Countryside Exchange – Blaenau Ffestiniog, Wales
A report for the North America/United Kingdom Countryside Exchange Commissioned by Cyfle Ffestiniog October 1997
Prepared by case study team:
| Hugh Allison Terry Jones Duncan MacInnes Gordon Morris Karen Prentiss Dave Sharpe Lissa Widoff Maureen Woodrow |
UK UK UK UK USA USA USA Canada |
BACKGROUND
The North America/United Kingdom Countryside Exchange Programme has its origins in a memorandum of understanding, signed in 1986, between the United States National Park Service and the Countryside Commission to co-operate ‘on the conservation and management of cultural, natural and recreational resources’.
In 1987 the first Exchange took place in New England, USA, establishing a model of bringing together land conservation, development and planning professionals from both sides of the Atlantic to work on common problems and to share experience and expertise.
Since 1987, over 54 case studies have taken place in the UK, USA and Canada involving 412 team members. Every Exchange has led to valuable recommendations for the case study areas and provided a professionally rewarding experience for all participants.
Sharing a common regard for rural traditions and a concern for the countryside’s future, these countries can learn a great deal from each other. Helping this to happen is the mission of the Countryside Exchange.
In the United Kingdom, the Exchange is organised by the Centre for Environmental Interpretation at Manchester Metropolitan University under contract to the UK Steering Group of national funding partners – Countryside Commission, Countryside Council for Wales, English Heritage, English Nature, Forestry Commission, Rural Development Commission and Scottish Natural Heritage.
THE CONTENTS
2. THE COUNTRYSIDE EXCHANGE TEAM
3. INTRODUCTION
- 4.1. MYTHS AND PERCEPTIONS
- 4.2. THE REALITY OF OUR EXPERIENCE
- 4.3. RELEASING THE POWER WITHIN THE COMMUNITY
6. STRATEGIES AND SPECIFIC RECOMMENDATIONS
- 6.1. COMMUNITY BUILDING
- 6.2. ECONOMIC DEVELOPMENT
o 6.2.1. Industrial Recruitment
o 6.2.2. Local Business Start-up
o 6.2.3. Business Retention & Expansion
- 6.2. ECONOMIC DEVELOPMENT
- 6.3. RETAIL EXPANSION
o 6.3.1. Marketing and Merchandising
o 6.3.2. Retail Business Mix
o 6.3.3. Business Start-up
o 6.3.4. Community Involvement
o 6.3.5. Adding Value to Local Products - 6.4. TOURISM DEVELOPMENT
o 6.4.1. Ecological Tourism
o 6.4.2. Cultural Tourism
o 6.4.3. Improved Tourism Marketing
o 6.4.4. Traffic Management
o 6.4.5. Community Appearance - 6.5. ENVIRONMENTAL MANAGEMENT
o 6.5.1. The Wider Approaches
o 6.5.2. The Retail Centre Approaches
o 6.5.3. The Retail Centre
o 6.5.4. Environmental Concerns - 6.6. AGRICULTURE AND THE COUNTRYSIDE
- 6.7. INFORMATION TECHNOLOGY
- 6.8. FINANCING MECHANISMS
- 7.1. OBSERVATIONS
- 7.2. THE EXISTING FRAMEWORK
- 7.3. DEVELOPMENT STRATEGIES
- 7.4. THE NEW FRAMEWORK
- 8.1. PRIDE
- 8.2. ENERGY AND TALENT
- 8.3. FRUSTRATION
- 8.4. THE WAY FORWARD – LOCAL ACTION PLANS
- 8.5. ROLE OF CYFLE FFESTINIOG
11. TABLES OF GENERAL RECOMMENDATIONS
- 11.1. ECONOMIC DEVELOPMENT
o 11.1.1. Industrial Recruitment
o 11.1.2. Local Business Start-up
o 11.1.3. Business Retention & Expansion - 11.2. RETAIL EXPANSION
- 11.3. ADDING VALUE TO LOCAL PRODUCTS
- 11.4. TOURISM DEVELOPMENT
Appendix I: STUDY PERIOD TIMETABLE
Appendix II: THE MEDIA & ARTICLE FOR THE NEWSLETTER OF THE COUNTRYSIDE COUNCIL FOR WALES THE CAERNARFON AND DENBIGH HERALD
1 THE HOST AREA
Cyfle Ffestiniog, the host for this case study, is a local initiative managed by the Development sub-committee of the Ffestiniog Town Council. The support for Cyfle Ffestiniog comes from the Regional Development Strategy for Market Towns in Wales and the Development Board for Rural Wales. The objective of the Market Towns Initiative is to promote sustainable development of the towns through local community action.
Surrounded by the stunningly beautiful mountains of Snowdonia and within view of the Irish Sea, the population of Blaenau Ffestiniog declined from a high of 15,000 at the turn of the century to its present level of 5,000 people. The decline in population goes hand in hand with the decline of the slate industry, a dominant feature in both the social and physical landscape of the town. More recently the closure of another major employer, the Trawsfynydd nuclear power station, led to a decrease, not only in the town’s economic base, but also of a significant number of highly skilled people.
The strong sense of belonging within the community blends with the pride that the people hold for their Welsh language and culture. However, the peripheral location of the town and its isolation seems to magnify the economic decline and its accompanying social consequences such as unemployment and the erosion of services. In addition, a century of slate mining leaves the town with a blighted townscape and a striking reminder of its former economic strength. Numerous studies by a string of consultants, and funds from various sources, have had little effect on the overall economic development of the town.
The aim of this case study is to help Cyfle Ffestiniog identify the options for grassroots action to promote sustainable development of their town and its surrounding area. Particular issues to consider include how to:
- revitalise the trade and service provisions in the town.
- develop the potential for green and cultural tourism.
- promote Welsh culture and traditional values.
- strengthen the sense of community.
- co-ordinate local projects to better effect.
- allow local people more effectively to engage in and benefit from regional development initiatives and multi-agency involvement in the area.
- use Information Technology to support local initiatives.
2 THE COUNTRYSIDE EXCHANGE TEAM
Hugh Allison (Nairn, Scotland) is a Cultural and Leisure Services Manager with Highland Council. He is chairman of a multi-agency tourism management programme which recently won a national award for tourism and the environment. He has also worked on interpretive plans and strategies in the Highlands.
Terry Jones (Sandwell, England) is a geographer and town planner with Sandwell Metropolitan Council, assisting communities to develop a sustainable way of life.
Duncan MacInnes (Isle of Skye, Scotland) is self-employed, having been a Countryside Ranger and Tourism Manager in the private sector. He now works as a community arts consultant, promoter and organiser, and an environmental writer and editor.
Gordon Morris (Somerset, England) works for the Rural Development Commission with local authorities, Training and Enterprise Councils, business links and businesses on economic, social and community development projects. He has a background in engineering and water supply industries and has experience of project appraisal and marketing. He sits on management groups including tourism development.
Karen Prentiss (Florida, USA) is the Executive Director of the Florida State Rural Development Council. In this capacity she serves as a conduit between 44 Federal agencies and rural jurisdictions and organisations in the State.
Dave Sharpe (Montana, USA) is the Professor of Community Development at Montana State University and has worked helping small communities develop strategies for economic development. He has experience in visioning, leadership training and meeting facilitation.
Lissa Widoff is a former development director with responsibility for all aspects of fund raising for the Audubon Expedition Institute, an innovative environmental college program. She is now self-employed with experience in community-based ecosystem management initiatives, project management, fund raising and strategic planning.
Maureen Woodrow (Ottawa, Canada) currently works for the Institute for Research on Economy and Environment at the University of Ottawa in community sustainable development. Her experience includes project management, evaluation and facilitation of community socio-economic issues, in various communities in eastern and central Canada.
Table of Contents
3 INTRODUCTION
Our visit as the Countryside Exchange Team invited to Blaenau Ffestiniog raised many issues relating to perception and reality. The perception of the community was that we were World Experts come to save Blaenau Ffestiniog.
The reality is that yes, we were all professionals and experts in many things of interest to the study area, but we were also just eight people who had never previously met. We came from the USA, Canada, England and Scotland, with different backgrounds working for local councils, rural development agencies, universities or as private individuals. We came from urban areas and rural communities, some smaller than the study area. Between us we had the skills to create a dynamic and professional team.
None of us had ever been to Blaenau Ffestiniog. We may have heard of it but few of us could place it on the map. Our remit was to get together, get to know Blaenau Ffestiniog, and solve all its problems in one week !
In his introduction in Manchester, Mr Arwel Jones painted a bleak picture of slate quarries and industrial desolation. However, the humour with which he delivered this suggested something much more. A Countryside Exchange member, going to another project in Scotland, commented ‘you are going to enjoy yourselves in Ffestiniog.’ We did.
We hope that our response is a unique perspective of what we discovered in the area and radically different from the myriad earlier reports.
3.1 WHAT THE TEAM COULD OFFER AND RECEIVE
We each personally got an incredible amount out of the week. We were sharing expertise and learning professional skills from each other. We had the opportunity to meet many movers and shakers in the community and had the privilege of starting to get to know a community in detail. We worked hard and had great fun together. During the whole week there was not one bad word amongst us and that is as much a reflection of the welcome and enthusiasm from the community as any personal qualities of our own.
We could offer no money or jobs and we could not fill empty shops. What we hope we left behind was a shared understanding of other places with similar concerns, suggestions of ways forward that we know have worked elsewhere, some recommendations and a challenge. We offered this with no strings attached, as honestly as we could and received no fee for our work. Indeed because we were professionals on a working holiday we were liberated from the constraints of a client/consultant relationship and were collectively answerable only to ourselves and the people of Ffestiniog.
Because of the unusual nature and development of this study, three rather special things happened in bringing together people who might not normally come into contact :
- We met many important people who now know far more about the study area. These included Town Councillors and County Councillors. We met with Council Officers, Head Teachers, Health Officials and a wide variety of individuals from the development agencies. The local Member of Parliament spent a good part of one day with us.
- Many of these people have probably never come together around the table to talk about the Blaenau Ffestiniog area. We were able to take the opportunity to ask awkward questions and persevere until we got answers.
- We took part in two major public group meetings and discussions. We realised early on that many of the issues had either much historical baggage attached or sometimes painful overtones for many of those taking part. However we found that their underlying willingness to be part of the future of Blaenau and our non-provocative approach helped open discussion.
This report is the result of five days of hectic activity and meetings, less than one day of collective writing by eight people, and subsequent editing across national borders through surface and e-mail and telephone. It should reflect our own experience and the collective thoughts of eight people with expertise in different fields. Given several months and a hefty consultancy fee this report could no doubt be reduced to something a little slimmer! But we leave you to pull out of it what we hope are sensible and practical recommendations.
Table of Contents
4 PERCEPTIONS and REALITY
The dramatic contradiction between expectations and reality is our most striking observation about Blaenau Ffestiniog. A negative characterisation of the town and its physical and economic condition dominated conversations and written materials both inside and outside the community. Instead, throughout the week the realisation unfolded of a strong and vibrant community, rich in cultural and historic heritage with a strong, but hidden, base of leadership.
Some of the myths about Blaenau Ffestiniog presented to us in Manchester and upon arrival in the community are:
- ‘Blaenau Ffestiniog is the hole in Snowdonia National Park’. This statement gives one the impression of a void, a blighted landscape not worthy of park status and a place justifiably ignored.
- The industrial and mining economic heritage is a thing of the past, so is the town.
- Nothing good happens in Blaenau.
- Financial resources either do not get invested in the community or are misspent.
- Unemployment is high.
- The best and brightest individuals leave the community to find work elsewhere.
- Solutions to the economic and social problems of the community can only be solved by outside experts.
- The youth in the community are a problem.
4.2 THE REALITY OF OUR EXPERIENCE
In the seven days we spent in Blaenau Ffestiniog, we learned about the warm and generous people in this community, their charitable works, their struggles and frustrations, and their hidden accomplishments. We can state unequivocally that Blaenau Ffestiniog has a strong community foundation upon which a strong and durable future can be built. The future of the community is brighter than it allows itself to believe.
The following community ‘assets’ are the building blocks for community development which already exist in the community and serve to counter the myths previously mentioned:
- The physical setting of Blaenau Ffestiniog and the surrounding area is both spectacular in its natural beauty and significant as a working and historical landscape.
- The area’s architecture is unique, especially in Blaenau where the design and layout of the town are inextricably linked to the quarrying history of the town. It has a fascination for outsiders and there are several redundant buildings which could be adapted for contemporary use and benefit to the town.
- The strong community identity as a working town and the strong work ethic in the whole community has given Blaenau a competitive advantage in attracting and expanding manufacturing sector jobs. The slate mining industry still exists and holds potential for expansion as an extractive industry and for value-added products.
- The community itself has a strong sense of belonging. The Welsh culture, history and language is a core value of the community and may be stronger here than in other parts of Wales.
- Many individuals in the community can and do give the community their special gifts and skills. There are artists, business people, homemakers, young people, elders and incomers who can add to the richness and depth of community life. Some disenfranchised members of the community, such as disabled individuals and troubled youth, have energy and experience which can make a more productive contribution to the community. We saw many examples of positive investment in the ‘social capital’ of the community.
- The voluntary sector and community associations do an enormous amount of work, reflecting a pool of undervalued leadership in the community. They pursue their beliefs, one small act at a time, all of which expresses a belief in a positive future. Whether it is the men’s choir restoring an old building, or an individual volunteering their time for youth work, all of these acts combine to ‘build the community from within’ rather than relying on outside assistance.
- Many local and regional organisations offer technical and financial assistance and provide a wide range of services. Small business start-up training, business development assistance and tourism development are important local resources. Other agencies and Boards provide complementary services by working to attract industry and market local products, such as Welsh slate, to a much wider region.
- The community is serviced by a long list of physical community assets, including a hospital, accident and emergency unit, a swimming pool, sports centre, day-care centre, health centre, old folks home, post office, police station, bus service, national and private railway station. The sites we visited were managed with enthusiasm and efficiency.
4.3 RELEASING THE POWER WITHIN THE COMMUNITY
The building blocks for successful community and economic development exist in Blaenau Ffestiniog. Individuals, local associations, authorities, planning and development agencies can work together to create a synergy producing better results than if any one group acted alone. Blaenau Ffestiniog’s core challenge is finding the way to release the power that already exists within the community.
To meet this challenge, the following four steps can be followed:
- Map the assets of the community. As noted above, this includes individuals and associations already contributing to community development as well as those whose potential is untapped. Mapping community assets means identifying all of the local resources which can be drawn upon from within the community.
- Building relationships is an essential ingredient to a dynamic and productive community development strategy. Communication and co-ordination among organisations pursuing similar issues can only strengthen the community’s ability to achieve its goals. Competition and divisiveness within the community drains the most precious resource in the community Ð time. The community is in a much better position to access financial and technical resources if co-operation exists not only among organisations with similar goals, but across the community as a whole. Information is power, and to be empowered, the community must have information. Positive relationships can be built through celebration of successes and open communication.
- A shared vision of the community’s future will be a framework for positive action across the community. A vision created by community members themselves is far more empowering than responding to development initiatives led from outside the community and which lack sensitivity to local culture, conditions and people. A visioning exercise clarifies for the community as a whole those qualities and core values held in common and provides a baseline for measuring progress towards that vision.
- A community carrying a shared vision built on strong relationships within the community is well-positioned to access resources outside the community for community goals. The financial and technical resources or assistance can then be brought in to support community-based development goals.
The preceding outline is not a prescription for action. Rather, it maps out a road to community empowerment that releases the positive forces already existing within the community.
Table of Contents
5 General Recommendations
‘If you keep on doing what you are doing, you will keep on getting what you’ve got – lots of paper and no action’ commented one of our team members during the public meeting with community and local business representatives.
Over 27 studies and research reports have been generated regarding the problems and proposed solutions relating to community and economic development issues within the study area. In response to these documents and comments provided by local organisations and citizens, we make the following general recommendations :
- Stop conducting studies and take action. Securing outside consultants is not necessarily providing the best value for the money spent. Community solutions and viable schemes have been identified by local organisations and citizens. Unlike outside consultants, these organisations and individuals have a more complete understanding of what may actually work effectively and is achievable locally. We urge the community to select at least one locally developed scheme and implement it.
- Create understanding that money is a resource, not a solution for local problems. The community must reach consensus on a scheme and move forward with it. Many of the local schemes, which have been identified, do not require money. They do require leadership, time and effort.
- Celebrate and validate your achievements. This activity is to be implemented in a two-fold manner – internally and externally.
- Internally, we urge the community to acknowledge and recognise the value and quality of the volunteers and professionals who are working with various community efforts. For example, a regular column in the local newspaper could be written which identifies unfolding and current achievements relating to community and economic development.
- Externally, we urge the community to ‘showcase’ itself. An example of this type of activity is conducting tours of the community to target populations. For example, tours can be organised by local manufacturing firms, for their suppliers, to highlight the amenities and advantages of living and doing business in the area.
Table of Contents
6 Strategies and Specific Recommendations
Numerous community improvement projects have already been proposed in previous reports. Indeed the plethora of reports suggest far more projects than the community has energy to implement. We feel the community could benefit from focusing its efforts in a few high priority areas, and think it useful to suggest which those might be.
We believe this list offers potential for significant impact. The projects described can be accomplished at local level with minimal need for external support:
- The community has over 90 active voluntary bodies from sports and leisure activities to cultural and youth organisations. The voluntary sector should be involved in planning and implementing strategies and projects.
- Strategies which enhance the civic and cultural life of the community will help to build confidence and pride. Approaches which build bridges within the community and strengthen relationships are an important place to start.
- Involve youth in mapping local footpaths
- Connect the youth with senior citizens to record local sites of interest and their historical significance.
- Pursue a ‘community treasures project’- whereby students at all levels would get involved recording the ‘treasures’ within the community. They could collect individual oral histories and objects, and document their cultural significance. A competition and exhibition can be held, open to the public. Other communities can get involved as well.
- Produce a weekly column in the local newspapers highlighting the good things that are happening in the Ffestiniog area. Get secondary school students to compile and edit pieces of interest to youth groups.
- Get the camera club to take photos of Blaenau Ffestiniog landscapes and townscape for production into postcards for sale in local shops. Use proceeds for community improvement projects. Have a contest !
- Draw upon the artists and performers in the community to represent the historical significance of the quarries and the lives of miners and mining families.
- Create a neighbourhood group to respond to vandalism and graffiti as quickly as possible. Don’t wait for official authorities to take action, just do it yourselves.
- Produce a guide to project-planning and funding sources for community groups.
- Create local community access points for Internet use.
- Celebrate successes within the community.
In Section 11 of this report are Tables which should be referred to when reading sections 6.2 to 6.4. These tables :
- give an indication of the variety of techniques and related ‘business support’ schemes available in the study area.
- identify some of the ‘gaps’ in provision.
- suggest some strategies that could be tried.
It is important to note that the list of schemes is not exhaustive. It is also possible that the schemes will not suit, or be available to, those interested in, or in need of, help. Whilst the good intentions of the scheme sponsors and providers are not in doubt, the number and complicated nature of the business and community support sectors makes it difficult for those in need of help to obtain it, and for those charged with giving help to give it.
We quickly gained the impression, from talks with locals, that the current system needs to be simplified and rationalised. The relatively new Business Connect ‘one-stop shop’ approach exists to overcome the perceived complexity of the current system. The fact that comments along the lines of ‘It’s all too complicated’ and ‘There’s nothing for me – it’s all for big/new/incoming businesses’, were frequently heard suggests that Business Connect is not well enough known by local people. There is an obvious willingness on the part of the local providers to work with the people of the study area. The key is to turn this willingness to help into co-ordinated action Ð perhaps via a community business, but, at the very least, by a determined effort by ‘locals’ to take the initiative and talk to the providers about their collective needs.
As well as recommendations in the Tables (section ), there are also invitations to contact the study team. We are all willing to do what we can to help. See Section .
- Local business support agencies are well aware of the techniques available and, in general, have ensured an adequate stock of buildings and sites in the study area.
- Local people with appropriate skills and knowledge should be involved in developing ‘out of the ordinary’ businesses.
- A local marketing pack should be produced to help improve the promotion of the area, ‘targeting’ business types that are most appropriate for the area’s needs.
- A lot of help is available, but the variety and complexity of the schemes on offer can confuse the very people who most need the help.
- To be of most help, advice should be given on a ‘one-to-one’ basis whenever possible.
- Business Connect must continue to develop its role as ‘One Stop Shop’.
- Certain segments of the community should be targeted for financial and business assistance, e.g. women and young mothers. Evening classes and childcare assistance should be made available.
- Look at micro-loan and peer-lending for small business development. This is a method to help access small amounts of capital and establish a positive credit history. A group of five or six businesses form a group, usually under the guidance of a business counsellor who has access to loan funds. When one member needs a loan, the whole group decides whether or not the loan be granted. If anyone is behind or delinquent on their repayments, no-one in the group gets funding. It creates both a peer-pressure and a mutual-support situation whereby the success of one person is hinged to the success of all. It operates on a small scale, but greatly increases the chance of success for small businesses in getting such loans. The idea has gained a lot of popularity in the USA and is often in conjunction with a ‘micro-loan’ programmes.
6.2.3 Business Retention & Expansion
There is a lot of help available in terms of training and advice. The stock and character of existing businesses should be documented with a view to improving the match between help available and help needed.
6.3.1 Marketing and Merchandising
Just as the constant attention to changing customer preferences is essential to successfully serving the tourist market so too is continual attention to shopping preferences of local residents. At the most basic level customers need to know where shops are Ð there are examples of shops with no signs or names on them !
The types and numbers of businesses a particular area can support depends on the number of people in the trade area and shopping habits. The changes seen in the retail area of Blaenau Ffestiniog suggests that the community may only be able to support a smaller number of shops at this time. In the future, additional shops may be warranted and a view to this potential should remain in focus. The Table suggests techniques for determining the number of businesses of various types that the local population might support.
The potential for expanding the number of local jobs is usually greater through strategies aimed at encouraging the start-up of businesses by existing residents rather than through industrial attraction schemes. A number of services are already available to assist business formation.
Greater community participation in local development initiatives is a critical component of the future of the Ffestiniog area. The vital energy of the voluntary and community sector must be cultivated and enhanced. Specific community-building activities are suggested which will encourage and expand a positive and involved constituency working towards shared community goals.
ADDING VALUE TO LOCAL PRODUCTS
There is considerable potential to add value to under-exploited local products and several techniques have been identified. One obvious source of material is the waste slate.
The community has a unique opportunity at this time to become involved in ecological or green tourism plans through the Unitary Development Plan for Gwynedd County Council.
There is no doubt that at the core of Ffestiniog’s pride is its culture. Traditional activities, such as the choirs, are strong and healthy. Development of cultural tourism attractions within the community and in the High Street area could increase local tourism expenditures. A community company would enable control to be retained by the community.
The annual community Festival has established a firm foundation but a re-evaluation of its direction is needed. There are possibilities for development of theatre, community performing arts and visual arts based on local traditions, which might include the slate industry, Welsh language and the ‘Mabinogion’. To take advantage of tourist involvement, dates need to be planned in advance to be included in national and regional cultural calendars, even if exact programme details are not confirmed until near the event. The involvement of youth groups and other sectors of the community will increase community pride and sense of ownership.
Two or three of us have an active interest in cultural developments in rural areas that are both bilingual and have suffered the pains of loss of jobs and income. We hope to share and learn from cultural activities and festivals in the French/English speaking parts of Newfoundland, the Gaelic/English speaking parts of the Highlands of Scotland, and the Welsh/English areas of Ffestiniog. This could include borrowing ideas across the boundaries and cultural exchanges between countries.
We recommend that:
- The Festival be aimed at the needs and desires of the community, rather than the tourist trade. This will strengthen local motivation and self-esteem. The visitors will soon be attracted if they see a vibrant community effort going on.
- Concentrate on running a good Festival or other events and leave the marketing to the Tourist Board. Apply pressure if necessary but that is their job – help them do it by giving them dates and information well in advance.
- Develop ideas of community performances, based on and using the talent in the community. With only a little outside direction all sorts of abilities will be unearthed.
6.4.3 Improved Tourism Marketing
Tourism sales could be increased through efforts to understand the ever changing desires of visitors and offering goods and services aimed at those preferences in an attractive manner. Cyfle Ffestiniog must work closely with the Ffestiniog Railway and the slate quarry visitor attraction to maximise marketing and tourism potential.
The current patterns of visitor flow into, through and out of the community offer little opportunity for visitors to spend time and money in the town. The railway, quarry, and coach businesses should be contacted to explore alternatives to encourage longer visits.
The attractiveness of the community to tourists could be increased through the suggestions listed in the environmental management section, and through avoiding housing rehabilitation that alters the traditional appearance of the community.
We recommend that:
- Simple, cheap solutions to obvious problems (e.g. painting over graffiti) should be implemented immediately.
- Car-parking is made free throughout the town centre.
- Local housing developers and builders must retain the use of stone, to ensure that the ‘charm’ of the community is maintained, avoiding ‘pebbledash’ which is seen as an unattractive alternative, with doubtful long-term cost-effectiveness.
There are a number of more specific proposals that we feel would greatly improve the image and accessibility of the Blaenau Ffestiniog area. These can be subdivided into several components although the greatest benefit will be achieved if all of the actions can be undertaken as part of a phased programme.
A number of the approaches to the town are in need of visual improvement and Gateway signing to a greater or lesser extent :
- From Betws-y-Coed the road comes down a steep pass known locally as the ‘Crimea’. There is considerable grandeur in the scale of the slate mines and tips but the overall effect is marred by powerlines, broken walls and poor signing.
- From Porthmadog the road layout at Pengwern Old Hall Farm strongly encourages drivers to bypass the town. Whilst this is desirable for the heavy traffic which has no business in the town it reduces the number of visitors entering the retail centre. The standard of signing is very poor and fragmentary.
- At Blaenau Plastics the area of open storage fronting the road gives a very poor image to the visitor. Similarly, we understand that the factory has approval to extend on a site opposite the works. The directional signing at this point is also very poor.
We recommend that:
- The walls on the road from Betws-y-Coed are repaired.
- The powerlines should be rationalised.
- Blaenau Plastics must both move its current storage area to a less prominent part of the site, and implement an extensive boundary planting scheme on any of its developments.
- An attractive directional sign should be located at Pengwern Old Hall Farm directing visitors to the town via the Manod approach. (There should also be weight-limiting signs on this approach to dissuade heavy traffic from following the signs.)
- Major Gateway signs and features should replace the existing Blaenau Ffestiniog entry signs at each of the three entry points referred to above.
- The signing should be in place by the Spring of 1998.
6.5.2 The Retail Centre Approaches
The appearance of the land and buildings at the traffic island at the junction of the A496 and the A470 needs to be improved. Similarly, the appearance of the vacant shops at the southern approach, which we understand have been empty for at least 10 years, needs to be addressed.
We recommend that:
- A change of use of the shops to non retail should be further investigated.
- The bus storage site should be visually improved by screening or removal of buses.
The retail centre suffers from the visually detrimental effect of empty shops, the lack of directional signing, sheep droppings and graffiti. Additionally, an opportunity for improvement presents itself through the creation of a town walk celebrating the strong culture and heritage. This will particularly assist in moving visitors through the town and away from the railway station.
We recommend that:
- All graffiti must be removed within 24 hours of its discovery Ð create a ‘rapid response’ community group.
- Directional signing particularly for pedestrians needs to be improved and have a clear co-ordinated style.
- An interpretative waymarked trail should be created that celebrates the local culture and heritage.
- Shops that are in business have good, clear and colourful signs to be easily identified.
- Greater degree of colour is introduced generally, e.g. through the use of hanging baskets.
- Empty shop fronts should be fully repaired, regularly cleaned and incorporate attractive displays of artefacts and information which complement the above trail.
- The fountain be repaired, or filled in as a flower-bed.
- There is daily cleaning of pavements to remove sheep droppings.
We acknowledge concerns voiced by respective community representatives that the lake, utilised by the Trawsfyndd Nuclear power plant, has been and is currently a health and safety concern for local residents.
We recommend that:
- Local leadership consistently monitors lake-related health and safety issues and informs the community about their findings on a regular basis.
6.6 AGRICULTURE AND THE COUNTRYSIDE
We visited a hill farm, Ty Coch, owned by Mr Bryn Williams, an active member of the Town Council and Cyfle Ffestiniog. Hill farming, largely sheep farming, is a marginal economic activity at present. It is unlikely that the future will be any brighter as it is anticipated that the world trade agreement, GATT, will mean greater competition with other areas which have lower costs.
The farming community has a dual role to play: firstly, to produce food; secondly, to protect and enhance the appearance and bio-diversity of the countryside, and where appropriate to facilitate responsible public access.
The marginal nature of the business, and the recognition that the environmental considerations have a wider community benefit, has lead to public resources being made available for landscape improvement works. The Countryside Council for Wales has developed an agri-environmental programme entitled Tir Cymen which will support farm management plans. Ty Coch is participating in this programme which involves the enclosing of woodland, clearance of eyesores, major restoration of dry stone walls and hedge planting. This has improved the efficiency of the farm and its appearance. The increase in the demand for traditional skills in dyking and hedging provides local skilled employment and the opportunity for young unemployed to take up these skills. The take-up of schemes in the area has been encouraging. It is a highly commendable ‘win/win’ approach and it should be expanded and linked to a business development scheme to ensure that people are trained in traditional skills.
There is a need for the farming community to diversify. It is already providing visitor accommodation through the provision of caravans and farmhouse bed-and-breakfast. This diversification can be expanded into particular ‘niche’ markets that are suitable for the Blaenau Ffestiniog area: in climbing, walking and fishing. Joint marketing with the facilities available in Blaenau Ffestiniog should be considered.
There can also be diversification into other crafts and activities, related to the history and culture of the area, or capitalising on the significant amount of woodland. Amendments to planning control policies will be needed to allow for this diversification. In the long term it is inevitable that hill farming becomes a part-time occupation but the area has great potential for effective diversification.
We recommend that :
- The Tir Cymen programme is continued and expanded.
- A training scheme is developed so that traditional skills are retained.
- Consideration is given to the expansion of farm based visitor provision focused on a particular part of the market.
- A review of planning control policies may be necessary to allow for diversification.
Our visit and use of the facilities at the local business and IT centre at Glanypwll, showed us just one of several resources for the community. There seemed to be a general awareness of the potential for development in IT for local business and tourism. Indeed one of us had used the Internet from the USA to great effect in gaining information about the Blaenau Ffestiniog area. Cyfle Ffestiniog has already shown interest in developing a specific Internet site and full resources are no doubt available from agencies to support this.
The effectiveness of quality business centres is often lessened through lack of management, always a difficult task when facilities and computers are open to many users and mis-users. We were able to have free run of the Glanypwll Business Centre and the help of local staff to write this report on the last day, but the effectiveness of this wonderful resource was severely reduced by the dire need of some computer house-keeping.
We recommend that :
- Cyfle Ffestiniog develops its interest in using the latest IT possibilities for the benefit of the area.
- the management of the community facilities are given the resources to maintain the asset, as well as the capital costs of establishing them.
We were given information that indicates that rural towns such as Blaenau Ffestiniog are often at a disadvantage when competing for economic development funds on a regional or national basis. Since the ‘economic benefit’ of rural projects may not be high when compared with urban areas, rural areas should expand the way they view their local issues and concerns. Both the Market Towns Initiative and the Slate Towns Strategy should provide important leverage points for the Ffestiniog area in gaining development funding. These initiatives will also offer the community the opportunity to learn from others facing similar concerns.
Table of Contents
7 Planning Policy Framework
The Blaenau Ffestiniog area has an important location in standing at the head of the Vale of Ffestiniog. This places it in a pivotal position between the coastal towns and the mountains. The intermixing of the natural beauty of the immediate area and the rugged man-made environment of the slate mines and tips provide a unique opportunity for the town.
This inter-relationship needs to be fully reflected in the Planning Policy framework for the greatest advantages to be achieved. Currently, we feel that this is not entirely the situation and there are instances of ambiguity that result in the potential of the area not being realised.
The existing Policy framework is dominated by the designation of the Snowdonia National Park. Blaenau Ffestiniog is excluded from the Park. There is a view that this exclusion was due to the appearance of the slate mines and tips and that insufficient attention is paid to the functional relationship of the town to the National Park.
Recently Gwynedd County Council became a unitary local authority with the statutory responsibility to prepare a ‘Unitary Development Plan’. This plan sets out the land use planning policy for the area which includes very focused and detailed proposals for specific sites. However, this does not include the area of the Snowdonia National Park. The Snowdonia National Park prepares its own planning policy framework and its latest Plan was approved in 1997.
There are a large number of organisations working in the Blaenau Ffestiniog area. These include for example, Antur Dwyryd, Celtec, The Development Board for Rural Wales, Countryside Council for Wales and Gwynedd County Council. Consequently a number of different approaches emerged focusing on structural issues in similar areas across broad geographic regions. The result is the Market Towns Initiative and the Slate Towns Strategy. These are ideal tools to analyse the underlying issues affecting an area and setting out a menu of possible actions. These co-ordinated strategies were successful in obtaining funding.
There is considerable value in this relationship as it allows practitioners to learn from other communities in similar circumstances. We feel that one drawback of the approach is that it leads to insufficient focus on how Blaenau Ffestiniog relates to its neighbours, for instance, Porthmadog, Penrhyndeudraeth, Criccieth, Harlech and inland Trawsfynydd and Betws-y-Coed.
We recommend that:
- A coherent area multi-faceted approach is taken.
The Snowdonia National Park has recently approved their Planning Policy framework (see above). Gwynedd County Council is preparing the Unitary Development Plan and, thus, there is an opportunity for the people of Blaenau Ffestiniog to make sure their interests are fully and properly represented.
The statutory process for the production of the Unitary Development Plan requires policies and proposals to be the subject of public consultation. However, this consultation often occurs when the plan is at a stage of well-developed content. The community of Blaenau Ffestiniog should ensure that officers and Councillors preparing the plan are aware of their views prior to the statutory public consultation stage.
We recommend that:
- The Community of Blaenau Ffestiniog take the earliest opportunity to make their views heard for incorporation into the Unitary Development Plan.
The unique position of Blaenau Ffestiniog being encompassed by the Snowdonia National Park, allows the possibility for the town to have the ‘ best of both worlds’:
The policies of the National Park that protect and enhance the environment and landscape should be applied to the Blaenau Ffestiniog area. There are development requirements for the town and the National Park that need to be accommodated. The planning policies should be pro-active and positive, to allow location of sensitive developments within the area.
The town has an ideal geographic location to relieve visitor pressure on the Park. This must be approached in a positive manner forming part of the Park’s visitor management plan. This situation is reinforced by the necessary infrastructure already being in place in Blaenau Ffestiniog, the energy and ingenuity of the businesses and residents and the strength of its cultural identity. The architectural merit of High/ Church Street is a considerable asset and is set amidst dramatic scenery.
We recommend that :
- The planning policies applied to Blaenau Ffestiniog should reflect this unique position.
The Town Council established ‘Cyfle Ffestiniog’ (Opportunity Ffestiniog) to progress the Market Towns Initiative. This is a very considerable achievement, won through co-operative action within the community and the Development Board for Rural Wales. ‘Cyfle’ currently comprises 7 Town Councillors with the option to co-opt 3 other non elected people. There is a need to ensure that the projects and activities that will result from the Market Town Initiative and the Slate Towns Strategy are strategically selected. We believe it is essential that there is active agreement and wide community ownership about the future development of the town. If such participation is not forthcoming it will significantly reduce the potential success of these initiatives. In order to achieve this community consensus :
We recommend that:
- The membership of Cyfle Ffestiniog be extended to include representatives from the broad range of community, business and political interests each having an equal say in the decision making.
The combination of the Unitary Development Plan, the Market Towns Initiative, the Slate Towns Strategy and other initiatives by related agencies opens the way for community self determination. Local people have a unique chance to create a vision for the community affecting the land use planning and economic and social development of their town. A community-based process, which involves many members or interest groups in the community, should be used to create such a vision. An existing group, such as Cyfle Ffestiniog, could play a leadership role in facilitating this kind of broad public process. This process must be well facilitated and the findings must be honoured by all. The wide range of interests in the town must be part of this process.
We recommend that:
- The Community of Blaenau Ffestiniog embark on such a visioning exercise as an immediate priority.
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8 Local Action Plans
There are a number of features, of both the town and its people, that can be the basis for local action to regenerate Blaenau Ffestiniog. The approach we are suggesting capitalises on these features to create a powerful positive force for improvement. These are :
It was obvious to us that locals are very proud of Blaenau Ffestiniog, both because of its history and culture and for its potential. This strong sense of place was for the town as a whole and for the individual villages of Llan Ffestiniog, Manod, Tanygrisiau, Rhiwbryfdir and Bethania.
The area has a large number of interest groups which have developed as a result of their concern over a particular local issue or through a recreational activity. For example, considerable success has been achieved by the Male Voice Choirs in competitions and in practical action to renovate a rehearsal hall; the arts festivals; the brass band; the Fuzzy Ducks in Eisteddfod competitions; the Friends of the Market Hall; and the Town Park Initiative with those needing learning support. Many more could be cited.
We sensed a great deal of frustration reflecting people’s concern that they were not in control of their future. This related to major changes and more local, but nonetheless very important, concerns. Examples that occurred during our visit were: the sudden announcement of the sale of six slate mines to McAlpine plc with the closure of the visitor facilities and the loss of a number of jobs; and the house refurbishment scheme that has meant the stone houses were being given a pebbledash finish, detracting from the town’s essential character.
8.4 THE WAY FORWARD – LOCAL ACTION PLANS
The pride, energy and talent of the community can be harnessed to deal with at least some of the frustration that has built up. We suggest that it will lead to an even greater pride in the town and a strengthening of local governance. The idea behind the Local Action Plans is that each area would create its own plan. This has the great advantage that they are developed by the people living and working in the area. The Plan is not just a physical improvement plan but could include a wide range of topics:
- small environmental improvements.
- signposting.
- energy saving programmes.
- co-operatives, recycling initiatives.
- local exchange and trading schemes (LETS).
- Credit unions.
and anything that the local community see as a way of improving their social, economic and environmental situation. Community action will be able to undertake some of the proposals but others will need to be adopted by the private sector and specialist agencies.
The Development Officer, to be employed by Cyfle Ffestiniog through the Market Towns Initiative, would have a pivotal role in this. A ‘Planning for Real’ event may be the first step in getting community involvement. The officer would work with volunteers from the area to create the plan, identify opportunities, develop an action plan, and find appropriate routes. The role is to develop the capacity of the community to act on its own. The officer would then be able to go on to support another area whilst maintaining a ‘watchful and helpful eye’ on the earlier plans.
Alongside this very localised activity it will be necessary to develop a wider vision for Blaenau Ffestiniog and its immediate environs. The cumulative effect of all the localised actions will bring the vision to fruition. (see also sections and )
Many volunteers do not wish to become formally elected Town or County Councillors, but have the energy and talent to contribute to their community in other ways. However, with the approach outlined above, it is very important that these people have a way of contributing to and being part of the decision-making process. After all, these decisions affect their community and they have views which must be seen to be as a valid as those of the elected representatives. Cyfle Ffestiniog has a very important role to play in nurturing and supporting this approach.
It is for this reason that we recommend that :
- The membership of Cyfle Ffestiniog be broadened to capture this community energy and to enable Local Action Plans to be successfully created and implemented.
Table of Contents
9 Media Coverage
There was considerable interest from the media in the Exchange. A short piece was broadcast on the local television morning news; an article appeared in the newspaper to introduce the Exchange and to announce the public meeting; one of us was interviewed for local radio and a number of journalists attended the Press Conference.
We felt that in these discussions, the media held and portrayed a negative image of Blaenau Ffestiniog, particularly relating to the slate tips and the amount of rain it receives. This undoubtedly has an impact on visitor impressions and has a debilitating effect on the residents. This contrasted with the strong pride that the people felt for their town. At the Press Conference we asked the newspapers to take a more positive approached to the town and, for instance, if there were problems to be reported, e.g. the closure of a tourist facility at a slate mine, they would follow this up with a good news story, of which there were plenty, in a subsequent edition.
A copy of the report in the Caernarfon and Denbigh Herald is attached (see ) giving the positive image that we wished to convey.
We were impressed with the sense of belonging and pride that the various groups in Blaenau Ffestiniog felt for their town. Particular groups have also made great efforts to achieve particular goals, for instance the Male Voice Choir, Cor y Moelwyn, have refurbished an old chapel in their spare time to use as a rehearsal hall. We heard the talent of the Fuzzy Ducks and learned of six young people who have recently graduated – just two examples of youth doing good things. During our visit the newly refurbished Queen’s Hotel received an award for excellence in a major national hotel competition. This was announced, for the first time, at the Countryside Exchange public meeting and received spontaneous applause from the townspeople. Success was being celebrated!
We felt, however, that there was also a sense of frustration within the town which has arisen from the difference between the sense of pride mentioned above and the continued decline in the people’s prosperity. There is a need to draw together the Town Council, the many special interest groups and individuals for a common purpose. In this way the town could be helped towards creating a common vision for the future. As a first stage towards this we asked those at the public meeting to take up :
- A community challenge to undertake one community project now
- The project should be agreed within 30 days of the public meeting , 9th October 1997.
- The project should be completed before Christmas.
- It should be a project that reflects the genuine aspirations of the wider community.
- The type of project must be agreed upon through consensus.
- It should act as a focus of community pride.
- The community must agree the way ahead themselves.
At that stage we did not suggest to the meeting a way in which this could be done, and as we left the study area shortly after the public meeting we do not know if the challenge has been accepted.
We suggest that Cyfle Ffestiniog, if no other person has done so in the interim, should now take the next step to encourage this to happen.
This could be through some sort of suggestion box scheme, in the local shops and the community building, or to arrange a further public meeting. There are many projects that could be considered. We heard that people were concerned about racist graffiti around the town. The challenge could be to hold a community day to clean this away. Alternatively the Walks Around Ffestiniog leaflet could be updated and reprinted, or a town trail be drafted. There are many things to do!
We firmly believe that this is the most appropriate way in which to develop a consensus approach to the regeneration of Blaenau Ffestiniog.
Cyfle Ffestiniog made a brave decision to ask us to come to the town. We sincerely ask them to take another brave decision and accept our recommendations for the widening membership of the Cyfle Ffestiniog and use the Community Challenge as a first step towards creating a community vision for the town.
Table of Contents
11. Tables of General Recommendations
11.1 Economic Development
See Text in Section 6.2
| Techniques | Available/Used | Could Be Done |
| Build industrial estates | Done – limited availability | Yes – contact Business Connect. |
| Provide financial assistance | Variety of grants & loans – ‘Business Connect’ | |
| ‘Local Contact Team’ – Group of local specialists (bank managers, accountants, estate agents, lawyers and other useful local people who are willing to help) – their job is to locate, meet, greet, advise and generally help potential prospects to come to Blaenau Ffestiniog (sell the Blaenau Ffestiniog area ‘product’). | Yes – contact Business Connect. | A truly local group of specialists, perhaps working as part of a community business. |
| Develop promotional materials (Promotion Pack), e.g. video, brochures, contact names, maps, CD-ROMs. | Region-wide & specific – contact Business Connect. | Develop a local pack to complement existing information – use a corporate style. |
| Build/Open Start-up Units. | Exist – most are occupied. | Enhance range to suit variety of needs. |
| Attract businesses that ‘fit’ the area (i.e. match what we need to what we can provide). | Available – contact Business Connect. |
11.1.2 Local Business Start-up
| Techniques | Available/Used | Could be Done |
| Training. | Training for Work, Training Credits, Adult Technician Training, Small Firms Training & Development Scheme, & (soon) New Deal – contact Business Connect. | Yes, numerous training services can be developed by local educational & vocational service providers. |
| ‘One to One’ help and advice. | Business Health Check, Consulting Support, Export Support, Management Training & Consulting Service, Skills Audit, Sole Traders’ Initiative – contact Business Connect. | |
| ‘Threshold Studies’ (i.e. find out how many businesses of a particular type can prosper in the Blaenau Ffestiniog). | Contact us for advice. | |
| Information Technology. | Glanypwll IT Centre – contact Business Connect. | Internet provision (completion 1998) |
| Financial Assistance. | Capital, Craft, Childcare, Employment, Innovation, Technology, Property Development, Signage, & Business Support Grants …. at least! Contact Business Connect. | Revolving loans, low interest loans, Credit Union, e.g., for start-ups. |
11.1.3 Business Retention & Expansion
| Techniques | Available/Used | Could Be Done |
| Survey of Existing Businesses (find out what you’ve got, what you could lose, and what you should do to make things better). | Contact us for information and examples. | |
| Vocational Training. | Customised training is available – contact Business Connect | |
| ‘One to One’ help and advice. | Available to ALL businesses – contact Business Connect | |
| Financial Assistance. | There is help available – contact Business Connect for details. | Talk to Business Connect if you discover that your needs are not being met – it’s good to talk ! |
| Marketing Assistance. | Contact Business Connect for details. | Talk to Business Connect if you find that you have needs that are not being met. |
11.2 Retail Expansion
See Text in Section 6.3
| Technique | Available/Used | Could Well Be Done |
| Catchment Area Survey (find out where they shop, why they shop there, and what they shop for). | Contact us for information and examples/help. | |
| Threshold Studies
(i.e. find out how many businesses of a particular type can prosper in the Blaenau Ffestiniog area.). |
Contact us for information and examples/help. | |
| Chamber of Trade Development. | Yes – it’s up to you! | |
| Appearance Enhancement – make the place look attractive and let people know that your shop is there. | Facelift Grants – contact Business Connect. | Marketing and layout design assistance – contact the us for help. |
| Mentoring. | Needs trust – experienced business person willing to help a business ‘newcomer’ – contact us for details. | |
| ‘One-to One’ help and advice. | Retail Adviser Scheme – contact Business Connect. |
11.3 Adding Value to Local Products
See Text in Section 6
| Techniques | Available/Used | Could Well Be Used |
| Audit of Exported Products (i.e. identify products that could be treated locally to add value – e.g. use locally produced milk to make local cheese). | Yes – talk to Business Connect. | |
| Feasibility Studies. | ditto | |
| Encourage product development (i.e. new products with waste slate materials). | ditto | |
| Supply Network Development. | ditto |
11.4 Tourism Development
See Text in Section 6.4
| Techniques | Available/Used | Could Well Be Done |
| Visitor Surveys. | Contact the us and also http://www.homepage.montana.edu/~acxds/WRDC. | |
| Audit (i.e. find out what you’ve got and what you need). | ditto | |
| Opportunity Identification. | ditto | |
| Attitude Survey (we’re not saying that it’s good for you, we’re saying it might be good for you). | ditto | |
| Enhancement Schemes. | ditto | |
| Signage Clutter Reduction. | Contact Highways and Planning Departments, Gwynedd County Council – tell them what you want. | |
| Information Management. | Contact Wales Tourist Board. | |
| Forward Planning. | Encourage participation and attract appropriate visitor types (e.g. a calendar of events to include annual festival, fairs, Christmas concert etc.). | |
| Visitor Management (keep the visitor for the right length of time – e.g. try to arrange train times to ensure that visitor spend spreads to town). | Yes – provided that the various businesses/groups are all able to benefit. | |
| An Anti-clash Diary and Calendar of Events. | Tourist Office and local events providers. | Design, maintain and use a calendar of events for local and visitors. Contact Duncan MacInnes – see section 12. |
Table of Contents
APPENDIX I: Study Period Timetable
Saturday October 4th 1997
Introductions Manchester : the Countryside Exchange and Study Areas
Travel to Study Area
Cyfle Ffestiniog Dinner with local Council members
Sunday October 5th
Llan Ffestiniog Church community
Tourism Llechwedd Slate Caverns
Ffestiniog Railway
Magnox Nuclear Hydro Station
Magnox Nuclear Power Station
Renovated Water Mill, Bethania
Monday October 6th
Development Agencies Market Town Scheme
Economic and Planning Department
Health Service Provision Day Care Centre, Hospital, Health Centre
Industry Blaenau Plastics
Metcalfes Catering Supplies
Industrial Forum Local businesses
Tuesday October 7th
Infrastructure and the Environment Snowdonia National Park
Gwynedd Council Economic Development and Planning
Development Board for Rural Wales
Information Technology Gwynedd Council IT
The Area Portmadoc
Education and Training College of Further Education
Divisional Director of Education
Celtec
Primary and Secondary Schools
Culture Fuzzy Duck rock band and Moelwyn Male Voice Choir
Wednesday October 8th
Retail Services Blaenau High Street
Agriculture Local Farms
National Union of Farmers
Tir Cymen
Countryside Council for Wales
The Area Gateways to the town
Small Business Forum Discussion of High Street issues
Thursday October 9th
Recreation and Training The Park, Sports Hall, Swimming Pool, Tardis scheme
European Dimension European Officer
Public Meeting Presentation from the Team Members and open discussion
Friday October 10th
Feedback Countryside Exchange Steering Group Member
Press Conference local media
Report Collation and presentation of final report
ARTICLE FOR THE NEWSLETTER OF THE COUNTRYSIDE COUNCIL FOR WALES
Eight professionals from Scotland, England, the United States and Canada, brought together through a common interest in sustainable community development in rural towns, spent a week in Blaenau Ffestiniog, Wales. The Exchange, organised by the Centre for Environmental Interpretation of Manchester Metropolitan University, is supported by the Countryside Commission, Countryside Council for Wales, English Heritage, English Nature, Rural Development Commission and Scottish Nature in the United Kingdom and the Countryside Institute at Glynwood Center in New York for Canada and the United States. Providing professional development opportunities for individuals working in rural sustainable development, the exchange gave these professionals a chance to study a community extensively and focus their experience on constructive solutions for future directions in the study community. Both the participating individuals and communities were carefully chosen to maximise mutual benefit.
Surrounded by the stunningly beautiful mountains of Snowdonia and within view of the Irish Sea, the population of Blaenau Ffestiniog declined during the century from a high of 15,000 at the turn of the century to its present level of 5,000 people. The decline in population goes hand in hand with the loss of the slate industry, a dominant feature in both the social and physical landscape of the town. More recently the closure of another major employer, the Trawsfyndd power station, led to a decrease in not only an important economic base for the town but also the loss of a highly skilled population.
The strong sense of belonging within the community and surrounding area blend with the pride the area holds of its Welsh language and culture. However, the peripheral location of the town and its isolation seems to magnify the economic decline and its social consequences such as unemployment and the erosion of services. In addition, a century of slate mining leaves the town with a blighted townscape and a striking reminder of its former economic strength. Numerous studies by a string of consultants accompanied with funds from various sources have had little effect on the overall economic development of the town.
Cyfle Ffestiniog, the host for this case study, is a local initiative managed by the Development sub committee of the Ffestiniog Town Council. The aim of this study case is to help Cyfle Ffestiniog identify the options for grassroots action to promote sustainable development of their town and its surrounding area. The negative nature of initial material sent to the exchange participants received reinforcement in Manchester during our initial briefing. However, throughout the week the team learned about a strong and vibrant community, rich in cultural and historic heritage.
In the seven days spent in Blaenau Ffestiniog, the team learned about the warm and generous people in the community, their charitable works, their struggles and frustrations, and their hidden accomplishments. The team can state unequivocally that Blaenau Ffestiniog has a strong community foundation upon which to build a sustainable future.
The study team made general and specific recommendation which serve as guidelines rather than directions for sustainable development. The team felt that neither money nor more studies were the answer but local community taking charge and setting its own directions within guidelines clear to all. Most of all, the team felt that focusing attention on one activity at a time and achieving measurable visible projects was an important step on the road to sustainable development.
The eight professionals involved had never met prior to the exchange. The group quickly came together and focused on the task at hand. An intensive schedule with early mornings and late nights gave the team a good overview of perceived problems and potential prospects. The attendance at the community meeting at the end of the week surpassed the team and organisers expectations. Discussion was lively and constructive. Although the Exchange does not provide for follow-up support, each team member commits to follow-up on a personal level.
A virtual consulting company of the study team for Blaenau Ffestiniog is in view !
For further information and the report contact:
Phil Dagnall, Countryside Exchange
0161 247 1067
or Arwel Jones, Cyfle Ffestiniog
01766 830230
THE CAERNARFON AND DENBIGH HERALD
October 13th (or so)
Thumbs Up: Experts rave about Ffestiniog’s sense of community
Beautiful Blaenau
by Mari Jones
A Town which is usually regarded in a negative way was given an all round thumbs up last week from a team of social, economic and development experts.
The groups of eight were greatly encouraged by what they had found in Blaenau Ffestiniog, and spoke warmly of the welcome they received and the special sense of community they felt.
‘The team of experts had been invited to study the area through the ‘North America / UK Countryside Exchange,’ said Coun Arwel Jones, Chairman of Cyfle Ffestiniog.
‘The team included three Americans and one Canadian. They all provided the team with a breadth of knowledge in various fields including tourism, culture and industrial development.’
They visited slate mines, businesses, schools and health centres, speaking to people from all walks of life living and working in the area.
The finding of the team were presented to the community in a public meeting last Thursday and they were delighted by the response.
‘The response of the meeting was amazing, we didn’t expect for so many people to turn up,’ said Dave Sharpe, Professor of Community Development at Montana State university.
‘Blaenau Ffestiniog is a very interesting community, and the people shouldn’t be negative about the place.
‘I personally love the stone houses which we don’t have in America. I think it is a beautiful area to live in.’
The report of the group will be available in print by early 1998. It will be used as a basis of work for a new development officer ‘Cyfle Ffestiniog’ hope to appoint over the next few weeks.
