Awen Cultural Trust · Awen Cultural Trust / REACH Bryngarw Park Feasibility Study │ Social Firms Wales Ltd - June 2017 2 1 Summary 1.1 Purpose Commissioned by the Awen Cultural

Awen Cultural Trust

Bryngarw Park

Feasibility Report Disclaimers: The information contained in this document is the proprietary and exclusive property of the author, commissioning body, their agents and nominees, or as otherwise indicated. No part of this document, in whole or in part, may be reproduced, stored, transmitted, or used for design purposes without the prior written permission of Yellow Wales or Social Firms Wales. The information contained in this document is subject to change without notice. Social Firms Wales Limited disclaims to the extent permitted by law all liability for all claims, losses, expenses, damages and costs the user may incur as a result of, or associated with, the use of information in this report or associated communication for any reason whatsoever. The success of any Social Firm/Enterprise will be very much due to the Company’s management, ability and commitment. All figures contained within this Study are projections and for illustration purposes only. Social Firms Wales does not give any guarantee or warranty with regard to potential income, sales, costs or profits. Privacy and Confidentiality Information: This document may contain information of a sensitive nature. This information should not be given to persons other than those who are involved in the development of the project or who will become involved during its lifecycle. Social Firms Wales Limited Mailing Address: PO Box 85, Porthcawl, CF36 9BP Company Limited by Guarantee – Registered in Wales No: 5569450 Registered Office: Langdon House, Langdon Road, SA1 Swansea Waterfront, Swansea, SA1

Awen Cultural Trust / REACH Bryngarw Park Feasibility Study │ Social Firms Wales Ltd - June 2017 1

Contents 1 Summary 2

1.1 Purpose ............................................................................................................................ 2

1.2 Methodology .................................................................................................................... 2

1.3 Study Scope and Limitations ............................................................................................ 3

1.4 Key Conclusions ............................................................................................................... 4

1.5 Retail Options .................................................................................................................. 5

2 Feasibility Study 7 2.1 Background ...................................................................................................................... 7

2.2 Consultations ................................................................................................................. 14

2.3 Products & Services ....................................................................................................... 24

2.4 Service and Workplace .................................................................................................. 26

2.4 Market Analysis ............................................................................................................. 27

2.6 Branding ......................................................................................................................... 36

2.7 Risk Analysis and Management ..................................................................................... 38

3 Retail Options 42 3.1 Independent Identity ..................................................................................................... 42

3.2 Franchise ........................................................................................................................ 42

3.3 Rental ............................................................................................................................. 42

3.4 Other Models ................................................................................................................. 42

3.5 Retail Options ................................................................................................................ 43

4 Impact Assessments 47 4.1 Traffic ............................................................................................................................. 47 4.2 Displacement ................................................................................................................. 47 4.3 Staff and Workplace Trainees ........................................................................................ 47 4.4 Volunteers ...................................................................................................................... 48 4.5 Visitors ........................................................................................................................... 48 4.6 Other Stakeholders ........................................................................................................ 48

5 Delivery/Implementation Plan 50 5.1 Workstreams .................................................................................................................. 50

6 Findings and Recommendations 53 6.1 Summary of Findings ..................................................................................................... 53

6.2 Recommendations ......................................................................................................... 54


1 Summary 1.1 Purpose

Commissioned by the Awen Cultural Trust and in partnership with Reach, the Rural Development programme for Bridgend, this report seeks to explore the potential for developing a retail offering at Bryngarw Park that supports local producers and provides employment, work experience and training opportunities for local people. In this context, this study focuses on the commercial prospects and how this relates to Awen Cultural Trust’s key message, to “make people’s lives better” through culture and by enhancing people’s well-being . The key aims of the report are to: - explore the feasibility of a retail offering at Bryngarw Park - provide an outline of the potential options available - assess the likely impacts of such a proposal - develop a delivery plan to show how any one option might be realised

1.2 Methodology

The methods used to assess and analyse Bryngarw Park included site visits, monitoring meetings, reviewing documentation provided including financial information, policies, networks and activities. An on-site visitor consultation was carried out in addition to research conducted using the internet and telephone. Social Firms Wales methodology outlines our approach to a complementary working style that is responsive and flexible within the context of the given brief. It is based upon our experience and knowledge gained through previous social and corporate governance analysis, appraisal and bespoke training and success in this specialism. Our first goal was to identify the opportunities and begin the process of scoping and assessing them. This leads to the development of the feasibility study detailing all potential options. All work relating to this commission will be undertaken utilising 6 complementary sources: 1. On-going dialogue between commission lead and main contact at Social Firms Wales 2. Use of knowledge and expertise regarding development and implementation of

Social Firms, social enterprises and socially responsible businesses and the outsourcing of public services to local authority trading companies (LATC) or stand-a-lone entity.

3. Face to face interviews and meeting with selected stakeholders as appropriate 4. Desk based research via telephone interviews with selected stakeholders as

appropriate 5. Desk based research using internet facility 6. Social Firms Wales will utilise specific areas of expertise of specialist team members,

mainly: a. Understanding and practical working experience of practices of local authority’s

environments b. Understanding and practical working experience of social enterprise

environments


c. Understanding and practical working experience of establishment and growth of social enterprises

d. Understanding and practical working experience of the formation, practicalities and functions of professional partnerships and consortium arrangements

e. Understanding and practical working experience of transfer of local authority businesses/day services to new ownership/independence (externalisation)

f. Understanding and practical working experience of issues and solutions related to TUPE, pensions, HR issues, transfer of assets, existing contracts and development of new contracts and legal aspects associated with all undertakings

g. Understanding and practical working experience of requirement in relation to business modelling to create a financially sustainable a social enterprise operation

h. Understanding and practical working experience of financial modelling to create a financially sustainable social enterprise operation for the delivery of public services

i. Understanding and practical working experience of the need for local authorities to do things in a different way that leads to services being delivered in an effective and efficient way fit for the future

j. Understanding and practical working experience of the importance to ensure robust models of governance are established, ensuring all social and commercial objectives are achieved

1.3 Study Scope and Limitations

The report studies Bryngarw Park and its grounds and the potential for retail opportunities on the site. It looks at Bryngarw in the context of its past, present and future and how recent changes are driving the ambition to become a thriving, commercial and socially focussed place of both work and leisure. A consultation was carried out at the Park over 2 separate days to canvas the public’s opinions and views regarding the development of a retail offering. The response was overwhelmingly positive, with 94.4% in favour of a retail offering at the Park. During the course of this report Awen has been proactive in exploring options and taking them forward. This means that some of the options presented here may already be under development or are being implemented. This includes investigations into the potential for retail at the Visitor Centre, developing a shop at B-Leaf, investigating the development of a kiosk type facility in the play area, and exploring product development at both B-Leaf an Wood-B. Any activity known at the time of writing has been included in this report, however we accepted that it has not been possible to record all current activity here. Due to the nature of the options presented and the large number of variables for each it has not been possible to calculate business forecasts and financial projections for this report. The Awen Cultural Trust is a progressive organisation that is keen to develop Bryngarw Park and drive its growth as key destination in the region. In addition, Awen also manage two learning disability work based training projects; B-Leaf, a horticultural centre located in the Park grounds, and Wood-B, a carpentry workshop situated a mile away on the Tondu Enterprise Park.


1.4 Key Conclusions In coming to our key conclusions we have been mindful that the Awen Cultural Trust operates a number of other local leisure facilities and have a competent management structure to achieve what is being outlined in this report. Many of the options given form part of a wider development strategy for Bryngarw Park and are already being implemented. Given Awen’s drive to increase commercial activity at the Park we acknowledge that many of the ideas presented here may have been planned for, or are already being implemented. Bryngarw Park has a number of retail options open to it. We feel that all of the options presented here have the potential to add to the Park’s appeal and support both its social and commercial objectives. Overall the impact is expected to be very positive with little or no displacement occurring amongst local businesses and producers. We have identified two key challenges for the Park and Awen centred around road access to the site and the on-going cultural changes for staff and trainees. Steps have already been made towards addressing the changes occurring and this will continue as the Park continues to evolve. However, the road traffic issues May need further thought as access, signage and local disruption will continue to impact upon the Park and surrounding community. Other considerations include an assessment of the retail skills that exist internally. A skills analysis and workshop was carried out for this report and showed some areas of both strength and weakness and it was acknowledged that a general strengthening of retail sales and marketing would benefit the Park and Awen. Key conclusions for a retail offering at Bryngarw Park are as follows: 1 There is considerable scope to introduce one or more retail offerings. Some of the

options presented are either already being adopted, or are being planned for. 2 The predisposition towards a retail offering from stakeholders is overwhelmingly

positive. Those canvassed represented visitors, producers, local businesses, and staff with no negative responses.

3 The impact of a retail offering on local businesses and producers is very positive.

None canvassed expressed any negative views with most happy to supply products and goods for sale at the Park. Only a few showed no interest in supplying the Park outside of their existing retail channels.

4 There is an on-going cultural change that will continue to need managing. Some of

the workforce expressed concern at the pace of change and how this might affect themselves and trainees.

5 The surrounding road network presents some challenges for the Park. Access can be

restrictive, with narrow roads and bridges leading to difficulties for large coaches and heavy flows of traffic. In addition, road signage from the motorway and surrounding road network is inadequate with some visitors going online to discover the Park. These are longstanding issues and are the subject of continuing discussions between Awen and the relevant highways departments.


Our conclusions led to the options presented below and are supported by the following observations:

1 There is an opportunity for a kiosk type unit at Bryngarw Park which is relatively low

cost with the build being contracted to Wood-B.

Already under investigation by Awen.

2 The development of retail space in the Visitor Centre is a low cost solution that can be implemented early.


3 There is a case to explore the redevelopment of the Visitor Centre.


4 The concept of a bespoke new build development could be considered in the long-term, representing a larger opportunity for the Park.


5 The further development of B-Leaf as a garden centre will drive more visitors to the site and increase retailing opportunities there.

A shop is already being established onsite.

6 Some skills gaps will need to be addressed over time. Much of the retailing knowledge and experience will be built up as the different retail projects mature. However, as the Park develops commercially, an appraisal of any skills gaps may be required.

A manager has already been recruited to address this and help take the Park forward.

7 There is an opportunity to develop a reputation for retailing local crafts and produce.

This is actively being explored and implemented.

1.5 Retail Options

Six key retail options have been identified for Bryngarw Park. They represent a number of models with differing levels of complexity and it is recommended that any taken forward be the subject of a more detailed business assessment. The options for retail that are being presented are those that are both realistic and achievable given the Park’s size and Awen’s resources. Some are ‘quick wins’ that will be relatively straight forward to implement, and other more complicated requiring detailed investigation and planning. They are presented on the basis that the commissioners of this report understand the need for appropriate due diligence for each option adopted. It is acknowledged that some of these options have already begun to be explored, with others forming a longer-term approach that will be considered over time. It is therefore important to note that these options may already form part of the Park’s activities.


The 6 key options for retail at Bryngarw Park being presented are:

OPTION STATUS

1 Convert the existing Visitor Centre into a retail space.

Being investigated

2 Development of a new retail offering and consolidation at the B-Leaf site of Wood-B.

Planning has already been sought to accommodate Wood-B at the B-Leaf site under previous plans in 2014. Although previously shelved, these plans are now being revisited.

3 Redevelopment of the Visitor Centre and adjacent path and toilet block.

This is being investigated.

4 Build a dedicated retail space near to the existing building at the head of the car park.

Will possibly form part of future developments.

5 Small Kiosk type structure for snacks, light refreshments and beverages.

Already being implemented.

6 To develop a retail offering within B-Leaf Already being implemented.

These illustrate the key opportunities given the space and resources of Awen and Bryngarw Park. There may be other opportunities, particularly around the further development of Wood-B and B-Leaf products, their marketing and branding, however these considerations are beyond the scope of this report. Impact The risk of any negative impact upon the Park, the local community, visitors and stakeholders is low and in general the development of a retail offering at the Park has received a very positive response amongst those canvassed. Of most concern is road access which does pose some challenges, especially for events where large numbers of people and coaches arrive over a short period of time. These challenges will need to be assessed in more detail, and could include a strategy of engaging with the local Highways department, residents and other stakeholders to address the key issues. Consideration will also need to be given to the trainees who attend B-Leaf and Wood-B as the effect on trainees may be more pronounced, where any development or change in practice may be unsettling. A retail offering may add to the on-going cultural change affecting staff and trainees at the Park and this may need to be accounted for in any implementation process.


2 Feasibility Study 2.1 Background

Bryngarw Country Park which is a Grade II listed Historic Park and Garden, is one of Bridgend County Borough’s biggest visitor attractions with over 200,000 visits each year. The park is made up of 113 acres which is predominantly wooded with areas of meadow, wetland and freshwater, a formal garden and areas for amenity use which has been open to the public since 1986. The Park’s amenities include a café which is independently run, a visitor centre and it is also home to B-Leaf Horticulture, a work-based project for adults with learning disabilities who help run a plant nursery which is open to the public. There is currently no retail offer within the park. The Park also incorporates Bryngarw House which is a historic building and currently managed as a wedding and event venue on behalf of Awen by a commercial partner. For more information on the park visit http://www.awen-wales.com/. Awen Cultural Trust is a new charitable organisation established on 1st October 2015 to run cultural services and facilities on behalf of Bridgend County Borough Council including: Bryngarw House & Country Park and its associated work-based training schemes for adults with learning disabilities (B-Leaf Horticulture and Wood-B Carpentry); Libraries; The Grand Pavilion Porthcawl, Maesteg Town Hall; Blaengarw Workmen’s Hall and a number of community centres. Awen has an independent board of Trustees and a staff team of around 140 overseen by an Executive Leadership Team consisting of Chief Executive, Director of Operations and Director of Business Development. To further enhance the customer experience and improve the future sustainability of the Park and its associated services, Awen are keen to establish an appropriate and effective retail offer with a specific focus on locally sourced products and services including those produced by Awen’s disability work schemes in carpentry (Wood-B) and Grounds Maintenance/Horticulture (B-Leaf). Awen has a track record of working with local producers and suppliers and is keen to consolidate these relationships to ensure a sense of authenticity is maintained within any product ranges. There is currently no formal retail area save for the food products sold in Cedars Café and some plants and garden items sold at B-Leaf. The café has a reasonable trade that mirrors visitor activity. A number of locals frequent the café for lunch but most trade appears to be from families with children. Bryngarw Park itself currently has a number of different business areas that are: The Park and grounds, Bryngarw house, B-Leaf, Wood-B, The Cedars Café, and The Visitor Centre.

http://www.awen-wales.com/


Vision Bryngarw Park and its associated affiliates form part of Awen Cultural Trust’s overall portfolio of its cultural sites, venues and properties. As such it adheres to the philosophy “make people’s lives better” that underpins everything the Trust does. The distinct vision for the Park is to develop into a sustainable establishment whilst continuing to enhance the user experience and through developing an effective retail offer, supporting local producers and suppliers, and providing a workplace that is supportive of its staff and trainees. Mission This report centres around the need to determine the viability of developing a sustainable retail and commercial outlet that supports trainees, staff and other stakeholders.

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Aims and Objectives • Identification of appropriate, “on-brand” locally sourced or made products with a

particular emphasis on the potential of B-Leaf and Wood-B • Identification of appropriate local produce exploring the potential of the local food

network already established by reach. • Developing new relationships with other local suppliers and enhancing current

partnerships within the park • Finding ways to tell the back story of these products and services to visitors • The appropriateness of any product development within Bleaf and WoodB to ensure

needs of trainees are fully considered • Development of the park’s buildings to deliver an appropriate retail offer • Consideration of impact on other local businesses/suppliers to minimise any

displacement • Marketing of any new products and services • Development of volunteering activities to help deliver retail services • Access issues including transport etc. • Engagement with key stakeholders to understand customer expectations

Social Impact Bryngarw Park has inherited two key training services from the Local Authority that support people with learning difficulties (trainees) delivered at Wood-B and B-Leaf. Although commercial activity will be an important part of how these provisions are maintained and developed, the way in which such services are commissioned and procured has moved towards ‘individual payments’ and the purchasing of activities by the trainees and their carers beyond Local Authority management and control. The Trust understands that the market is in a state of change and acknowledges how this report will help to support a broader business case that includes how services are offered and purchased by their trainees and their carer’s. Services and Workplace Provision Providing a route to employment may be a very attractive offer for those currently being supported at Wood-B and B-Leaf. The development of key skills coupled with creative, outdoor activities could provide a platform from which people are able to develop beyond the scope of the service received. This could increase both the income generated and the positive social outcomes, leading to a more ‘whole life’ approach to service delivery. Over time this could be developed into a hybrid model, where day services work alongside an employment model. A good local example of this is Beacons Creative, a candle making workshop based in Brecon that has grown out of a small day care service to become a successful social firm. Now employing some seventeen of their ‘trainees’ who work alongside others on day placements, Beacons Creative have expanded across other business areas, including a café, shop and cosmetics, and have extended their service offering to evenings and weekends to other supported groups. Any future retail offering will enable Awen to extend trainee activity and develop new learning opportunities. It will provide a platform from which to increase skills and improve employment opportunities more generally. It may also be possible to provide Work Choice places, or partner with a Work Choice provider such as the Shaw Trust in Bridgend, to provide work placements.


In addition, employment opportunities exist for a wider group of people through Bridgend College, Bridgend Council’s Bridges Into Work programme, Job Centre Plus, Communities First’s Bridgend Employment and Skills Project (BESP), Careers Wales, volunteering and other work based initiatives.

Fit with Policy The key strategies considered for this report are the Rural Development Plan for Wales, Bridgend’s Local Development Strategy and the Bridgend Destination Management Plan. The delivery objectives for Bridgend’s Local Development Strategy are: 1 A place to live – Creating self-sustaining rural communities

2 A place to visit – Developing diversified rural enterprises

3 A place to work – Supporting vibrant rural economies which are supported through a range of Delivery Objectives. Delivery Objective SO2.3 is to facilitate activities that lead to the development of, and sustainability of, a range of high quality visitor accommodation and attractions that exceed customer expectations and cement a perception of rural Bridgend as a ‘great place to visit’. This Feasibility Study will aim to meet this delivery objective through exploring a retail experience, employment, training and work placement opportunities.

In terms of retail, this set of principles provides a context for how a retail offering is realised and managed. Impact upon local businesses, producers and supply chains should be minimised and the operation should reflect the social and well-being ethos of the organisation. Bridgend Destination Management Plan

Aim and priorities

Bridgend want to: Develop a thriving visitor economy in Bridgend which

celebrates the unique strengths of the place, supports jobs, generates business opportunities and improves the range of amenities available for visitors and local people. This means developing a viable, innovative and sustainable visitor economy which is in tune with the area and brings net benefits to the local population for generations to come.

In addition, they want to benefit the wider economy of the County through strengthening the image of the Local Authority and developing linkages with other sectors of the economy. To achieve this, they will focus on the following priorities: 1 Support the development of the tourism product

a) Support better accommodation b) Support better attractions


2 Support the development of tourism infrastructure a) Enhance the coastal resource b) Invest in the settlements c) Enhance the Countryside resource d) Improve transport and related infrastructure for tourism e) Develop tourism human resources

3 Raise the profile and attract more visitors to Bridgend County Borough

a) Promote Bridgend County Borough b) Develop a diverse portfolio of events

In doing so the Council will ensure the following: - Sustainability Ensuring that tourism has a viable long term future and that

the economic, environmental and social benefits outweigh the costs.

- Quality Striving to do things well and improving the overall experience for the visitor as the route to success.

- Local benefit Ensuring that local people and local businesses derive benefit from tourism and see it as a positive feature of life in Bridgend.

- Partnership Working in collaboration to make the most efficient use of resources whether it is between authorities and agencies or public, private and voluntary sectors.

- Distinctiveness Drawing on the natural and human resources of BCB to create something special which distinguishes the destination from other places and gives it an edge.

We know there will be many challenges, but along with our partner organisations we feel that: - Bridgend County Borough has a diverse, interesting offer and a lot of potential in

tourism terms but the offer is not quite there yet. - Water sports, golf and other outdoor activities have potential for further

development. - The trade is generally enthusiastic about the potential of the County and believe

there is a future for tourism in the Bridgend County Borough. - Events are key to generating visits and awareness and more emphasis should be

placed on this. - There is an aspiration amongst businesses to work together to offer more

dynamic packages. - There is an aspiration amongst BCBC departments to work together more

effectively.

The Social Services and Well-being (Wales) Act 2014 An Act of the National Assembly for Wales to reform social services law; to make provision about improving the well-being outcomes for people who need care and support and carers who need support; to make provision about co-operation and partnership by public authorities with a view to improving the well-being of people; to make provision about complaints relating to social care and palliative care; and for connected purposes The Act introduces changes to the way in which social and well-being services are procured on behalf of Welsh communities and emphasises the need and importance of prevention and early intervention and how local


authorities work collaboratively to provide a range of provision that may be delivered by social enterprises, cooperatives, user-led groups and Third Sector organisations. Section 16 of the Act introduces a duty on local authorities to promote social enterprises, co-operatives, user led services and the third sector. The aim is to secure increased involvement of people in the design and operation of services, and increased use of social values based models of delivery identified as social enterprises, co-operatives, user led services and the third sector in the delivery of social services, particularly but not exclusively, in early intervention/ prevention.

The Future Generations (Wales) Act 2015 The Future Generations (Wales) Act 2015 is about improving the social, economic, environmental and cultural well-being of Wales. It will make public bodies listed in the Act think more about the long-term, work better with people and communities and each other, look to prevent problems and take a more joined up approach. This will help to create a Wales that we all want to live in, now and in the future.

- Well-being Goals

1 A more equal Wales 2 A Wales of cohesive communities 3 A healthier Wales 4 A resilient Wales 5 A prosperous Wales 6 A globally responsible Wales 7 A Wales of vibrant culture and thriving Welsh Language

Welsh Procurement Policy

The Principles of the Welsh Procurement Policy revised mid-2015, which promotes the following 10 policy principles:

1 Strategic Procurement should be recognised and managed as a strategic corporate function that organises and understands expenditure; influencing early planning and service design and involved in decision making to support delivery of overarching objectives.

2 Professionally resourced

procurement expenditure should be subject to an appropriate level of professional involvement and influence, adopting the initial benchmark of a minimum of one procurement professional per £10m of expenditure across the wider public sector.

3 Economic, Social and Environmental Impact

Value for Money should be considered as the optimum combination of whole-of-life costs in terms of not only generating efficiency savings and good quality outcomes for the organisation, but also benefit to society, the economy, and the environment, both now and in the future.

4 Community Benefits delivery of social, economic and environmental benefit through effective application of Community


Benefits policy must be an integral consideration in procurement.

5 Open accessible competition

public bodies should adopt risk based, proportionate approaches to procurement to ensure that contract opportunities are open to all and smaller, local suppliers are not precluded from winning contracts individually, as consortia, or through roles within the supply chain.

6 Simplified Standard Processes

procurement processes should be open and transparent and based on standard approaches and use of common systems that appropriately minimise complexity, cost, timescales and requirements for suppliers.

7 Collaboration areas of common expenditure should be addressed collectively using standardised approaches and specifications managed by the National Procurement Service (NPS) to reduce duplication, to get the best response from the market, to embed the principles of this Policy Statement for the benefit of Wales; and to share resources and expertise.

8 Supplier Engagement and Innovation

dialogue with suppliers should be improved to help get the best response from the market place, to inform and educate suppliers, and to deliver optimum value for money.

9 Policy Development and Implementation

deployment of policy which supports the achievement of the seven well-being goals for Wales as set out in the Well-being of Future Generations (Wales) Act (2015)

10 Measurement and Impact

in accordance with good management practice, procurement performance and outcomes should be monitored to support continuous improvement, and examples of good and poor practice openly shared.


2.2 Consultations

Visitor Survey To explore the public’s reaction to a potential retail offering at Bryngarw Park an interactive consultation` was carried out. This was carried out over a two-day period during the February Half Term. The two days were selected to coincide with planned activities at Bryngarw Visitor centre that were targeted at families. The consultation was interactive, engaging and useful in gathering a range of data from a brief set of questions. Participants’ responses were colour coded as follows:

Red / Pink – Families Green – Groups Blue – Couples Yellow – Individuals Understandably, the majority of responses were from families who were the target market for the events being held. Groups were principally made up of family and friends, couples, and dog walkers. There were only 2 individuals surveyed, one waiting for a car to be repaired in the village, and another passer by visiting out of curiosity. Some adjustments to the data collected has been applied to account for additional stickers being applied by some children. The consultation was set out in five parts: Part 1. Visitor makeup:

a. Where visitors travelled from b. Visiting as a Family, couple, friends or on their own c. Reason for visit d. Mode of transport e. If regular visitors

As much of this the above was captured as possible (a and b were captured on the map), the rest of the information could only be obtained through conversation. On day two, when the number of visitors was very high, it was not possible to talk to every visitor.

Part 2. Views on a retail offering at Bryngarw Park

a. Feelings on a retail offering at Bryngarw Park b. What type of products are of interest to visitors to Bryngarw Park c. What influences their decision to purchase

Part 3. Visitors preferences for the types of refreshments that they would like to see

at Bryngarw Park.

Part 4. Any other comments There was an additional board where participants were able to leave any additional comments they felt needed to be included.

Part 5. Additional Questions

Some additional questions were posed where time permitted.


Survey Results

Part 1. Visitor Makeup

The home locations of respondents was captured on a large map of covering the County of Bridgend and neighbouring regions. Participants located their home address and placed a coloured sticker to mark this. If their home address was not on the map a post-it note was added to indicate the general direction and the location name.

The results of the location survey are as follows:

Visiting from Visitor Types

Families Groups Couples Individuals

Aberkenfig 1

Blackwood Gwent 1

Blaendulais ( Seven Sisters SA10) 1

Brackla 2

Bridgend Town 8

Broadlands Fach 1

Bryncethin 2

Brynmenyn 2

Coity 5

Coychurch 2

Creguau (Near Cardiff) 3

Cymdda 2

Garw Valley 3

Gilfach Goch 2


Hernston 1

Hirwaun 1

Llanharan RCT 2

Llanharan RCT 1

Llanharry 3

Maesteg 6

Nantymoel Ogmore Vale 1

Neath 1

Newcastle (Bridgend) 1

North Corenelly 1

North Corenelly 1

Ogmore Valley 1

Ogmore Valley 2

Pencoed 4

Pendre 1

Pen-Y- Fai 2

Pyle 1

South Corenelly 1

St Brides Major 1

Tondu 1

Tonyrefail 1

Tremains 1

Tremains Woods 1

Treorchy RCT 1

The majority of visitors travelled from within a 10 mile radius of the Park with most coming from Bridgend Town and surrounds. Outside of the Map’s boundary Maesteg was the next most popular location, with Rhondda Cynon Taff following. All bar 2 visitors surveyed had travelled by car, even when local.

Part 2. Retail Offering at Bryngarw Park

It is important to evaluate the general response to a retail offering at the Park and explore how such an offering will be received. The questions asked were framed to provide definite responses that clearly indicated the choices made. The colour coding throughout the consultation provides a method of capturing data across the four groups surveyed. The following three questions were used: a. How do you feel about a retail offering onsite?


Visitor Responses were:

Preference Families Groups Couples Individuals

Like 91 6 2 3

Dislike 0 0 0 0

Don’t Know 6 0 0 0

When making their choices, respondents expressed a high level of interest in the concept and conveyed a very positive response where, of the 108 responses received, 94.4% liked the idea with only 5.6% being unsure. There were no responses indicating a dislike for the concept.

b. What kind of retail offering would you like to see here?

Type of products Families Groups Couples Individuals

Welsh Crafts 53 4 2 2

Gifts 37 4 1 0

Souvenirs 19 1 1 0

Locally produced food 57 4 2 0

Other 3 of those surveyed were specifically interested in buying local honey. 2 of those surveyed would be interested in pottery classes


The choice of products was kept specifically broad to encourage a wider response. The results show that Locally Produced Food represented 33.7% of the all responses, with Welsh Crafts being 32.5% of the 187 responses received. Gifts followed these, with souvenir showing the lowest response amongst the choices given.

c. Would any of the following influence your purchase?

It should be noted that a child was observed applying stickers to the chart randomly. However, this has had little effect upon the results which have been adjusted accordingly.


The adjusted responses are:

The total number of responses was 399, with most influenced by localism, price and quality. For ‘locally produced crafts and food’ more than double the number of responses were given, with 59 out of 70 being strongly influenced by this criteria. For ‘size portability/delivery service’ and ‘available to purchase online’, only 12 and 21 responses respectively indicated these as deciding factors.

Part 3. What refreshments would you like to see on offer in the Café?

The choice of refreshments given are representative of the sector and types generally available. It is accepted that specialist offerings and/or themed restaurants, chains or other specialist establishments have not been included in this report. Respondents choices were recorded using coloured beads that matched the stickers used on the wall charts.


Description Families Groups Couples Individuals

Hot Meals 54 6 1 2

Hot takeaway snacks 61 5 1 1

Healthy option/organic meals 46 5 2 1

Vegetarian meals and snacks 39 4 1 1

Beverages 71 3 2 2

Sandwiches 68 7 2 1

Cakes 77 7 0 1

Ice-cream 75 5 0 1

Part 4. Any other comments you would like to leave?

In addition to the interactive questionnaire space was provided for people to leave individual comments and make suggestions. This was popular and resulted in the notes and comments below:

“Would like to see some activities for children and some taster sessions”

” The activities are really creative. The café lady is really friendly”

“Pottery classes and/or come and try sessions” requested by 4 people

“More child/baby friendly café”

“Better promotion of Willow Weaving, I had to search online to find – not obvious”

“Parking is expensive £2.50 all day” This person felt that if you had already paid to do an activity (Birdbox making which only lasts a short time) it was unfair to have to pay an extra £2.50 as there is only an all-day option.”

“Should have option to buy just an hour of parking”

“Could offer parking…………… or reduce fees during off peak times”

“Café needs to be more child friendly”

“Good value for parking. Fantastic site – lovely walks. Helpful staff”

“Fantastic day out – good value parking and Birdbox building was an amazing activity – we did it last year and came back this year”

“Sign or notice on Facebook/ website would be useful for events”

“Bike Hire, Buggy Hire, Wheelchair Hire”

“Bilingualism / More Bilingualism”

“Option to buy a season ticket”

“Found on a mother and Baby site via a Google search for places to visit off the M4; would be useful to have a Brown sign on the M4”

“Parking is cheap. Site is lovely. Activities are very good.”

“Would like the café to open for longer for drinks”

“A fair ground / A park”

“Drinks machine with hot and cold drinks

“Would be useful to have a brown sign off junction 36 on the M4”

“Workshop, jewellery making, pottery”

“Prepared Picnic. Child Box – sandwich, drink and bar of chocolate. Adult Box – with panini, wrap, toastie”

“More child friendly activities. Informative talks/ presentations/ seasonal “

“Bigger café or take away for tea/coffee and cake

“Sewing lessons”

“Always very friendly staff and plenty to do”

Initial indications show that the response from the public towards Bryngarw Park was very positive. Overall visitors were happy with the site and available facilities. There was slight criticism of the parking charges as there was no


tiered tariff for short visits, and of the lack of signage, particularly outside the Park on the local road network.

Part 5. Additional Questions and other research

Additional Information captured on day one as it was quieter and visitors had time whilst waiting for their slot in the Bird Box building activity. Due to the nature of the Willow Weaving event it was not possible to conduct these interviews on that day.

Reason for travel

Previous visits / visited before?

Mode of Transport

Other places visited locally

General impression

Bird box building workshop

Yes, have visited before

Car Parking is expensive


Lots of times, local within walking distance and have a dog so visit on a regular basis

Walking Like it

Killing time whilst car in garage

Few times with family and friends

Walked today sometimes cycle here

Very good, particularly like the Japanese garden


Yes Car St Fagans, Dyffryn Gardens, Margam Park

Very Good, regularly visit and attend events

Dog Walking Yes Car


Yes, loads of times and also used to visit as a child

Car Travelled form RCT. Friends of Bryngarw Park on Facebook – get to hear about the activities. Really like the park and the activities on offer

Bird watching (Visit as a couple)

Visit often Car Parc Slip Nature reserve – Tondu Garw Valley Lakes

Very good, great variety of walks and wildlife to photograph. Really enjoy it.

Bird box building workshop ( 3 families)

Yes Car Really like it here, we come lots of times to take part in the workshops

Dog Walking Yes Car

Dog Walking – here visiting from Berkshire

First time visiting Bryngarw Park

Car Ogmore Cowbridge

Like that the cycle path is separate from the walking path Like the Japanese Gardens Not enough dog poo bins


Crafters Consultation An additional five questions were provided for a crafters event held by REACH as part of another project. The questions were added to another questionnaire so that responses could be gathered by craft producers attending the event. The sample is small and cannot therefore be viewed as representative of the sector. However, the questions and responses are included as they do indicate that, in addition to very modest pricing, localism and the production of gifts are the dominant trends, and there is a favourable response to the prospect of additional retailing opportunities. Questions and responses for Crafters and Local Producers were as follows:

1. Please could you tell us about your products, are they

YES NO SOMETIMES

a. Produced locally? 11 1 0

b. Are your products handmade? 11 1 0

c. Are your products locally grown? 1 3 1

d. Made from locally sourced materials? 2 4 2

e. Are your products organic? 0 9 0

2. What category would you place your products under?

a. Food stuff 0

b. Gifts 10

c. Home wares 2

d. Perishable Goods 0

e. Plants / garden items 2

f. Other 9

Please specify: Chocolate posies Ribbon/lace Paper craft Leather shoes Wooden items Wooden items Paper craft Ceramics Art

3. Under what price bracket would you place (the majority of) your products?

a. Under £5 8

b. £5 - £25 7

c. £25 - £50 3

d. £50 - £100 0

e. £100 + 1

4. Would you be interested in having the opportunity to sell your products in a new

retail site at a local public attraction?

YES NO

9 1


5. Would you class yourself as a Social Enterprise?

YES NO

a. Community / Craft Group 5 -

b. Sole Trader 1 -

c. Limited Company 2 -

d. Social Enterprise - -

e. Charity 3 -

f. Other (please specify): Support Organisation

Support Organisation

Hobbyist

Producers consultation An additional survey of local producers was conducted, however the response was poor and therefore also too small to be a representative sample. The types of goods targeted were non-perishable items that would be either long lasting or could be stocked indefinitely. Although this narrowed the field, it allowed for a more manageable model of goods for sale at the Park. In addition, products were avoided where it could be viewed that placement at the Park would be self-competing. Again, the level of response received was poor, with only 15 respondents providing any meaningful data, representing the following products: - Preserves - Honey - Wine - Pottery/ceramics - Toys - Arts & Crafts - Glassware - Novelty items - Personalised gifts - Jewellery

The businesses canvassed could be generally placed in the gifts category. Within this theme localism again comes through strongly and there is strong support for a local retail offering. The questions and responses were as follows:

1. Please could you tell us about your products, are they

YES NO

a. Produced locally? 13 1

b. Are your products handmade? 15 0

c. Are your products locally grown? 4 10

d. Made from locally sourced materials? 10 5

e. Are your products organic? 4 11


2. What category would you place your products under?

a. Food stuff 4

b. Gifts 15

c. Home wares 2

d. Perishable Goods 4

e. Plants / garden items -

f. Other -

Please specify: Toys

3. Under what price bracket would you place (the majority of) your products?

a. Under £5 3

b. £5 - £25 12

c. £25 - £50 6

d. £50 - £100 4

e. £100 + 3

4. Would you be interested in having the opportunity to sell your products in a new

retail site at a local public attraction?

YES NO

14 1

5. Would you class yourself as a Social Enterprise?

YES NO

0 15

a. Community / Craft Group - -

b. Sole Trader 9 -

c. Limited Company 6 -

d. Social Enterprise - -

e. Charity - -

f. Other (please specify):

2.3 Products and Services

a) Portfolio of existing products

Bryngarw Park The park does not currently produce any products outside of materials needed for workshops and activities. Some literature regarding the Park is displayed in the Visitor Centre, but there are no ‘products’ for sale to the public. The chief product of the Bryngarw Park is the Park itself. As a venue and destination it attracts some 200,000 visitors annually who come to enjoy the grounds, gardens, children’s play area and café. Most revenue is derived from the car parking fees, special events, chargeable activities and rental income from the Cedars Café and Bryngarw House. B-Leaf B Leaf Horticultural Centre was set up by Bridgend County Borough Council in 2005 as a semi-commercial Day Service for people with learning disabilities. It provides horticultural and gardening training and sells the plants it grows to the general public. In


addition, B Leaf also provides grounds maintenance to Bryngarw Park in which it is situated. Their products reflect the nature of their activities and includes plants, planters, growing products and other various garden items such as compost and hanging baskets. Wood-B Based at the Tondu Enterprise Centre, Wood B is a wood industrial workshop providing work experience, training and NVQ qualifications for people with learning disabilities whilst producing wooden products and buildings. Their products include fencing, decking, gazebos, sheds and bespoke items such as lecterns and mountings for memorial plaques. They are also capable of producing large scale projects and buildings, having built the B Leaf Horticultural Centre at Bryngarw Park, The Rockwool Centre for Learning and the Sony Environment Project.

b) Future products To compete in the market it will be necessary to continuously develop the range of products and services that the Park offers. These can be developed into a portfolio of Awen / Bryngarw Park branded goods that have the potential to be sold at establishments across the Awen group and beyond. Potential goods could be: Bryngarw Park: Branded novelty items Branded foods (honey, jams, etc.) Bryngarw (plant/activity) books, post cards, etc. B-Leaf: Larger range of plants (indoor/outdoor) Gardening tools, planters, etc. Develop a wider range of gardening related gifts Potential for beverages and light snacks Wood-B: Small gifts and novelties Wider range of furniture Flat pack items (units, planters, etc.)

c) Capacity and potential for fulfilment

It is important to understand that developing and maintaining a range of products and services requires resources and the right experience. Awen have begun the process of addressing their skills gaps and have recruited a Park Manager to take on the social and commercial activities of the Park. He is supported by Awen’s marketing team who are able to help develop and implement concepts and strategies for retail at the Park. In addition, any retail offering will need particular skills, either in retail or service, to ensure that each venture is successful. For example, food outlets will require experienced food safety certified staff and shop environments skilled customer service staff. Also, it will be necessary to include tills, stock and equipment that will need to be monitored for cash handling, security and stock control.

d) Ensuring product range and production consider a mixed ability staff team and work-

based training potential The Park already provides training for people with learning difficulties at Wood-B and B-Leaf. This could be extended to include production, retailing and the development of customer facing skills.


There are a number of examples where social firms / enterprises have active paths to employment and encourage their trainees and clients to engage with their businesses in this way. One particular example, Beacons Creative in Brecon, has already been visited by Awen staff to explore the potential for training and employment at the Park and how this is bedded into their manufacturing workshop, retail outlet and café.

e) Partnerships

Awen have a wide network across their organisation which is supplemented by local groups and partnerships with the Local Authority, REACH, local trade groups and producers. Awen have also have an active programme of sourcing new suppliers and making links with other organisations towards developing a portfolio of products for retail at the Park. For B-Leaf this means exploring and using more commercial suppliers for plants and related goods which historically was not possible when under Local Authority control. This has opened up the potential to expand on the goods sold and supports the development of B-Leaf as a garden centre. Wood-B are exploring their market and the trends within it. This has led to exploring new products such as the fairy doors, book ends, candle holders and recycling storage chests, all products that potentially can be sold online. Other partners include a specialist employment agency which has already led to a number of training places and an individual gaining local employment as a result. This and other links are already providing benefits for the Park and its stakeholders.

2.4 Services and Workplace

Bryngarw Park provides opportunities in the workplace for a wide range of people through Awen, the Park, Wood-B and B-Leaf. The opportunity for developing further employment at the Park is significant, particularly when factoring in retail and the potential this might offer.

Recently there have been some moves towards workplace training which has resulted in the employment of a trainee at a retail establishment in Bridgend. Trainees also produced a very successful range of wooden reindeers sold during the Christmas period at the Park’s visitor centre made from coppiced wood gathered in the grounds.

In any one of the retail options set out in this report there is the further potential for employment opportunities. The more significant the option, the higher the number of potential employees, with a notional figure given for each. This, however, can be adjusted to suit the training requirements, although it is advised that any employment offered is able to be supported by the business.

a) Capacity for work-based training

As discussed above, retail offers Bryngarw Park the opportunity to provide work-based training to their trainees. The mix of skills that are learned can form the basis of a real progression into the workplace. As the example of Beacons Creative shows, there are significant opportunities to progress into employment either within the business or beyond in the wider community. The progression varies depending on the trainee, but the outcomes for the individual can be profound and life changing.


It is difficult to assess the capacity for workplace training given the diverse nature of the options set out in this report. However, set out with the options are the potential available positions in each.

b) Offer of work-based training

Work-based training will require a system of management and monitoring to ensure outcomes can be appropriately assessed and recorded. The time it takes to be work ready can vary enormously between individuals and it is important to recognise this when developing training programmes and progression paths.

c) Capacity to build a volunteer base

Retail offers Awen the opportunity to develop a volunteer programme as part of a wider work-based training initiative. This could provide the Park with additional resources and help a wider range of people to be engaged with the Park and the retail activities within it. Links with Bridgend College, Careers Wales and the Job Centre would provide a base of people who could directly benefit from any training offered. In addition, this will help to develop skills for the business and wider economy.

d) Progression opportunities

The training opportunities at Bryngarw Park offer individuals a path towards entering mainstream work environments. By taking a person-centred developmental approach, each adult with a learning disability can achieve their aspirations for independence. This can lead to improved outcomes for the individual and a reduction in the cost of their support.

2.5 Market Analysis

Sources This market analysis is compiled using data from the Office of National Statistics, Visit England’s Great Britain Tourism Survey (GBTS), Wales Visitor Attraction Survey 2015, and the Tourism Alliance Statistical Survey of 2012, as well as a number of local sources of information such as the Bridgend Tourism Association, Bridgend County Borough Council, REACH, Visit Wales and Welsh Government online statistical data. Market Profile and Trends Bridgend County Bridgend County Borough Council is a diverse county that covers 110sq miles in central South Wales and sits roughly midway between Cardiff and Swansea along the M4 Corridor. It stretches from the golden sands of the south coast up to the steep sided coal mining valleys to the north and, as such, can be broadly split into three distinctive regions:

Coastal Region The coastal strip stretches east to west from Merthyr Mawr to Kenfig, with the small port of Porthcawl located between them. There are seven bays and beaches that attract large numbers of visitors during the summer and the coast is popular with local visitors all year.


Merthyr Mawr are the second highest warren of sand dunes in Europe and are flanked by the Ogmore River estuary to the east and Porthcawl to the west. Porthcawl is a popular destination with promenade, large fairground, small harbour and beaches. A former port serving the past industrial might of the coal and steel industries, it is now a quiet seaside town that hosts surfing events, Elvis conventions and holiday makers. Kenfig Village sits alongside Kenfig National Nature Reserve, a system of sand dunes and a lake that form part of the largest active sand dune system in Europe. Located in the south east of the County, Kenfig is popular with tourists and local visitors. The nature reserve is a site of special scientific interest and the lake is very popular with bird watchers.

Bridgend Town Bridgend is a market town and the County capital with a population of some 40,000 people. It is located to the south east of the County and just south of the M4, making it a popular choice for manufacturers such as Ford, Sony, and others. At junction 36 of the M4 there is a large designer outlet retail park, McAthur Glen Park, with cinema complex and a food court

The Valleys To the north of the County are the three valleys of Llynfi, Garw and Ogmore. These culminate at Sarn just north of the M4, stretching down the County for some seven miles. These valleys follow their respective rivers and are home to visitor attractions such as Bryngarw Park and the many walks and cycle tracks through the beautiful countryside.

Bridgend Borough County is very accessible via the M4 Corridor and A48 that provide good links to those travelling both east and west through the region. The Bridgend County Tourism Strategy 2011 – 2016 reports that 80% of visitors arrive by car, with Swansea and Cardiff being only 30 minutes away, and Birmingham and London some 2½ hours distant. There are good public transport links throughout the County, however there has been some concern expressed regarding routes between Bridgend and Porthcawl, the county’s largest population centres.

Market Description The market for tourist type activities in Bridgend can be broadly divided into three categories, cultural tourism, holiday makers and outdoor pursuits. These are the primary attractions offered to visitors to the County and form the basis for local efforts to attract more visitors to the region. However, as this analysis will show, such attractions are not the principle draw for people visiting the area, with shopping attracting ten times more visitors than all other attractions combined. According to Visit Britain and the Office for National Statistics (ONS) visitor numbers to Wales continued to rise in 2016, especially amongst overseas visitors, and outperformed the rest of the UK by 20%. This trend is predicted to continue as the weak pound continues to fuel visits from foreigners.


The ONS break the target market down into the following categories: GB based day visitors (visiting for 4 hours or more) GB based overnight visitors (staying I night or more) Overseas visitors (staying 1 night or more) These are further defined as: Holiday/vacation visits VFR (Visiting Friends & Family) Shopping, restaurant and club visits Cultural day visits Activity day visits Business and other visits

The tourist market in Bridgend is relatively low key with most leisure visitors attracted by the coastal beaches and shopping at the Designer Outlet park. Although derived from a small sample, according to the Visit Britain, visitor numbers in Bridgend are up on last year by 55%, with large rises in both spending and nights spent. However, this is tempered by a drop in the average length of stay which is down some 6% against 2015 figures. Although still a key focus for the Council, it is clear that the current climate of austerity has put pressure on services, with Local Authority owned attractions such as Bryngarw Park being transferred out of Council control. This puts pressure on local resources and the Council’s ability to promote the region and what it has to offer.

The key attractions in the County are: - Bryngarw Park, Parc Slip, Nature Park, Tondu Iron Park, Bedford Park, Kenfig

National Nature Reserve, Lakeside Farm Park - McAthur Glen Designer Retail Park - Coney Beach Pleasure Park - Merthyr Mawr, Kenfig Sands, Newton Beach and Sandy Bay beaches - Valley Walks, Afon Forest Park, Margam, Coity and Candleston castles, and - Margam Abbey To varying degrees all these attractions cater for families, active elderly, individuals, couples and groups. The most visited destination in Bridgend County is the McAthur Glen Designer Retail Park which attracts in excess of 3.5 million visitors per annum. The beaches and Porthcawl are the next biggest tourist draw to the County with each attracting some 15,000 visitors annually. Target Market For the purposes of this analysis the market for trade has been defined in terms of tourist day visits and night visits which comprise of one or more nights stayed in the County. Table 1.1 shows the number of visits to Bridgend and how these are ranked out of the 22 local Authorities across Wales. The figures used are taken from the Welsh Government’s Tourism Profiles for Wales and its individual counties.


Table 1 Tourist Visits to Bridgend 2010 - 2012

Description Visits (m)

Rank (/22)

Nights (m)

Rank (m)

Spend (£m)

Rank (/22)

GB based day visits 4.48 9 - - 113 10 GB based overnight visits 0.25 12 0.86 11 41 12 Overseas visits 0.02 14 0.18 12 8 12

All visitors 4.75 9 1.04 11 163 12

Notes: Totals may not sum due to rounding; Day Visit averages based on 2011 & 2012 data only. Sources: GB day Visit Survey, GB Tourism Survey, International Passenger Survey Bridgend has an average overall number of tourism visits, nights and spend. Day visit spending is also more important for the County and is proportionally higher than can be found in the rest of the Country, being ranked 9th in the UK for visitors and 10th for spending. According to the Profile data Bridgend is the 4th most popular day visitor destination in Wales, with the County being ranked 7th for spend and 10th for cultural activities. Table 2 Visitor Activities 2010 – 2012

Purpose of Visit Trips (m)

Rank (/22)

Nights (m)

Rank (/22)

Spend (£m)

Rank (/22)

Holiday 0.14 11 0.55 11 26 12 VFR (Visiting Friends & Relatives) 0.77 14 0.40 11 23 15 Shopping, Restaurants & Clubs 1.40 4 - - 44 7 Cultural Day Visits 0.99 10 - - 23 7 Active Day Visits 1.42 7 - - 39 9 Business & Other Visits 0.03 14 0.09 14 9 13

Total 4.75 9 1.04 11 163 12 Notes: Totals may not sum due to rounding; Day Visit averages based on 2011 & 2012 data only. Sources: GB day Visit Survey, GB Tourism Survey, International Passenger Survey Those visiting friends and relatives spend more than twice that of cultural and active visitors with business visitors spending less overall but representing a higher individual spend per the number of trips taken. Shopping trips account for 29% of all visit as a whole and represent 27% of visitor spending. VFR (Visiting Friends and Relatives) accounted for 16% of all trips, with 21% being cultural and 30% being for active pursuits. Tourism Trends There has been an increase in tourism in Bridgend in recent years, with data from the Welsh Government’s “Tourist Attractions: Current Trends (2013)” showing a marked increase in tourism across Wales between peak seasons in 2012 and 2013. More recent figures from Visit Britain show that tourism in Wales is up from 84.1 million in 2015-16 to 104.6 million in 2016-17, a rise of some 24.4%. This is against an equivalent rise of just 0.6% for Britain as a whole.


Fig. 1: Trends in Overnight Tourism Trips, Nights and Spend in Bridgend 2006-2012

From 2008 to 2012 Bridgend saw a consistent rise in tourism than did the rest of Wales. The average spend per night has increased since the 2008-10 period whereas Wales as a whole saw a slight increase during the same period.

0

500

1000

1500

2000

2006-08 2007-09 2008-10 2009-11 2010-12

Business & Other

VFR

Holidays

0

1000

2000

3000

4000

5000

6000

7000

2006-08 2007-09 2008-10 2009-11 2010-12

Business & Other

VFR

Holidays

0

50

100

150

200

250

300

2006-08 2007-09 2008-10 2009-11 2010-12

Business & Other

VFR

Holidays

Bridgend: Trips (thousands)

Bridgend: Nights (thousands)

Bridgend: Spend (£m)


Table 3 Average GB Day Visitor Spend for 2011 - 2012

Description Trips (m)

Spend (£m)

Spend/Trip (£)

Shopping, Restaurants & Clubs 0.37 15.54 41.83 Cultural 0.13 2.54 18.89 Active, Sports or similar 0.27 2.95 11.07 VFR (Visiting Friends & Relatives) 0.27 4.99 18.87

The available data shows that visitor spending is lower when visiting rural locations against others. Shopping represents the largest spend being nearly four times that of spending on active pursuits. Tourist Economy The ONS categorises the four main groupings for tourism industries as follows:

Accommodation services, Food and beverage serving activities, Passenger transport services, vehicle rental and travel agencies Cultural, sports, recreational and exhibition / conference activities

Tourist characteristics as defined by industry SIC (Standard Industrial Classification) codes within the broad definitions above are: - Accommodation services (6 SIC five-digit codes), - Food and beverage serving activities (7), - Railway passenger transport (1), - Road passenger transport (2), - Water passenger transport (2), - Air passenger transport (2), - Transport equipment rental (3), - Travel agencies & other reservation services (4), - Cultural activities (7), - Sporting & recreational activities (6), - Exhibition & conference activities (3). According to the 2011 tourist Profile, Bridgend is ranked 11th for the number of units servicing the tourism sector in Wales. However, as a proportional percentage of all local units in the area, the County has a higher than average proportion of units in ‘passenger transport’, being ranked 5th out of the 22 Welsh local authorities. Bridgend is ranked 11th for the number of units in the food and beverages category. Table 4 Bridgend: local units in Tourism Characteristic Activities 2011

Tourism Industry

Number of local units in

area

Rank (/22)

Number of local units in Wales

% of all local units

in area

Rank (/22)

Breakdown % Wales

Accommodation Services 30 13 1,650 0.7 12 1.5 Food & Beverage Serving Activities 305 11 7,075 7.5 5 6.4 Passenger Transport & Travel Activities 65 5 1,225 1.6 4 1.1 Cultural, Sport, Recreation Activities 70 18 2,285 1.7 17 2.1 Tourism Activities 470 11 12,235 11.6 10 11.1

All Industries 4,045 16 110,625 100.0 - 100.0


Consumer Spending

The Barclays Local Insights Consumer Spending Survey 2017 shows how spending patterns in Bridgend compare against the rest of Wales. They measure spending across a number of consumer sectors which are as follows:

- Hair & Beauty

- Clothing & Accessories

- Pharmacy & Cosmetics

- General Merchandise

- Supermarkets

- Fuel

- Eating Out

- Digital Content

- Electronics

Their study is viewed as a leading reference and so is used for statistical analysis here. For the purposes of this report General Merchandise has been used as the category of consumer spending.

The Barclays study shows that although there is a slight negative difference between the overall figures, spending on general merchandise in Bridgend up 4% on last year.

According the survey, Bridgend spends 7% less than the UK average where Wales’ spending is 10% less. Their study shows that although overall spending was down 3.7%, leisure spending was up 15%. This is against a Wales like-for-like spending of -4% and 10% respectively.

Store visits also compared well against Wales, with 22% of people in Bridgend shopping online and 78% shopping in store, only -1% down when compared to Wales.

Target Market

Bryngarw Park’s target market can be divided into three core groups; casual visitors, day trippers/tourists, focussed consumers. The motivations for each group will vary and can be summarised as follows:

Casual visitors people who may not have planned to visit, or who have only recently decided to visit with no clear agenda or purpose

Day trippers/tourists people who have planned to visit, or are on holiday, usually as

a family or couple Focussed consumers people looking to purchase goods and services Within each group will be subsets of people, such as children for example, who are influencers and can determine what people spend their money on. Given the diverse nature of products on offer (gifts, food, gardening, etc.) the spending patterns will vary between groups. Weather will also play a major part in consumer


spending patterns as will events, promotions and the seasons. Given this it is recommended that historic spending patterns are recorded and built up over time so that appropriate strategies can be refined as data is gathered. This will help to inform long-term forecasting, sales activities and marketing efforts.

Competitor Analysis

The competitor analysis has been confined to Bridgend County although it is accepted that there are a number of venues and destinations further afield that would compete for people travelling into the area, although unless event specific, it is unlikely that this would impact significantly on overall visitor numbers. The following list of competitors are a like-for-like comparison of Bryngarw Park that are within the Bridgend County and surrounds. Other local restaurants, pubs and cafes have not been included as they won’t tend to compete for the same type of destination visitors who have travelled specifically to the Park.

Competition Analysis Score: 1 = low …. 5 = high

Name Description Threat Score Merthyr Mawr National Nature Reserve, Bridgend

Sand dunes, dune woodland. Not suitable for wheelchairs and buggies.

There are limitations for visitors with young children and wheelchair users and so the threat is modest

4

Parc Slip Nature Reserve, Bridgend

300 acres woodland, grassland and wetlands Activities, easy access for disabled.

This attraction is a direct threat to Bryngarw Park as it offers walks, activities and has a shop and café and provides free parking.

5

Kenfig National Nature Reserve, Bridgend

Walks, leading to beach There are no facilities on site although if travelling by car there are a number of local pubs and restaurants. Its remoteness and distance from Bryngarw means it has a limited effect upon the Park but it is popular with dog walkers.

3

Parc Calon Lan, Bridgend

Walking and cycling has two lakes.

Offers some similar facilities, such as a Visitor Centre, so is a medium threat.

3

Cyfarthfa Park and Museum, Merthyr Tydfil

Parkland, museum, castle, gallery, mini railway and Play areas.

A popular attraction that holds regular events and has very similar facilities to Bryngarw Park.

5

Garwnant Visitor Centre, Merthyr Tydfil

Walking trails, puzzle trails, accessible trail, mountain bike trails and skills area, play area.

There is a café onsite with picnic facilities, child friendly activities, a visitor centre and parking.

5

Ynysangharad Park, Pontypridd

War memorial park, lido, play area, golf, pitch and putt, bowling greens, tennis, football, cricket pitches, exercise classes for all ages plus a programme of events.

Although centred around sport, there are a number of more general activities that appeal to families..

4


Barry Sidings Countryside Park, Pontypridd

Trails, BMX track, playgrounds, duck pond, cycle paths. Wheelchair and buggy friendly.

There are significant similarities between Bryngarw Park and this attraction. Their seasonal café is only open during the summer months, but they do hold special BBQ nights and put on family events.

5

Margam Park, Port Talbot

Children’s Fairy Tale Village, narrow gauge railway, farm trail, castle, gardens , deer herd tour, cycling, visitor centre and events.

This is a major attraction with a large range of activities for the visitor. Space is also given to commercial concessions.

5

Afan Forest Park, Port Talbot

Mountain biking, cycling, walking, visitor centre.

Although focussed on cycling and walking, there is a café, shop and parking.

4

Once Upon a Playtime, Bridgend

Indoor play centre offering a large 3 tiered adventure play structure with an educational focus. It is situated close to Bridgend railway station close to the Town.

Although not a direct threat, it will compete for young children and catch those who wish to avoid being out in bad weather or are looking to fill a couple of hours with their children. Entry fees start at £1.50 rising to £5.75

3

Halo Centres

Bridgend County

Bridgend Life Centre

Garw Valley Life Centre

Maesteg Swimming Pool

Maesteg Sports Centre

Ogmore Valley Life Centre

Pencoed Swimming Pool

Pyle Swimming Pool

Ynysawdre Swimming Pool

Sports facilities throughout the County transferred out of Local Authority control with swimming and other sports related activities.

Will compete for some activities, especially from children attending structured sports activities. However, it is a different marketplace and, although it’s free to enter, the fees for activities are quite high.

3

Bedford Park, Bridgend Another former iron works, Bedford Park is set in 40 acres. The land is returning to nature and there are cycle trails and children’s play areas, Car parking is free.

As a local place to take children this represents a higher threat, although there are no facilities.

3

Wiggleys Fun Farm A family centred attraction with large play area, shop, café, picnic area, rides, party rooms, animals and a large car park.

This is a high threat as there is a lot for visitors to do. However,they do charge for entry, which could deter some visitors.


Lakeside Farm Park, Bridgend

A farm park with facilities to the north at the Lakeside Venue where canoeing and other activities are available. To the south is a caravan park.

More likely to be frequented by those staying at the caravan park. Visitor numbers are unknown but the lake is quite small so visitor numbers may be limited.

2

2.6 Branding

a) The Bryngarw story Bryngarw House is believed to have been built in the 15th Century but was first recorded when being given to Frances Traherne as a wedding present by her brother John in 1775. The Trehrnes then occupied the house until the 1940’s, developing the grounds and house until their descendent, Captain Onslow Powell Traherne, sold it to local businessman R. S. Hayes who occupied it until his death in 1959. It was then acquired by the local council and used as Local Authority housing until 1980 when the site was designated a country park. In 1982 reclamation work began and the Park was opened to the public on 23rd May 1986.

b) History to date Bryngarw Park was transferred out of Local Authority control in October 2015 and has been continually developed since that time. Prior to the transfer the Park had enjoyed an EU funded refurbishment to turn Bryngarw House into a 19 bedroom hotel and restaurant. The House is now managed by 5 Star, a catering, wedding and events company who operate under a lease to Awen, who occupy the adjoining out buildings to the rear. In 2012 the visitor centre and café was developed, which also houses the Ranger’s office, display foyer, classroom/event room, and disabled toilet, with the café being privately managed by Cedars under a separate lease arrangement.

c) The vision & mission Awen Cultural Trust state that “Our purpose is to Make People’s Lives Better by providing space and opportunity for people to enjoy vibrant cultural experiences that inspire and enhance their sense of wellbeing”. Their values are further defined as follows: CREATIVE

We look at fresh, creative ways to continually improve what we do and how we do it. We champion innovation and are responsive to the changing world around us.

COLLABORATIVE

We are pro-active in developing positive relationships internally and externally with colleagues, stakeholders and partners.

EMPOWERING

We empower people to achieve their potential and make good things happen. FAIR

We strive to be fair in all our dealings and respect one another and the communities we serve. In an average year we can expect in excess of 1million visitors/users to our services drawn from all areas of the county borough and far beyond.


d) Ethical story, the impact on society

Bryngarw Park, through B-Leaf and Wood-B, provide training opportunities for people with learning difficulties. These two services were transferred out of the Local Authority when the Park was received by Awen in 2015. Awen is keen to expand upon the services provided and develop workplace and progression training and have already begun to deliver training through a partner arrangement with Elite Supported Employment Agency. There are other initiatives that have helped to develop individuals which include: - Increasing marketing activity to include raising the profile of accessibility

opportunities, facilities and aides within the Park - Adoption of the HYNT scheme which provides people with disabilities and carers with

free tickets for performances and events - Working with Elite Supported Work Agency to develop training plans for trainees for

delivery through B-Leaf and Wood-B, creating training, work experience taster sessions, and increasing trainee places on existing programmes

- Creating more training opportunities and work experience taster sessions for adults with disabilities across the Awen Trust

- Hold an open day for parents/carers - Hold an awards evening to acknowledge trainee success

e) Marketing

Awen are aware of the need to develop a strong marketing strategy and are currently developing a Marketing & Development action plan. In addition, a branding review has been carried out, branding workshops have been held with staff, and a grant from the Arts Council Wales for moving their marketing systems to digital platforms has been applied for. There are potential areas for marketing that could enhance the visitor experience and lead to more sales. These include:

- adding labels to plants throughout the park that direct visitors to B-Leaf where

they can purchase one of their own, - using signage in the Park to inform visitors and direct foot traffic to B-Leaf, - increase the prominence and use of social media platforms and include

references to them on signs, leaflets, letterheads, business cards, etc., as well as giving them more prominence on the website and perhaps exploring rewards for re-tweeting, re-posting, shares and likes, and other sharing platforms.

- developing kids clubs, gardening clubs, luncheon clubs, etc., and/or membership packages with benefits (discounts, special offers, etc.) to help encourage multiple visits and the spread by word of mouth.

f) Corporate identity & Branding

As indicated above, Awen is currently reviewing its branding and image. Given the potential for product development at Bryngarw the opportunities for packaging should be explored early, particularly at B-Leaf where labelling is so critical to the buying experience.


g) PR and Publicity PR is currently managed through Awen’s Marketing and Development Team. There is no known specific strategy governing PR although there is considerable experience within the management team to manage this.

h) Internet Presence Bryngarw Park’s web presence is hosted on the Awen website which is colour coded to differentiate between Awen’s other sites. The Park has 12 dedicated pages using a green Awen theme which is a modern, spacious and well designed. Although easy to navigate, the social media elements are small and not immediately obvious. There is a large panel showing Facebook feeds on the Home page, however it requires the user to scroll down the page to view it. The Bryngarw Park pages will need to reflect the increasing importance of social media platforms, especially as access to the internet using mobile devices continues to grow.

2.7 Risk Analysis and Management

The risks for any of the retail options set out in this report can be compared to those that apply to other businesses and, like other businesses, becomes a daily challenge. However, if well managed risk can have a very positive impact by providing managers with the information and means by which to strengthen and future proof their business. For this report risk has been confined to the retail options only and although there may be a cross over with other risks to the Park, they are not discussed here.

Cash Crisis Management As with any business, and for any of the retail options presented, it will be necessary to develop good policies and procedures to manage turnover and negative cash flows. For example, measures to manage this could include building up emergency funds out of turnover or ensuring that there is adequate capacity in any borrowing.

Insurance It is assumed that all relevant insurances will be managed by Awen centrally. It should be noted that if Wood-B are receiving customers then special provisions may apply with regard to it being a workshop full of electrical tools and equipment. Skills and Experience It is understood that there are some retail skills shortages although recent recruitment for the Park has begun to address this. The commercial skills gap will be addressed by the executive team on a needs basis and it is expected that suitable persons will be recruited for any retail options implemented.


Risk Matrix

NAME Bryngarw Park OBJECTIVE Retail Offering

Risk Impact: 1 = Low 5 = High

OPTION DESCRIPTION

RISK IMPACT

RISK MITIGATION

Option 1 Conversion of existing Visitor Centre into a retail space.

1 - ½ day planning - ½ day

implementation - Cost of some

shelving/display units, till and electrical points.

- Cash handling

- Can easily be returned to existing use with little effort and cost.

- Cash handling procedures will need to be in place.

Option 2 Development of a new retail offering at B-Leaf including consolidation of Wood-B using (repurposed) planning consent.

4 - Significant build cost as Wood-B will need a ventilation system plus the moving of existing equipment and stock.

- Low capital investment.

- Building disruption at B-Leaf.

- Disruption for visitors.

- Disruption for bee keepers.

- Robust planning required with the appropriate professional help (architect, project manager, etc.)

- Right levels of capital investment to ensure project success.

- Funding could be leveraged against the final build cost.

- Detailed procedures to help minimize disruption.

- Good signage and continuous information campaign.

- Early and continuous consultation with the bee keepers.

Option 3 Redevelopment of the Visitor Centre and adjacent path and toilet block.

4 - Relative high redevelopment cost of the Visitor Centre and adjacent toilet block.

- Will require temporary toilets throughout the

- Ensure appropriate capitalization of the project.

- Robust project management.

- Temporary toilet block.

- Temporary prefab building could be


build. - No access to the

classroom during the build.

- Footpath access to the Park, B-Leaf and House will be blocked.

used for classroom activities if necessary.

- Alternative access to the Park to the right and rear of the Visitor Centre.

Option 4 Build a bespoke dedicated retail space adjacent to the existing Visitor Centre at the head of the car park.

3 - Will require significant levels of investment.

- Likely disruption to the Park, car park and Visitor Centre.

- May affect the design of the car park and landscaping around the Visitor Centre.

- Will require robust management and significant resources.

- Will require detailed feasibility/business planning.

- Ensure appropriate capitalization of the project.

- Provide information and develop traffic and people movement plans.

- Ensure impact assessment account for all elements of the Park.

- Allocate appropriate resources to the project.

- Commission detailed reports as required.

Option 5 Small Kiosk type structure for snacks, light refreshments and beverages.

2 - Structure is accessible and safe.

- Security, storage and handling of perishables.

- Power and utilities, including water and waste.

- Litter.

- Construction and siting of the structure will need to be assessed.

- Perishables are kept refrigerated at all times.

- Utilities are planned and installed by professional contractors.

- Adequate bins are provided and litter management procedures are in place.

Option 6 To develop a retail offering within B-Leaf.

2 - Inadequate signage leads to poor sales.

- Cash handling. - Interaction

between the customers and Trainees.

- Improve signage and ensure marketing is adequate.

- Use robust cash handling policies and procedures.


- Supply chain. - Operational

management.

- Ensure good customer service training is provided.

- Implement supply chain management policies and procedures.

- Ensure that the appropriate skill sets are present for day-to-day management.


3. Options Appraisal The options presented below provide an outline of the potential for retail at Bryngarw Park. Although not an exclusive list, they are achievable options within the context of the Park, Awen and its wider portfolio. In addition, it is accepted that Awen already have retail outlets across the group and that a great deal of knowledge and experience in these can be applied to a retail offering at Bryngarw Park.

3.1 New Legal Structures To establish the structural requirements of governance for any potential retail offering it was necessary to explore how the Park is currently managed and develop an understanding of this. Currently Bryngarw Park, B-Leaf and Wood-B are managed by the Awen Cultural Trust who have a strong management structure managing multiple venues, libraries and other sites throughout the Bridgend Borough. Given the level of expertise and commercial skill within Awen it was felt that no new legal structures of governance were required in the context of this report and that no new incorporated bodies need to be established.

3.2 Franchise One option suggested for Bryngarw Park includes the invitation or setting up of a franchise outlet. This presents a number of possibilities and could be in the form of a coffee shop or fast food kiosk type outlet. Awen and the Park have a very strong ethical philosophy that is supportive of local growers and producers. Also, the Park’s brand extends to the natural environment and living and working in harmony with it. This approach narrows the field and of the top 50 food franchises in the UK only coffee shops were found to be suitable, however the number of visitors outside of weekends and events does not meet any of the franchises footfall minimums.

3.3 Rental The potential to rent out space to other providers exists but will require careful management and monitoring. The existing café has highlighted the need to enshrine the Parks philosophies into agreements to ensure that visitors receive a consistent message across the Awen brand. This will need further investigation as no suitable providers were found at the time of writing. To explore this in more detail a strategy of advertising and perhaps joint development might be necessary.

3.4 Other Models It may be possible to explore collaboration between the Park and educational establishments, or other organisations that complement the ethos of the Park, such as Vision 21, who are a social enterprise with similar social objectives.


3.5 Retail Options Awen has the expertise to develop a marketing strategy to explore a number of potential commercial opportunities within the Park. Some key retail opportunities within Bryngarw Park include:

The development of a shop at the Visitor Centre.

A bespoke cabin for a shop and Visitor Centre

A kiosk type outlet in the play area.

A kiosk to the north of B-Leaf.

Refreshments vended at B-Leaf from a chilled cabinet.

The development of a snack bar at B-Leaf. The following options are presented to illustrate a range of opportunities for retail at Bryngarw Park and will require dedicated time and effort in order to fully realise any one of them. There is no inference towards any particular option and it is accepted that the appropriate due diligence will be carried out prior to any undertaking. It should be noted that at the time of writing many of these options were already being implemented as part of the continuing growth of Bryngarw Park.

OPTION PROPOSAL CURRENT POSITION CONSIDERTIONS

Option 1 Convert the existing Visitor Centre into a retail space. This is a relatively straight forward task requiring some retail furniture and reconfiguration of the space. A small retail offering in the visitor centre could potentially be staffed by rangers if they were to relocate their work space to the public area of the visitor centre. This will present a more customer facing persona to the public. Items for sale will be sourced from B-Leaf, Wood-B and other local producers to complement the values and philosophy of the park.

Currently used for popular learning activities and events with shared access to The Cedars café, disabled toilet and Rangers office. Some items are for sale but this is more a display than a form of retail as it is unmanned and there is no clear way of paying for items. There is a concertina panel that can be used to separate the classroom from the foyer to accommodate classes, meetings and other events.

- The choice of items for sale will need to be carefully considered given that displays may have to be adaptable within the space.

- The movement and flow of people in and around displays will need to be considered for children and wheelchair access.

- Signage regarding dogs, sales and payment will need to be displayed at the entrance.

- If there is significant growth of the retail scheme then alternative arrangements for the classroom and activities may need to be considered.

- Thought will need to be given to the shared access to the disabled toilets, café entrance and rear of the building. Tools, such as the HSE’s Shop Risk Assessment, could be used to help keep the premises well managed and risks low.

- When the concertina doors are closed the foyer could become very crowded so design of the moveable desks, retail displays, signage and advertising will need to be considered.



Option 2 Development of a new retail offering and consolidation at the B-Leaf site and consolidation of Wood-B. Planning consent has been previously obtained at the B-Leaf site for plans to relocate Wood-B to the Park. This planning could be repurposed to include the development of a retail outlet for the Park whilst accommodating Wood-B. This option could represent a major saving to the cost of running Wood-B from a remote site and would bring in further opportunities for trainees and more general employment opportunities at the site.

- The current planning permission is specific to the relocation of Wood-B.

- The proposed development area of the site is currently overgrown and used to house a large amount of horticultural waste from the Park.

- Access to this area of the Park is not obvious and, although there are some recent changes to signage, it is still in need of improvement.

- An investigation into the planning permission and its repurposing towards retail will need to take place. Plans will need to be adapted to account for changes in strategies and objectives since the original proposal was considered.

- Access, parking and the interaction between B-Leaf trainees and the general public would need to be assessed.

- This will require robust project management, planning and significant investment.

- Foot flow and signage will need to be considered throughout the Park as B-Leaf is hidden and access is not obvious.

- Driving visitors to the site will require dedicated marketing efforts which will need to account for the position of B-Leaf and any potential retail offering there.

Option 3 Redevelopment of the Visitor Centre and adjacent path and toilet block. There is an opportunity to join the Visitor Centre to the adjacent toilet block and use the access to the pond, house and rest of the Park as a conduit through a shop. This will be a more significant scheme requiring structural changes to the Visitor Centre and will involve moving toilet access to the adjacent strip of unused land on the opposing side of the toilet block.

Open pathway between the Visitor Centre and the toilets.

- This option will require significant investment for building and design costs.

- Thought will need to be given to the Visitor Centre and how this is accommodated within the scheme.

- The main entrance may need to be redesigned.

- This scheme may involve changes to the entrance way of the car park.

- Consideration will need to be given to people not wishing to use the shop to access the Park, such as cyclists and dog walkers.



Option 4 Build a bespoke dedicated retail space adjacent to the existing building at the head of the car park. Using the skills of Wood-B, an alternative retail space could be realised through the development of a wooden cabin built from local materials using local skills. This would complement the large cabin they built for B-Leaf and could be bespoke to the needs of the Park, containing retail space but also including rooms/spaces for learning, meeting rooms, etc., that reflect the Park and its values. There is also potential to include outdoor decked spaces around the building to take advantage of views across the River Garw below.

There is a tarmac area at the edge of car park which is the current location of refuse bins which is large enough to accommodate a new development.

- This is a more substantial endeavour which will require considerable planning and investment. However, it does offer the opportunity to deliver more than retail alone, as a premium place for meetings, learning and indoor events, for example.

- Would cause more disruption during the building phase and may affect the design of parking at that end of the car park.

- Will require robust project management and resources.

- An assessment should be conducted to determine the impact upon the rest of the Park

Option 5 Small Kiosk type structure for snacks, light refreshments and beverages. There are opportunities to develop a small kiosk type retail spaces that could be located at a number of sites within the Park. This could be either for gifts, crafts or snack and beverages, or a mix of both. Potential sites include: - Play/activity/picnic areas, - B-Leaf grounds Kiosk units come in a variety of shapes and sizes and for the Park there is an additional opportunity for Wood-B to build one. B-Leaf’s position in the Park, coupled with the expected increase in trade, means that there will also be an opportunity to provide light beverages and snacks there. This could be grown into a more substantial offering as knowledge and experience is gained and trade increases.

There is currently no provision for light refreshments and snacks at the Park although there are plans to develop a snack kiosk at the children’s play area and install vending machines at B-Leaf to test the sale of beverages there. It is understood that Wood-B are to build the structure required at the play area.

- Costs of development. - Ensure siting of the structure

is accessible and safe with robust risk assessments.

- Security and handling of perishables.

- Power and utilities, including water and waste.

- Signage to B-Leaf will need to be improved within the Park.

- The interaction between the general public and Trainees needs robust management.

Examples of kiosk units:



Option 6 To develop a retail offering within B-Leaf. There is an opportunity to develop a retail space within B-Leaf and a small shop has been developed at B-Leaf to begin exploring retail and its potential for B-Leaf. This will be a good stepping stone towards developing retail skills and gaining valuable experience in retailing. Contacts with suppliers from the wider region have been established and there is an opening planned for late spring.

A retail offering is being piloted within B-Leaf and is expected to be launched in the late spring of 2017.

- Signage to B-Leaf will need to be improved within the Park.

- Reliable payment systems will be required.

- Cash handling policies will need to be in place and implemented.

- Presentation of the shop and interior will be important in capturing repeat customers.

- The interaction between the general public and Trainees must be considered.

- A network of good reliable local producers and suppliers will need to be developed.

- Marketing will be key to ensuring the required volume of business is sufficient.


4 Impact Assessments Impact assessment for each option is given on the basis that all development has been completed and they are operational. It is acknowledged that during any development work there is likely to be significant disruption and that this should be advised by the relevant contractors and professionals engaged in that process. What is measured here are the key elements considered for the day-to-day operational expectations of the options provided. These are: - Traffic - Displacement - Staff and work-based trainees - Volunteers - Visitors - Broader stakeholders 4.1 Traffic

Bryngarw Park has a single roadway entrance to the south of the grounds at the northern edge of Brynmenyn village. There is a single lane bridge over the Garw River that sits on an awkward corner as Bryn Road enters the village. Access to the Park entrance can be gained off Pleasant Avenue via Bryn Road or Pen-y-Bryn road . Coaches are likely to approach via Bryn Road from Tondu as this route avoids the awkward bridge across the Garw River. At busy times there are traffic problems within the village. Additional parking may be available in one of the Park’s fields but this is highly dependent upon the weather. It is understood that issues with traffic and site access are known and part of an on-going strategy.

4.2 Displacement Displacement of other local businesses is expected to be very low. The additional source of sales for local producers is likely to result in a positive impact and may provide additional opportunities for them, and could lead to an increase in economic benefit.

4.3 Staff and Trainees The expected impact of retail activity at the Park is expected to have a positive impact upon staff and trainees. The increase in visitors and added interest will create a more vibrant atmosphere although the public’s engagement with trainees will need to be carefully managed. By using Awen’s recent visits to Beacons Creative and the link this has forged will provide the Park with a working example, where operating in customer facing situations is the norm and has resulted in very positive outcomes for trainees.

Trainees The Trainees form the basis for the social services that B-Leaf and Wood-B deliver. The number of Trainees at Wood-B is 14 per day, although it is more typically 9, which is a more manageable number to support. B-Leaf have 29


trainees with a maximum of 25 attending on any given day. The Trainees currently attend on placements, however this expected to change as Direct Payments become the norm, although it is not yet known what effect this will have on numbers. There is training but this does not lead directly to a job. Providing employment could help to engage trainees and attract new people to the service. If managed and implemented well, service that provide direct routes to employment can be popular.

Staff Awen has a loyal and dedicated team of employees. To assist with the changing culture, a workshop for B-Leaf and Wood-B was delivered to address the pace of change and solicit the views, concerns and opinions of the workforce. There is a general consensus that changes are a part of becoming independent of the Local Authority. Although concerned at the pace of change, the employees understood the necessity of this. They were keen to ensure that the Management Team became aware that the workforce often felt left out of the decision making process, or were not kept informed of the rationale underpinning some of the changes being made. The employees were asked to set some achievable objectives in the short, medium and long term. These could then be actioned and followed up at regular intervals.

4.4 Volunteers The Park have volunteers who meet regularly on one Saturday a month. They meet to help restore and maintain the Park and are principally local to the area. It is possible that a volunteer programme could be extended to other areas of the Park and its business although this may require further consideration. The expected impact upon volunteers is expected to be minimal unless they become involved in any retail activities. Retail presents the opportunity to establish a volunteering programme where retail skills can be imparted to volunteers. This would have a significant positive impact on individuals and the potential for their future employment.

4.5 Visitors The visitor consultation showed that a retail offering at Bryngarw Park was overwhelmingly supported by the public. This shows that an enhanced retail experience at the Park will help to increase engagement with visitors and raise the potential for repeat visits and the spreading of the experience by word-of-mouth and social media.

4.6 Other Stakeholders Other stakeholders, such as 5 Star and Cedars Café, will benefit from an increase in visitor numbers. for Cedars Café in particular, the ability to purchase food and drinks elsewhere in the Park could impact upon their business. However, Awen is mindful of


this and any food associated offering is likely to be through a kiosk type facility and therefore not a direct competitor. As 5 Star manage Bryngarw House as an events venue, the impact of a retail offering at the Park on them is expected to be minimal.

Impact Analysis -5 = very high negative impact 0 = No impact +5 = very high positive impact

Bryngarw Park Retail Options Impact Analysis Traffic Displacement Staff and

Trainees Volunteers Visitors Other

Stakeholders

Option 1 0 0 1 0 3 1 Option 2 -1 2 -2 4 4 2 Option 3 -2 2 2 4 3 3 Option 4 -2 3 3 4 4 4 Option 5 0 0 2 2 3 0 Option 6 -1 2 3 2 3 0


5 Implementation Planning The options set out above are, or are being, implemented and planned by Awen. As such, they are already delivering on plans set up internally which has therefore negated the implementation planning for this report. However, we have set out our methodology which can be adapted for each option and used to help determine a programme of delivery. 5.1 Workstreams

Each retail option above has a specific set of workstreams that make up the implementation process; communication, management, business and static elements. We then divide these into the key components from which the implementation plan is derived. Communications: Community Trainees Carers Staff Senior Managers Partners Management: Aims and objectives Management/operational structure Staffing Policies and procedures Business: Manage culture change Set commercial objectives Scoping and scaling Staffing Calculate funding requirements Calculate financial forecasts Risk management Static Elements: Pensions Insurances Legal issues Service agreements Supplier contracts Rents/leases Communication Communication is the overarching policy that will govern how the project proceeds and is managed. It is important to understand the key lines of communication and the roles of those in the Project Team, their responsibilities and place within the protocols that are developed. Some points to consider:

Who is the Project Leader?

Who will be project managing on a day-to-day basis?

Who are the key project contacts?

What information will be required?


Who are the key departmental personnel and what are their lines of communication?

How will various stakeholders, trainees and staff be kept informed and engaged during the process?

How will information be managed and what are the protocols for engaging with the press and public?

Management The aims and objectives of each option will need to be clear and understood by those involved in their development and growth. The operational structure has to match the business model and it is important to consider how the company will generate an income and/or deliver the service it will provide and trade in over time. It is also important to allow room for growth and to future proof the option being delivered. Some points to consider:

5-10 year vision – where do you see the company in the future

Charitable or Social Aims - the difference the company will make in the community - Service provided - Products - Area of benefit - Community of benefit

Do you want stakeholders, staff and Service users involved in the direction of development and growth, if so how much?

Decide on the most appropriate staffing structure

Develop the appropriate policies and procedures

Business Modelling & Planning The business model used will be dependent upon a broad range of factors. It is important to establish the right model based upon the type of option being planned and how this fits into the overall ambition for the Park and Awen. Some points to consider:

Are the objectives and goals served by the business model?

What resources will the option need?

What will be the operating costs?

How big is the market for what’s being offered?

Have the key risks been identified?

How will the business be managed and staffed?

What sources of finance been identified?

Static Elements The static elements of each option will need to be identified and any issues addressed at the earliest opportunity. Elements such as pensions, State Aid (if using publicly funded grants) and legal issues can take a long time to resolve, can be very costly and can hold up the entire process. Some points to consider:

Are there any implications to the finances of the pension being offered?

Is there adequate insurance cover?

Have any legal issues been identified?

Does the option chosen affect any existing service level agreements?


Have the assets been listed, costed and assessed as fit for purpose?

Does State Aid or GBER apply (for EU/WG grant funding)?

Do any supplier contracts/arrangements meet the needs of the option(s) chosen?

Are any new proposed service contracts accurately costed and profitable?


6 Findings and Recommendations 6.1 Summary of Findings

In carrying out this study it is clear that Bryngarw Park represents a significant commercial and social opportunity. The Park itself is well maintained, accessible and welcoming. It caters for a wide range of people and deserves its reputation as one of Bridgend’s premier visitor attractions. To meet the required objectives of this report it has been necessary to take an investigative approach and explore the range of possibilities available to Awen Cultural Trust and REACH. The development of a retail offer at the Park will require some detailed planning, particularly when considering the options that include new structure or the reconfiguring of buildings. However, there are measures that can be taken, or are already being planned, within areas of the Park that are less involved. These include:

The development of the Visitor Centre as a shared retail/classroom space already underway.

The development of a kiosk for light refreshments and snacks is currently being planned.

The development of the shop at B-Leaf is near completion.

Investigations for the relocation of Wood-B to the Park.

Improvement of signage within the Park.

The study of other similar competitor outlets to compare prices, placement, fit with brand, appeal, etc.

The overall view of this report is that there are multiple opportunities to add value to the business and develop the Park. It is accepted that this is likely to progress at a measured pace in order to bring trainees along and ensure staff are able to adapt to a new, more commercial setting. During the course of this writing this report there has already been some movement towards fulfilling these aims. In addition, the visitor consultation has shown that there is considerable public appetite for a retail space at the Park and a desire to see local products at the forefront of any offering. Some things to consider when considering the Park’s development are: - The development of marketing campaigns to capitalise on the positive sentiment

towards the Park - Building a strong supplier / producer network and develop online tools to engage

with them. - Frequent communication with staff to allay fears as the Park develops - Investigate the potential for alternative access points into the Park. - Explore other social firm/enterprise models and forge links where there are common

interests, aims and objectives. - Extend the Park’s reach and develop links with colleges, health boards and agencies

in other counties. - Increasing online / social media prominence.


6.2 Recommendations The following recommendations are based upon the information gathered for this report and relate to the retail options in this report and not the broader Awen group. It should be noted that these recommendations are presented to invoke further discussion and dialogue and should not be viewed as definitive or prescriptive. The options we have outlined are given on the basis of the research and observations made during the course of writing this report. Over this time many of the options have become part of the forward planning of for the Park with those representing a low cost solution being implemented first. It is understood that options that require more investment and planning will be investigated over time and that these recommendations are complementary to that process. It is recommended that: 1. The potential for a kiosk should be implemented in time for the coming summer

break. It is a facility that is common to outdoor attractions and will enhance the visitor experience. It is understood that Wood-B is to build the structure.

2. The lack of adequate signage throughout Bryngarw Park needs to be addressed. The Visitor Centre needs to be identifiable and people need better direction throughout the Park.

3. In the Visitor Centre the ‘sales area’ is not very welcoming or obvious to visitors.

Some simple shelving and defining the ‘retail’ space would help generate more sales and it is our understanding that this is being implemented, with some retail display being planned.

4. The options provided indicate a number of choices that will need further

investigation. Some of these will need significant investment and so for each of these a detailed business case will be needed to underpin a more thorough investigation.

5. Tasks that resulted from the culture workshop should be followed up to keep the

momentum of change moving forward, to acknowledge the efforts of the staff and to engage with them by including and informing them of key strategic decisions where appropriate.

6. New products should be explored regularly and a network of producers established

to encourage production and provide a wider choice of products and services.

7. The sale of soft drinks from B-Leaf should be trialled and monitored to gauge visitors response to alternative sources of refreshment.

8. The potential to develop the B-Leaf site using the Wood-B plans and adapting them

may represent an efficient use of resources already expended and should be investigated further. We understand that this is already being considered.


9. The ruin to the north of the B-Leaf site could be developed into a tranquil garden whilst also being an open air ‘shop window’ for B-Leaf plants and Wood-B outdoor furniture.

10. The development of B-Leaf to become more of a garden centre perhaps represents

the Park’s most potential in terms of growth and return. Given the existing infrastructure, the use of investment here could yield the greater income and visitor footfall over the medium to long-term. The opening of the new shop this spring will help B-Leaf and Awen learn valuable skills and aide the development of a long-term retail model for the site.

11. There is a marketing plan under development for the Awen group. This will need to

capture the potential of the Park and ensure its routes to market are set out in a clear and logical manner that can be disseminated to trainees, staff and stakeholders as appropriate.

Documents

Awen Cultural Trust · Awen Cultural Trust / REACH Bryngarw Park Feasibility Study │ Social Firms Wales Ltd - June 2017 2 1 Summary 1.1 Purpose Commissioned by the Awen Cultural