte and Pontneddfechan • Dyffrynnoedd Nedd a Mellte a Community Council Moel Penderyn SSSI • Brecon Beacons National Park • Coedydd Nedd a Mellte SAC • Proactive Pontneddfechan • • Waterfall Country Visitor Traffic • Brecon Beacons National Park Study (Brecon Beacons National • Main access to Waterfall Park Authority 2018) Country and outdoor recreation • Waterfall Country Management opportunities at Craig y Dinas. Plan (2010) • Community divided between Neath Port Talbot County Borough and Powys County Council • Dinas car park is in Rhondda Cynon Taf • Three Health Board areas and two police force areas.

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Cultural Gaps and Opportunities

• Proactive Pontneddfechan activities • Lacks community benefit from e.g. Christmas celebration large number visitors • Village Hall activities • Lack of village shop for basics – • Home of Welsh satirical writer Evan shop serving locals and visitors Bevan/ Ianto'r Castell (died 1866) • Lack of B&B / AirB&B room offer (whole house only) – encourage opportunities • Potential of Glynneath Golf Club development/diversification – facilitate opportunities

Success Criteria

• Increased visitor generated finance for community benefit • Better visitor management especially parking • Improved relationship between community and visitors • Improved local appreciation of natural assets

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5.2 Glynneath

Introduction

Glynneath is located in the County Borough of Neath Port Talbot. House, now derelict, was once the home of Rhys ap Siancyn, 15th century patron of the bards, and under later owners, the Williams family, continued to be a centre of Welsh folklore and culture. Coal mining started in 1793 following the arrival of the Neath Canal in 1775. Today the town retains shops, services and a wide range of social and cultural activities and is renowned as the home of modern Welsh icons such as Max Boyce and Ruth Madoc.

Economic Social

• Town centre shops and services • Numerous community groups including post office, bank small offering a wide range of social supermarket, hairdressers, optician, and cultural activities bakery • Bethania Chapel Community • Petrol station Centre and Town Council • Glynneath Training Centre • Glynneath Town Hall • Monthly on street market • Leisure Centre • Vale of Neath Surgery • Sustrans Route 46 • Welfare Park

Institutional/Organisational Environmental

• Glynneath Town Council • Blaen Nant y Gwyddy Nature • Cwm Nedd Primary School Reserve • Ysgol Gynradd Gymraeg Cwmnedd • Cwm Gwerlych Geo Trail • Glynneath Regeneration Strategy • Neath Canal (2014) • Glynneath Community Survey (2018) • Neath Port Talbot Destination Management Plan

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Cultural Gaps and Opportunities

• Glynneath Rugby Club • Improved visitor offer in town • Glynneath Library centre • Pont Walby Viaduct • Improved information – what is • St Cadoc's Church / Aberpergwm on offer in Glynneath for visitors House • Improve visitor experience - • Glynneath Town Hall local walks • Rheola House and Walled Garden • Celebrate town’s culture and heritage- Aberpergwm, Neath Canal, links with bards (ancient and modern)

Success Criteria

• Increased visitor footfall on High Street – increased business • Improved visitor offer in Glynneath • New employment opportunities linked to tourism

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5.3 Penderyn

Introduction

Penderyn is in Rhondda Cynon Taf but retains strong cultural links to Breconshire. It is known internationally for its distillery. Historically known as two communities of Penderyn and Pontbren Llwyd, the village is an important gateway to the Brecon Beacons National Park. Sheep sales are still an notable feature of this upland community.

Economic Social

• Penderyn Distillery and Visitor • Penderyn Community Centre Centre and associated activite. • Penderyn Furniture penderyncommunity.org.uk • Lamb Hotel • The Glebe Football Field and • The Red Lion Bonfire Site • Cylch Meithrin Penderyn at • Blas y Bannau community café Community Centre being developed by Community • Hanson Aggregates Quarry Centre • Laura's Diner , Ystradfellte junction • Ty Newydd Country House Hotel • Sheep sales

Institutional/Organisational Environmental

• Hirwaun and Penderyn Community • Dyffrynnoedd Nedd a Mellte a Council Moel Penderyn SSSI • Penderyn Primary School • Yr Eithin • Aberdare and Upper Cynon • Access route to Sgwd Eira Tourism Hub – Wisdom, Walks and • Penderyn Reservoir – (Mountain Waterfalls (2014) Ash Fly Fishing Association)

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Cultural Gaps and Opportunities

• Penderyn Historical Society • Parking (northern end of village • Tradition of local show, community and Red Lion Pub) – picnics and carnival (no longer take development of site adjacent to place) Penderyn Furniture • Quarry Line Track (now walking and • Future of sheep market site cycling route) • Community benefit from visitors • St Cynog's Church (closed) to Distillery – local walking • New War Memorial routes, linking sites. Blas y • Local cultural items sold in Bannau Penderyn Furniture • Link between two parts of village • Merthyr Rioter (1831) Lewis Lewis – local walking routes (Lewsyn yr Heliwr - Lewis the • Lack of public toilets Haulier) hid at the Lamb • Celebration of rich cultural • Grave of bard Dewi Cynon (David heritage Davies) Siloam Chapel, (died 1937)

Success Criteria

• Better visitor management – decrease in anti-social parking and litter • Community benefit from existing visitors • Traffic management – to include service and school bus turning solutions

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5.4 Wider area

Introduction

The wider “Waterfall Country” area covers from Coelbren and Henrhyd Falls in the north to the Upper Rhondda Fawr Valley in the south. The falls at Melincourt mark the westerly reach of the area. The area straddles the border of three local authorities, three Health Boards and two Police Force areas.

Key Assets are listed below and colour-coded as follows: u Rhigos / Cefn Rhigos u Clyne / Melincourt uCoelbren u Blaengwrach u Upper Rhonda uWider area u Resolven u Ystradfellte

Economic Social

u Rhigos Post Office and Convenience u Rhigos Primary School Store u Blaengwrach Primary School u New Inn Ystradfellte u Ynysfach Primary School u Rob Tay's shop/Rhos Filling Station u Cwmgwrach Welfare Hall u Ystradfellte Post Office u St Mary’s Hall Bleangwrach u Resolven Post Office u Ganu Hall, Melincourt u Clun Gwyn Bunkhouse u Clyne Community Hall u Coelbren Welfare Hall including u Coelbren Welfare Hall Tearooms, mobile Post Office and u Blaengwrach Rugby Club Fish/Meat Van u Resolven Rugby Club u Resolven AFC u Upper Rhondda Brass Band u Upper Rhondda Angling u Upper Rhondda Cricket Club

Institutional/Organisational

u Brecon Beacons National Park Authority u Community Councils u County Councils

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Environmental Cultural u Melincourt Waterfall and Nature u Wenallt Ironworks- site of Reserve (Blaengwrach) u Henrhyd Falls and Llech Walk u Melincourt Ironworks u Llyn Fawr, Rhigos u Resolven Canal Basin u Llyn Fach Nature Reserve u Ynysbwllog Aqueduct u Pen Pych Woodlands (Welcome to u Clyne Lock Gate Our Woods) u St Mary’s Church Blaengwrach u Ystradfellte Reservoir u Sardis Baptist Chapel, Resolven u Beacons Way u Resolven History Society u u St Illtyd’s Way u Rhondda Tunnel u Banwen (supposed birthplace of St Patrick) u Coelbren Church • u Coelbren Roman Fort

Gaps and Opportunities Success Criteria

• Recognition as part of “Waterfall • Increased recognition of Country” – the opportunity to “Waterfall Country” across the market lesser-known waterfalls and area. hidden gems • New cooperation on economic • Capitalise on possible new and social projects across the developments e.g. Zip World and area. existing attractions e.g. Aberdulais • Increased visitor spread across Falls the area, taking pressure off • Potential of Neath Canal – link Pontneddfechan in particular. between Waterfall Country and • Improved local appreciation of waterfalls in lower Neath Valley natural assets • More engagement with Community Councils cut short due to Covid-19 • Celebration of rich cultural heritage

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5.5 Summarising the success criteria

Whilst some issues raised were very specific e.g. increased business support in Glyn Neath and parking in Pontneddfechan, many of the desired outcomes from this engagement work were commonly raised across each area. This has been combined to create 8 success criteria for use when considering and selecting potential projects:

1. Coordinated brand and marketing of Waterfall Country as a destination – to attract visitors, build pride in the area 2. Added value to existing businesses and social enterprises by increasing income from visitors 3. Creation of new businesses and social enterprises. Increase income for community benefit from visitors, leading to increased access to services for the local community 4. Improved visitor information and signposting to services and businesses to spread visitor footfall across the wider area and keep visitors in the area for longer 5. Increased visitor facilities across the whole area offer a greater visitor experience and mitigate negative impacts on communities. 6. Strategic planning and visitor management across the area to empower local communities to have more control over how the area is used by visitors and to have a strong voice with stakeholder and regional organisations. 7. Cooperation and supply local chain projects, producers and networks across the wider area to provide increased employment opportunities and keep income local 8. Improved community wellbeing, appreciation of the Waterfall Country as beneficial and improved relationships between tourists and local through improved visitor management and realised local benefits

6. Drawing out the key issues, gaps and opportunities

The key issues and gaps are closely linked to the success criteria. Therefore, the next step in this work was to identify, through conversations, engagement and research, possible opportunities and solutions to these issues and gaps and explore how they could meet the defined success criteria. The Information gathered during the asset mapping and engagement showed that there were both unique challenges, opportunities and success criteria in each area, but also that there were common themes. There were also opportunities that it was clear a community enterprise could take a led on immediately, ideas that would require delivery in partnership with other stakeholder organisations and some issues where it was felt that, although the community should have a voice or involvement, these are not issues that a community organisation could take the led-on (but may be able to have an involvement in the delivery of at a future date).

6.1 Common Issues

Parking Parking was identified as an issue across the whole area because there is no regional approach to parking, central information point to enable visitors to identify where to park and lack of parking management in each area. This is a specific issue where the villages are main access points to a view-point or well-known waterfall route e.g. in Pontneddfechan and the upper area of Penderyn. The suggestions arising from this issue are:

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1. That new parking areas are identified within these villages 2. That new parking areas are created outside of these villages and new access routes or public transport options provided 3. Car parking is managed through greater provision of services in the car parks e.g. toilets, local produce, cafes, tourist information

The BBNPA has already undertaken a Traffic Study to map out the existing parking (provision and hot-spots), bottle-neck and areas where parking, turning etc. are potential issues. This information is being used by the WCP to identify new opportunities and traffic management plans, this may provide an opportunity for a local community organisation to both engage in consultation and planning but also to work in partnership with the landowners to manage and maintain parking/facilities, in the future.

Litter Rubbish is a common concern within the local communities and this has created a tension between the local villagers and the tourists in some areas. Whilst managed car parks and better tourist information may help to address this issue, this may also provide an opportunity for both community projects and local income generation e.g. local litter picking club such as Llangattock Litter Pickers, purchased initial equipment through a Keep Wales Tidy Grant and went on to earn income through litter picking for the Beaufort estate which generates income for local community activities such as flower beds.

Toilets The provision of toilets and other visitor facilities, such as showers and washing facilities, has been identified as an issue in some areas. Lack of places to wash, change clothes etc. results in visitors getting changed or even going to the toilet on the side of the road, along the hedges or the car parks of the local village halls, often in-view of residents. This provision could be linked to increased and managed parking provision as well as possible local cafés or shops in the villages or provided by the local town halls. There is already one toilet project in the pipeline in Pontneddfechan in partnership with the BBNPA.

Accommodation We searched for accommodation across the area as though we were a visitor interested in staying. The results showed that whilst there is a range of bunk-house and group accommodation, the choice for families or even couples wanting B&B or possibly hotel/holiday cottages are limited and difficult to find. This could be improved through an area-based website or tourist information App (see below), there are also plans for a visitor survey across the area which would help to better understand demand which could then feed into enterprise development planning.

Managing Waterfall Country as a Tourist Destination The four common issues identified above are all linked by the key common issue identified which is that there is a lack of a coherent plan and approach to visitor management across the area. This has resulted in piecemeal projects and development activities which do not consider the implications across the area or engage the local community.

It also means that the area does benefit as fully as it might from the numbers of tourists because local supply chains do not exist, easy access visitor information is not available (so visitors are not aware of the shop/accommodation/facilities available and where to access them and therefore do not plan to stay in the local area beyond the visit to the waterfall) and those wanting to create an enterprise or develop ideas in the area do not have a recognised single contact point to access support and engage with stakeholders/community.

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6.2 Prioritising Community Action

From the work or ideas for each area, we have grouped these according to the best route for delivery:

u Pontneddfechan u Glynneath u Penderyn u Wider Area

Objectives that could be delivered by a community organisation u Increased visitor footfall on High Street (Glynneath) – increased business u Increased visitor generated finance for community benefit u Improved relationship between community and visitors u Increased visitor spread across the area, taking pressure off Pontneddfechan in particular. u Improved local appreciation of natural assets

Objectives that could be led by a local community enterprise but would need to be delivered in a partnership with local and regional stakeholders u Improved visitor offer in Glynneath u New employment opportunities linked to tourism u Better visitor management- decrease in anti-social parking and litter u Community benefit from existing visitors u Increased recognition of “Waterfall Country” across the area. u New cooperation on economic and social projects across the area.

Objectives that would need to be delivered by local and regional organisations – the community organisation could feed into consultations as a stakeholder, but this work is beyond the scope of the study u Better visitor management especially parking u Traffic management – to include service and school bus turning solution

7. Community-led Local Development Opportunities

Bringing together the identified priorities and success criteria, there are two distinct areas that, whilst common concerns of the community, can not be addressed by direct intervention from a community group – parking and traffic management. It has already been acknowledged by the WCP that this is a priority and the community has an opportunity to inform and get involved with this to potentially deliver a service for the WCP in managing and maintaining parking and visitor facilities but this requires the stakeholder organisations who own the land to identify and develop the sites first.

The study, therefore, focussed on the priorities which would most easily lend themselves to design and delivery by a community enterprise/organisation which cluster to form four

Page | 23 emerging themes from the asset mapping and engagement activities. Figure 2 demonstrates the different levels of influence that a community organisation can have.

Figure 2 – Diagram showing hierarchy of influence for a community organisation.

Based on the five common issues identified in section 6.1, the engagement discussions identified several specific projects as a potential starting point. The next step would have been to explore these ideas through wider community engagement but as this was not possible, we have researched some of these ideas to learn from similar projects elsewhere and produced case studies.

7.1 Emerging Themes

7.1.1 Destination Management – Creating a Waterfall Country Identity

Waterfall Country is currently an ill-defined area and tends to be focussed in the minds of visitors on Pontneddfechan, Ystradfellte and to a lesser extent the top part of Penderyn. An easily recognised brand across the whole area, with a development plan, this the potential to support local enterprise and realise new opportunities for products, events and services A strong vision and purpose linked to the branding can help the community have a voice in shaping the infrastructure provision and management of visitors to the area with the key stakeholders and landowners. There are two main ways in which this could benefit the community:

a) A strong identity, linked to a Waterfall Country brand can be marketed and promoted to add value to existing enterprises, add to the visitor experience, create local supply chains and develop new enterprises. It could also be a springboard for events, festivals and visitor experiences such as guided tours which can bring income to the area. A social enterprise active across the area could support (marketing, networks, facilitation, fundraising) and provide services for existing businesses and social enterprises as well as deliver services for visitors with the income being reinvested into the local community.

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b) Strategic Influence and Involvement – Waterfall Country has several key strategic and regional organisations also working and developing services, infrastructure and land-use within the area. This includes traffic management, car parking, nature designations/protection projects and planning permission or funding for other visitor activities within the area. Whilst this is outside the control of the community, there is a clear need for these activities to involve the community and to align with the vision for Waterfall Country as a destination. By coproducing and creating a strategic plan across the communities and creating an organisation who can represent the voice of this ambition with these key strategic partners the community can have greater input and involvement in the design and delivery of key activities within the area. This could result in further opportunities for community social enterprise activity e.g. litter picking or car parking services.

The types of projects suggested that could be delivered through this theme are:

1. Create a Marketing Plan which includes a bi-lingual brand-name and could enable the use of the brand or local kite mark on visitor information as well as products and keep- sakes. 2. Enable existing businesses and social enterprises to use branding or a local provenance mark, diversify product lines and services within the brand. 3. Visitor Information – the creation of a website and visitor information App to help visitors plan their visit. This could include details of facilities such as parking, toilets, cafes, shops, etc. to which may help attract visitor into other less-used areas and support the area to absorb higher visitor numbers, promote local businesses and encourage spend. Encourage visitors to stay longer and to analyse visitor behaviour as a launchpad for promotion of activities, special offers and events etc. 4. Events and Festivals – coordinating thematic events and festivals can help manage visitor numbers, promote the local brand and produce, and create opportunities for local enterprise to cooperate and engage with a wider range of visitors.

7.1.2 Visitor Facilities

The lack of visitor facilities, signposting to existing facilities and uneven distribution of facilities is a key thematic issue and the cause of both frustrations between residents and visitors as well as between areas which either have too much or too little footfall.

Destination Management and planning can help through signposting and providing visitor information e.g. Apps showing where services and facilities are. This also provides the opportunity for income generation through both adding value (new products and services to existing businesses or community centres such as the village halls) but also creating new social enterprises which can offer services such as car parking, toilets/showers, cafes, EV charging. This could be delivered by new private sector businesses, creation of social enterprises in each area e.g. Village Hall café or delivered by an area-based social enterprise that earns income through social enterprise activities (itself or through trading arms).

The types of projects that have been suggested for this theme are:

1. Informing and supporting key stakeholders and partners to find solutions to infrastructure weaknesses e.g. car parking 2. Revenue generation from parking 3. Revenue from environmental services e.g. litter picking

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4. Revenue generation from guided tours/walks and other visitor services 5. Support for existing organisations and enterprises wishing to diversity or establish new ventures e.g. yoga, retreats, respite through nature 6. Support for existing community initiatives, possible working together e.g. Coelbren and Pontneddfechan both have community hall based cafes and there is one planned for Penderyn 7. Training/skills development for people wishing to be employed in the outdoor sector 8. Waterfalls Ambassador Scheme 9. PV/EV Charging points for cars

7.1.3 Local Produce and Products

Feedback from existing businesses is that there is a keen interest from visitors for good quality, local produce but that there is limited supply and it is time-consuming to source products. Creation of a makers network and developing a supply chain could enable more local producers to sell their crafts locally. By understanding the markets, competition and demand it would be possible to create new markets, develop new products and have branded or kite-marked local goods that are identifiable with Waterfall Country. This would increase the economic impact for small businesses in the area, provide brand recognition which would add value and provide the opportunity for new business development.

Developing local produce supply chains will also help to support the creation of local business and social enterprises. Sharing data in partnership across Waterfall Country can facilitate market analysis, innovation and market growth.

The types of projects identified for this theme were:

1. Café and or shop selling local produce – Pontneddfechan lacks a village shop to serve locals. Local businesses in Penderyn have identified that visitors often ask for a local café. 2. Increased sale of local and Welsh crafts in the area (Penderyn Antique/Furniture Centre has a small but popular line and would like to sell more) through creating an identifiable brand and supporting marketing. 3. Linking and stimulating the production of local produce to local outlets through supporting existing e.g. the new Penderyn Farm Foods Initiatiproducer groups and supply chains 4. Marketing of local products and services.

7.2 Case Studies and Examples

At this point the intention was to explore these themes and project ideas with the wider community so that they could be refined and developed, skills, key actors and enablers identified and, where desired either more detailed case studies or study visits identified. As a starting point, three ideas (one for each theme) were already written into outlines case studies to provide a stimulus for discussion at the planned engagement events. In addition to these case studies, each of the project ideas has begun to be explored to identify some best practice examples and ideas to inform and inspire at the planned wider community engagement events.

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7.2.1 Destination Management

1. Cardigan Town App (see Appendix 3) – this locally developed App is not only a shop window for Cardigan but also, through the use of analytics, Cardigan Town Council can access anonymised data on footfall, visitor distribution and activity.

2. Pontleven Community Interest Company (CIC) (see Appendix 3) – was established to promote and develop local economic activity. They have developed marketing materials which include a website, town tourist trail App and guidebooks as well as generating income through operating a car park and hiring out a marquee and minibus.

3. There is an emerging trend for areas to establish place branding – this article https://tinyurl.com/yyqfnuuk described the benefits and key areas of the consideration required when developing a place-brand from a designers perspective, emphasising the importance of involving the local community fully in any design processes as this will realise the value of creating a unique sense of identity and pride. The Local Government Association also held a conference on developing a place-brand, which goes through 9 steps, this website provides some interesting articles and videos of speakers from local government, https://tinyurl.com/y73bsgyu. Whilst this is very local government focussed the principles and approaches are equally important to a local enterprise-led place-based branding approach. Some examples of where this has been highly effective are: “I loves the’Diff” (Cardiff http://ilovesthediff.com ) and also the North Atlantic Way which created a brand identity and marketing approach https://tinyurl.com/ybnenkv6 https://tinyurl.com/ybnenkv6.

7.2.2 Visitor Facilities

1. Car parking – Porthleven is a good example where community car parking works well and there are others. In general, the feeling from the literature is that the public is potentially more willing to pay for parking where the proceeds will be re-invested in the local area e.g. http://happisburgh.org.uk/carpark. However, there are also some examples of where the car parking payment has switched from being community managed to operated by pay machines which are vetted by a private sector company, there are a couple of instances where this has resulted in some families being fined and going to provide very negative feedback and reviews for tourist areas on TripAdvisor. The message seems to be that when visitors see that the local community are providing and managing the car park, toilet, and other facilities e.g. café, they are more likely to use them (as opposed to parking randomly and sometimes inconsiderately), more prepared to pay when they know the profit is reinvested into the local community and are less likely to litter.

2. An example of where a community organisation has both generated income for the community and is in Llangattock. Their litter picking group was established with a grant from Keep Wales Tidy but then went on to earn income from a local estate for collecting litter from their boundaries, the income was invested into flower and planters within the local community https://www.facebook.com/LlangattockLitterPickers/.

3. Guided Talks/ Walks - Llangattock Green Valleys have several other community activities including managing a local woodland and allotments as well as some community hydropower schemes and a new local energy tariff within the Crickhowell area. They also offer guided walks http://www.llangattockgreenvalleys.org/. Another

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example is the Hay History Group http://www.haytours.org/ http://www.haytours.org.

4. Some local organisations have established with more of a focus on using their natural resource and the outdoor environment to promote and improve the health and wellbeing of their local community. A vibrant example is Glasgow Life, a charity delivering sporting, cultural and learning activities on behalf of Glasgow Council to promote wellbeing a good example is their community-led walks for wellbeing https://www.glasgowlife.org.uk/communities/good-move/walking. A more rural example is the Findhorn Foundation in Scotland who have created an eco-wellbeing resort and centre which includes courses, training, accommodation within their eco- community https://www.findhorn.org/about-us.

5. Photovoltaic and Electric Vehicle projects – the combination of PV panels to generate income and electricity has over the years been attractive to community projects because of the government financial incentives (feed-in tariff (FIT)), however, even without the FIT the reduced cost of PV and the opportunity to use the generated electricity to charge Electric Vehicles (EVS) provides an environmentally and economically attractive opportunity. Particularly with the increase in EVs and the opportunity, this provides to support eco-tourism initiatives. Also, some communities are looking at EV options to provide environmentally and economically efficient community transport as an alternative to minibuses, these can provide a vital service in remote and rural communities.

Some examples where this has been used to support local income generation, provide local transport options or and eco-tourism include Harbury car club who provide two EV which can be used by local members and also have a volunteer scheme to drive residents to appointments and shops https://como.org.uk/project/harbury-car-club, Mentor Môn/Arloesi Gwynedd https://www.mentermon.com/en/priosectau/arloesi- gwynedd-wledig/ who have energy, supply chain and other economic development projects supporting the local communities to benefit from tourism, and Gwent Energy CIC who have installed and can supply PV, EV and battery storage communities across South Wales https://gwentenergycic.org/public-and-community-charger-info.

6. Toilets - This DTA Scotland report provides some really useful advice on what needs to be considered, and some excellent examples, for communities considering taking over the management or provision of local toilet facilities https://tinyurl.com/yy7avdf4, this includes Mentor Bro Aled in Llansannan, . Another good example is within the New Forest National Park who operates a community toilet scheme in partnership with local businesses and community https://www.newforestnpa.gov.uk/visiting/visitor- information/facilities/community-toilet-scheme.

7.2.3 Local Produce and Products

1. Pwllglas Shop (see Appendix 3) – open 7 days a week and run by local community volunteers working 2-hour shifts, this shop provides everything from everyday essentials to local produce, takeaways, crafts and books. They also have a café, toilets, car parking and a picnic area.

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Other examples of local community shops and visitor facilities include the Bwlch-y- Sarnau café which is part of the Glyndŵrs Way National Trail http://bwlchysarnau.org.uk/ and Eardisland Community shop which provides essentials for the local community https://tinyurl.com/yd5zyoob.

2. There are some excellent examples of successful locally branded products which include Myddfai (https://www.myddfai.com) whom in addition to creating a range of luxury products which attract visitors, creates jobs and generates local income are also a social enterprise providing adults with learning difficulties opportunities to volunteer, learn, socialise and gain work experience. Another successful brand is the New Forest Marque which, supported by the National Park, was set up in 2004 to develop and promote the production, processing and distribution of local produce from the New Forest. The Marque is a recognised quality assurance for the local produce, local businesses and producers it provides marketing, networks, supply chains and business development https://newforestmarque.co.uk/new-forest-marque/become-a- member. Menter Môn has developed an initiative called Môn Larder that helps local producers to supply to the public sector and private sector outlets across Ynys Môn. There is opportunity and ambition for local supply chains within Waterfall Country area as we have seen in the newly created Penderyn Farm Foods and also from the results of the Rural Cwm Taf Craft exercise, commissioned by Cwm Taf LEADER group this study mapped people undertaking craft in its area which included Rhigos Ward ( Penderyn and Rhigos), the aim of the which was to explore the potential for a craft network. https://www.craftscouncil.org.uk/content/files/The_Means_- _Rural_Cwm_Taf_Craft_Mapping_Exercise.pdf.

7.3 Business Model Canvas

The initial intention was to engage and consult with the community to research and refine the ideas from section 6.2 to a shortlisted selection which could be further developed into Business Model Templates (an example for one project is included in Appendix 4) to illustrate how these projects could: be established in the area; how they meet the success criteria; the resources required to deliver, and the income/benefit opportunities.

Since the projects and activities identified in Section 6.2 mustn't be copied directly from the case studies, but shaped within a delivery plan which considers the functions they will deliver within the agreed vision and success criteria requirements, it is now essential that further engagement activities are undertaken before these projects are further developed.

The delivery and organisation structure of these projects could take one of three approaches:

1. As a service, project or function of an area-wide social enterprise or community organisation 2. As a trading arm of an area-wide social enterprise or community organisation 3. As a stand-alone community or social enterprises or local businesses

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8. Delivery Mechanisms and Required organisation structures

8.1 Developing a Delivery Plan and Mechanism

The feasibility study has identified delivery requirements and projects that can be implemented at two scales:

1. Area-Wide – a community-led organisation to establish the brand and vision of Waterfall country, to create supply chains, market and promote current economic activity, add value to and create new economic activity. This would provide a better visitor experience, attract visitors to stay longer and provide more opportunities for local spend. There is also a need for an area-based representative organisation (possibly the same one) to act as an ambassador for the area within the wider regional context and with key stakeholders to inform, influence and be involved in shaping and delivery of infrastructure projects and service provision.

2. Local Enterprise(s) - Mechanisms to enable the local community to benefit economically from local tourism which could include new local businesses, new local social enterprises within villages. This could be delivered through several discrete organisations, an area-wide organisation to earn income (to support it’s wider social/community purpose), or a mixture of the two. Through creating a link, at least, between the local enterprise delivery organisations and the area-wide organisation this would provide a mechanism to generate income to cover the costs of an area- wide organisation and also investment via it, into local services. The organisations and functions we, therefore, propose to consider in more depth are:

1. A Waterfall Country, area-wide organisation

Main Purpose(s):

1. Advocacy – holder of the vision ‘plan’ for the region plus representing this with wider stakeholder activities. Conduit between strategic stakeholders and a co-ordinated community-led voice. 2. Enabler – supporting and making things happen, linking, connecting, filling gaps, providing service support to organisation etc. within the region 3. Delivery – offering services, volunteer activity, events, fundraising, marketing plus setting up or piloting other social enterprise activities – in-house or via a Special Purpose Vehicle (SPV) or Trading Arm *if required. 4. Marketing – promoting the area brand through website, social media, networks, market analysis and strategies, events and other activities

*SPV and Trading Arms are essentially similar things, they are a separate organisation, legally, from the main organisation, usually with a different organisation structure created by an existing organisation to enable them to offer different types of services, products or work in ways that are not allowed within the legal organisation structure that they have. A typical example is a Company Ltd by guarantee that is also a charity, may wish to create a trading arm to allow it to sell a particular service or to trade purely for profit. The linkage between the two organisations allows surplus generated from the trading arm to be distributed back to the charity to be reinvested into achieving the charitable purpose. There are some benefits that this approach of having more than one organisation structure offers in terms of

Page | 30 administration, tax and social purpose. This will be discussed in more detail as part of Phase 2 of the study.

Figure 3 – overleaf illustrates the main functions of an area-wide organisation and how it could interact with and provide services for the local community (internal stakeholders) and regional/key stakeholders (external stakeholders).

2. Discrete projects (regional and local): These projects would have a specific social, economic, environmental or cultural purpose and as such could have a variety of organisation types and structures (see below for details). In general, there are two options:

1. The activity/project can be delivered by the new area-wide social organisation (described above) provide it is allowed within the organisation's legal structure.

OR

2. The project needs a different legal structure from the area-wide organisation in which case, where a new organisation is being created for a specific project there is the option of:

a) A new stand-alone organisation is created e.g. a community-owned village shop where the profits go back into the shop or used as this organisation wishes (provided it is allowed within the organisation structure and social purpose defined). It could even be a new business or partnership.

OR

b) The main Social Enterprise identifies a project and sets up a trading arm or new organisation to deliver e.g. a cooperative Hydro Scheme project, which would then reinvest their profits back into the main organisation

Where the new organisation created to deliver the project is stand-alone it may have no connection with the main area social enterprise or it could receive support from them in terms of start-up, marketing etc. which could be provided by grant funding or in time the local organisation may pay a membership or potentially buy marketing services from the area- wide organisation.

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Figure 3 – Illustration of the main functions of an area-wide organisation and how it could potentially interact with and provide services for the local community (internal stakeholders) and regional/key stakeholders (external stakeholders).

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8.2 Possible Organisation Legal Structures:

Until the functions of the specific projects are agreed it is not possible to suggest a suitable legal structure. However, it is possible to begin to explore options for an area-wide organisation (social or community enterprise).

The organisation will almost certainly need to employ staff and will need to seek funding so an incorporated organisation will be required. The most likely options are:

1. A Company Ltd by Guarantee with the option of having Charitable Status (often known as a not-for-profit organisation) 2. A Charitable Incorporated Organisation (CIO) 3. A Community Interest Company (CIC) 4. A Community Benefit Society

These all have different advantages and disadvantages and there are many existing resources to provide details about these and support the selection of the most appropriate legal structure (https://www.gov.uk/set-up-a-social-enterprise, https://locality.org.uk/services- tools/support-for-community-organisations/, https://wales.coop/tools-and- resources/toolkits/).

This will be researched in more detail during Phase 2 but to summarise some of the key differences that are most relevant for this organisation:

Structure Charity Asset Lock Regulator Funding Easy of set up and reporting 1. Ltd Yes Yes if charity Companies Charitable Fair quick (optional) House and and loans and to set up – restricts Charity but more trading Commission complex to and run and two surplus reporting can not be distributed 2. CIO Yes – Yes Charity Charitable Takes longer restricts Commission and services to set up but trading (less likely to easier and get loans) reporting surplus than a CIC or can not be company distributed 3. CIC No – can No CIC Trading and Fairly trade and regulator some grants involved to distribute and or charity, set up and surplus Companies loans reporting House

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4. Ben Can be – Yes if charity Financial Can sell Most Comm can issue Conduct shares expensive shares and Authority and complex pay to set-up but dividends support available

Initial research would suggest that the most suitable structure for this area-wide organisation would be a Charitable Incorporated Organisation, certainly for the first few years as this is quick and simple in terms of set-up and reporting, provides the functions of a company Ltd by Guarantee in terms of limited liability and protection as an employer, and is a charity which gives more options for grant funding and fundraising for start-up costs.

If this organisation wished at some stage to trade services for profits then a Trading Arm (possibly a CIC) could be established that would distribute profits back into the CIO. If the organisation wanted to establish for example a community-owned energy project or café through selling community shares, then it would also be able to establish for example a Ben Comm and do the same. These would be researched and more detail provided during Phase 2 and 3, once projects and activities are agreed and prioritised by the steering group.

In determining the legal structure and form some key questions would need to be agreed about the types of organisation desired.

Some key questions to determine the type (these are not legal structures) of organisation required:

1. Charitable Status – this has benefits because it often opens doors to more grant funding and would, therefore, be beneficial at the start-up phase. But charitable status cannot be applied to all legal structures e.g. a company limited by shares or a Community Interest Company (CIC). If charitable status is considered a priority then the three main legal structures would be a Company Ltd by Guarantee, A Charitable Incorporated Organisation or a Community Benefit Society.

The other thing to consider is that charities are restricted to how they generate income (and debt finance) and how they spend and distribute the surplus that they make. This can be made more flexible through the establishment of trading arms or special purpose vehicles within a charitable organisation structure if required,

2. Purpose – Social or Community Enterprise. Social Enterprises operate commercially designed activities to generate income to deliver defined social benefits or services whilst Community Enterprises are established and run by local communities to run as a business and reinvest profits back into the local communities.

3. Membership or Partnership – in membership organisations the board is elected from a wide membership, in a partnership the board will typically have one representative from each partner organisation.

These would influence the legal structure determined but also shape the Objects and legal documents such as the constitutional documents.

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9. Next Steps

Figure 4 (overleaf) outlines the pathway that the feasibility has taken to date and the proposed options for going forward. Whilst there are some actions, such as agreeing on the overall direction, next steps proposed and expanding the steering group that can now be agreed, it is in the view of the authors that it would now be best to hold on further development work until the wider community and more stakeholders can be fully engaged and have opportunity to share their ideas, inform and be involved with the next steps.

Figure 4 – Summary of progress and next steps (also overleaf)

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Appendix 1 – Place maps for core areas in Waterfall Country

Pontneddfechan

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Glynneath

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Penderyn

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Appendix 2 - List of Engagement Activities

Engagement completed and in hand as of 1st April 2020.

Community Community Community Council Proactive Pontneddfechan Pontneddfechan Glynneath Golf Club

Business Sgwd Gwladys Coffee Shop Angel Inn Clungwyn Bunkhouse

Community Glynneath Town Council Glynneath Friends of Glynneath Library Art Club (Glynneath Training Centre) Business Made Happy Neath Valley Wools Charity Shop Sound as a Pound Penderyn Community Hirwaun and Penderyn Community Council Business The Lamb Hotel The Penderyn Furniture Company Red Lion meeting cancelled due to Covid- 19 Ystradfellte New Inn Post Office /Village Hall Rhos Filling Station

Coelbren Welfare Hall (location of tea shop and mobile post office). Date for Community Council meeting postponed. Clyne and Plans for a Community meeting were Melincourt postponed. Initial contact with the Wildlife Trust. Blaengwrach Community Council meeting postponed. Resolven Town Council meeting postponed Upper Rhondda Initial contact with Welcome to Our Woods Email exchanges with Interlink about community profiles and to glean local information.

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Appendix 3 - Case studies

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Appendix 4 – Example of a Business Model Canvas

Business Model Canvas TITLE: Waterfall Country Produce Mark as a Membership Service Designed for: Designed By: Date: Version: Customer Engagement Key Partners Key Activities Value Proposition Customer Segments T

Membership: Networks and Supply Creating and developing a Members (see key Chains recognisable Mark for Value through increased partners) Local makers and products made within the sales must be measured to producers Marketing and Brand Waterfall Country area will attract members Tourists – visitors to the promotion add value to the products, area Local shops and increase their attraction to Members must have a say businesses Product development visitors and create a in the brand and marketing Shoppers – potentially recognisable brand that direction selling produce online e.g. Delivery: can be marketed. Services Myddfai such as networks, market Key Resources Channels analysis and development Marketing and IT services can support new Staff and IT mainly Locally – networks and enterprise creation. Regional Stakeholders events IT – websites, social media

Organisation Structure Key Risks Incorporated – potentially a Community Interest Company, a Company Set-up phase - Needs a volume of suppliers, makers and producers to Ltd or possibly a Community Benefit Society are all possible models. make viable and may take some time to verify local suppliers and provenance.

Cost Structure Revenue Streams Largest cost at set up stages (possibly require a grant) but long-term Income from membership, sponsorship and possibly through grants the maintenance costs can be scaled according to number of members e.g. for new product and supply chain innovation and development

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