- The Workhouse -
„Sustainable Community Enterprise, Environment, Art and Education Centre‟
“The Llanfyllin Union Workhouse was built in 1838-40 and is situated about ¼ mile outside Llanfyllin,
Mid-Wales, 20 miles west of Shrewsbury and the M54. It is typical of institutions built under the Poor
Law Amendment Act of 1834, though architecturally it is unusually distinguished as few workhouses
have survived in such an original condition”.
- The Plan -
1. Summary 2
2. The Project 3
3. Market Analysis 5
4. The Team & Track Record 7
5. Implementation & Timing 7
6. Monitoring & Evaluation 9
7. Sustainability 10
I. Team Members & Supporters 11
II. Board members of the Building Preservation Trust 12
III. Organisational Structure 13
IV. Products & Services 14
V. Independent Explorers 15
A. Budget and Explanatory Notes
B. Accounts Workhouse Festival
www.youtube.com/watch?v=eg432vr042g – Small selection of interviews from over 80 carried out to
document the effects of The Workhouse Festival on the local community.
www.the-workhouse.org – The website which is still under construction.
www.llanfyllinworkhouse.org.uk – Website of the Building Preservation Trust, current owners.
www.workhousefestival.co.uk – Workhouse Festival website.
The proposed project „The-Workhouse‟ involves obtaining, restoring and utilising the Llanfyllin Union
Workhouse creating a unique sustainable resource built around four key initiatives; environment,
entertainment, education and outreach. The core project will be an umbrella not-for-profit organisation
which provides an eco-friendly infrastructure for, assembles curriculum material from, and manages
collaboration between; individuals, organisations, community enterprises and businesses who will
strive to work together toward the objectives and initiatives.
Rural communities generally suffer from a lack opportunity be it educational, cultural or economic
because of the effects of isolation, low income, thin population and the poor viability of standalone
enterprise. The-Workhouse strives to overcome this problem by setting up a centre where many needs
are catered for under one roof through the application of a multilateral approach to service provision.
This would reduce the adversity of rural isolation through clustering and increasing the overall
marketability by applying an integrated enterprise model where all parts contribute in one way or
another toward the core revenue activities and costs of maintaining the infrastructure. Thus foot fall
generated by the traditionally more popular elements of the proposed services helps to sustain and
create interest in the less marketable elements creating to a greater or lesser extent a symbiotic
relationship between the various components of the project that increases the chances of success for the
centre as whole.
The-Workhouse offers an opportunity for investors and funders to meet their own environmental, social
and economic objectives and help increase economic productivity of the area. The initiatives rise to
meet current thinking in fields of environmental awareness, education, sustainability, entertainment and
community development, thus creating a desirable level of additionality to any potential investment.
The-Workhouse will lead the way by demonstrating a model for sustainable development in the hope
of activating rural communities to rise to the challenges they are presented with and begin forming
networks, tapping into local resources and utilising available opportunities to the maximum.
This project differs from others in that the number and calibre of individuals involved in the project is
exceptional; they are true representatives for their community and have a proven track record with
regard to both community and commercial development. The project supporters include a wide range
of professional consultants and practitioners with first hand knowledge and experience from similar
initiatives nationwide. So far the team have worked tirelessly on this and other projects, all voluntarily,
so there is a very pragmatic understanding of the workload and in general a very practical and realistic
perspective on the viability of the project in relation to the communities abilities, aspirations and
resources. The core team have identified their key weaknesses which lie specifically in the financial
and legal areas in light of which they have pursued and obtained support from DEIN (Department for
Enterprise, Innovation and Networks) and PAVO (Powys Association of Voluntary Organisations) who
are currently assisting with financial forecasting and development of a suitable organisational structure.
To ensure this development can progress it is imperative that financial support be obtained from
funding bodies, the public and possibly commercial lenders. The capital cost of the project is in the
range of £2-3m and although it is possible for this cost to be reduced through a considerable volunteer
effort there will no doubt be restrictions placed by investors on what kind of approach we can assume.
It is intended that as far as possible public money be pursued as a primary source of capital as it offers
the fewest restrictions with regard to implementation; however there is clear understanding that the
project must maintain a high degree of flexibility in its approach and activities in order to succeed.
2. The Project
The project looks to meet the growing demand for entertainment and movement toward sustainable
development by empowering people with the opportunities, skills, knowledge and resources required to
realise a sustainable lifestyle and improve their quality of life.
Secure restoration and conservation of the fabric and heritage of the building for future
Build a versatile, environmentally sustainable infrastructure and strive toward a zero
environmental impact for the development.
Accommodating, supporting and promoting activities which create opportunities for community
development from education, employment and enjoyment.
Create a model for sustainable rural development based on collaboration, community enterprise,
education, creativity, environmental awareness, labour exchange and resource sharing.
These objectives guide the development which will be carried out in phases so as to maximise on
potential revenue and reduce restoration costs in early stages. The activities planned that will enable the
project to realise its objectives fall under four key initiatives which look to create a balanced overall
project and through interaction and collaboration serve to create additional product and protects the
wider project from fluctuations in the market. The four core initiatives of the project are outlined on the
following page and each one will have a development and implementation strategy although at this
stage there is no detail other than that in the overall plan.
The principal revenue generating activities will be events, camping, parking, office space and
accommodation. Of these the events are paramount as they can begin before any construction work
takes place, have a proven market, are the largest potential revenue generator and will create a
substantial audience for the other activities and facilities. The launch event “The Fire” on 4th November
2006 was a successful demonstration of this and a means to increasing support for the project which
will be vital in the early stages.
The longer term objectives will be met through a calendar of events, training opportunities based
around the construction and environmental installation, arts development programmes and community
Clearly from the level of activity many people will be affected in many different ways, economically,
educationally and culturally but at this point it is impossible to quantify. It can only be estimated (phase
plan – attachment A) how many people will be involved in the restoration and there is no way of
accurately assessing class sizes for instance or event attendance though assumptions can be made based
on capacity and demand. There is evidence to support assessment of the needs which the project will
meet and proven demand for the core revenue generating activities (interviews – see links).
Should the project go ahead it will have an unprecedented effect on the local community and the wider
audience creating many jobs, training schemes and cultural development opportunities.
‘Moving toward a sustainable society’ ‘Providing cultural and creative development’
This branch of the project will look to install, This branch of the project will look at
maintain and develop environmentally friendly developing a range of creative facilities and
systems and infrastructure within the building calendar of events to enable growth and
and grounds of Y Dolydd. recognition of local arts and entertainment.
The application of effective green technology: The creative conglomerate:
Biomass Heating System Workhouse Festival
Ground Source Heating System Arts Connection
Renewable Energy Systems Make Some Noise
Water Management Systems Dance/recording studio/rehearsal space
Permaculture Indoor & Outdoor Venues
‘Creating an inclusive educational resource’ ‘Striving to deliver our learning to others’
This branch will seek to develop an international The outreach branch will look at promoting the
resource centre for education in sustainable models, knowledge and skills gathered and
development and creative skills. This will be using them to support development of other
achieved by extracting the educational resources projects locally, regionally, nationally and
from the core project and modules within, globally.
creating a resource with which to support applied
learning and community development. The outreach portal:
Sustainable Road show CNI
The educational resources: Website & Database
History Centre Media Lounge
Courses & Classes Radio Station
Welsh Language Program Outreach Centre
Conference Hall Exchange Scheme
Library & Study Space
The list of products and services (appendix III) serves to outline many of the most feasible and highest
demand activities. Some of the activities will fall under the umbrella of the core organisation and others
will be implemented by individuals and businesses who work within the building. An idea of the
scheduling of activities can be gained from the Phase Plan (attachment A) though again it must be
made clear that being flexible with regard to the activities will be an essential requirement for the
project to meet changes in the economic environment.
3. Market Analysis
In a bid to identify and assess social, environmental, political and economical factors affecting the
project. The Workhouse group have conducted surveys, examined the results of community and
commercial forums and held focus group consultations. Of the surveys conducted so far: the following
100% of people were supportive of the project it‟s objectives and initiatives and would offer
their advice and support.
72% would help with the reconstruction.
68% identified a need for extended training and educational facilities in the area.
55% expressed an interest in environmental awareness and practice within the community.
66% identified a lack of recreational opportunities and facilities.
Research conducted through www.the-workhouse.org is underway, prospective members are
offered incentives to join the mailing list, obtaining crucial geographical, age, interests and
We have researched national market trends and carried out a market analysis of the services and
priority target markets in relation to aims of the project, the key points are:
Growing national demand for live music events and festivals and local demand for a suitable
Local demand for training and employment opportunities primarily amongst the 15-34 groups.
Growing local tourist activity.
Increasing national interest in sustainable development from private and commercial sectors.
We have examined government policies and the national agenda and identified the following relevant
The Welsh Assembly Government clearly outlines a move toward sustainability and
furthermore highlights the opportunity for Wales to become a world leader in sustainable
The Sustainable Development Commission (SDC) has recommended in its June 2006 report
that The Welsh Assembly Government needs to become an unequivocal champion for the
principles and priorities for sustainable development.
2005 to 2015 has been declared the Decade of Education for Sustainable Development by the
United Nations and as such is leading the development of national curriculum toward
As a result of this there will over the next decade be a marked increase in demand for ESD and SD
resources particularly where those resources are accessible to a broad spectrum of specific learning
needs and carry elements of additionality. Key to the development of rural areas is the building of self-
sustaining businesses and communities in Wales. The tourism sector in Wales is a mature sector but
the majority of service providers are micro businesses and these businesses face particular problems
e.g. organisational inefficiencies, diseconomies of scale etc. The key initiative is to allow these
entrepreneurs to realise the potential of their business. Capacity building will aim to replace capital
grant provision through a number of programmes including; community engagement programmes,
integrated quality management (IQM) schemes and community regeneration programmes” (TWIGS).
The geographical market area lies within a two-hour drive time, the M4 Corridor, Midlands, North-
West, Hampshire and the West Country. Radio, press and a focus on direct response marketing is up
weighted in these areas. Tourists spend over £8 million a day on trips to Wales, amounting to around
£3 billion a year (source - Visit Wales).
There will be a range of groups attracted by different aspects of the project whilst the broad range of
activities increases attractiveness and additionality for the individual customer. The key groups are
festival goers, music lovers, students, academics, young people, educational establishments, tourists,
eco-tourists, woofers, executive hippies, real hippies, artists and performers. We will be targeting
multiple segments appealing to a wider range of groups We are also evolving our targeting approach to
segment visitors by their attitudes and motivations, rather than by simply using demographic factors.
The campaign will reach a broad range of potential visitors but will focus on 'Independent Explorers'
Unique Selling Points:
The Building and its heritage
The people, the community and the project
Providing high quality entertainment venues
New employment opportunities and training opportunities in growing sectors
Applied sustainable practice and integration of environmentally friendly technology
Clustered service provision addressing the needs of today‟s society
Universal approach improving community integration, identity and strength
Integrated online resources with global reach
Platform for exposure of arts in an inspirational environment
A calendar of activity including The Workhouse Festival catering for a broad range of markets
The Mid Wales area does have some theatrical and entertainment venues. Newtown has Theatr Hafren,
Builth Wells is home to the Wyeside Arts Centre, Machynlleth's Tabernacl Chapel has been converted
into an arts and performance venue, Llandrindod Wells has the Albert Hall Theatre and Pavilion
Conference Centre, whilst Brecon has the Theatr Brycheiniog. These venues attract big audiences for a
varied offering of entertainment including everything from Mozart to alternative comedy, folk music to
dance and drama. Shrewsbury has the NEV planned for 2008/9 yet there is no development within a
two hour drive that provides entertainment, accommodation, education, heritage and employment
alongside sustainable practices, social interaction and community regeneration.
The Centre for Alternative Technology near Machynlleth offers visitors year-round 'hands-on'
educational experiences. We intend to work closely ensuring a joined up approach, this is the closest
competition with regard to the environment initiative.
Other entertainment related competition includes:
Hay Festival of Literature (28 May - 6 June) - Attracts top writers and celebrities.
Gregynog Festival (12 - 26 June) - Well-established music festival with major performers and
players, held at Gregynog Hall near Newtown.
Brecon Jazz (13 - 15 August) - One of Europe's top international jazz festivals.
Llandrindod Wells Victorian Festival (21 - 29 August) - Llandrindod which includes street
theatre, walks, talks, drama and music.
Machynlleth Festival (22 - 29 August) - A festival with a mixture of classical music, jazz,
lectures and art.
Presteigne Festival of Music and the Arts (26 - 31 August) - Mainly classical music, with a
wide variety of performances.
Acton Scott historic working farm
4. The Team & Track Record
So far the team have demonstrated the growing demand for arts with the success of The Workhouse
Festival which has impressive performance figures:
Date Spend £ Turnover £ Growth % Revenue £
Sep 2004 9000 9,700 7.8 700
July 2005 36,000 40,000 11.1 4000
July 2006 62, 000 90,000 45.5 28,000
The-Workhouse will build on the foundation the festival has laid using its established market, excellent
reputation and strong brand as well as resources, people and expertise. The demand for outdoor and
indoor music events continues to increase which is a recognized national trend in the arts. In Powys and
our wider catchments area is a lack of recognized venues and quality entertainment. This provides
opportunity for The-Workhouse to push into the market with a full calendar of events. This will be an
integral part of the first two development phases providing funds, PR, footfall, etc. for all further
Having just completed an initial consultation with CPC‟s Mel Witherden the decision has been taken to
pursue registration as a Charitable Trust operating a trading arm which will most likely take the form of
a Community Interest Company (appendix II). We have developed a good working relationship with
The Building Preservation Trust who currently owns the building. The Trust has agreed to amend its
objectives which will enable the transfer of the building to be avoided through nomination of team
members onto the existing board. This registration process is underway and a memorandum of
understanding has been drawn up to guide the amalgamation of the two groups and set clear
5. Implementation & Timing
To give fine detail to a project of this scale would be impossible at such an early stage however there
are key phases to the development which have been identified and outlined below. Further to this a
phase plan has been drawn up (attachment A) which shows approximately the most viable development
approach based on potential revenue versus restoration costs of the various sections of the building. It
must be emphasised that the ability of the project to be flexible with regard to its activities and
development programme will be essential throughout the lifetime of the venture.
Preparation and Launch (till 4th Nov 2006)
Aim: To launch the project and present it to the public on the 4th November 2006 with a
promotional event titled „The Fire‟.
Tasks: Compile the business plan, decide on organisational structure, develop a marketing plan
and produce a presentation of the project for members of the public.
Funding and Planning (4th Nov 2006 - 28th Feb 2007)
Aim: To have identified the best way to change the ownership of the building to the workhouse
group and be in a position to carry out the transfer and get the project moving.
Tasks: Seek approval from necessary licensing and planning authorities for the planned
construction and uses. Pursue funders, potential benefactors as well as support from the public
and other organisations. Draw up a detailed schedule for the restoration work and prepare a plan
for activities on the field. Develop sponsorship and membership schemes to raise money toward
the project. Formulate a strategy for maximising on the potential revenue from the various
facilities and spaces.
The following phases have been time constrained for the purpose of this report however this assumes
that projected fundraising is achieved. Although it is strongly believed that the project carries enough
interest and a broad enough appeal to achieve its funding goals it would be unwise to presume its
certainty. In the event of funds not being raised at the projected rate the timeframe for the development
will be adjusted accordingly and within a realistic margin of error the phases could be extended to span
a six rather than four year timeframe without significant effect on the viability. It will be the project‟s
flexibility that will enable it to adjust to changing funding and revenue environments as well as adapt to
fluctuations in the market.
Phase 1 - Construction and Development (28th Feb 2007 - Mar 2009)
Aim: To set up a campsite as well as complete building work on the indoor venue, bunkhouse
and office sections of the building. Be in a position to use these facilities to generate further
Tasks: Complete the planned activities in order to raise capital for the construction. Put together
training schemes which involve work on the building in partnerships with colleges and local
constructors. Assemble and coordinate a volunteer workforce to help with the reconstruction.
Manage the administration of the projects development, seek to increase public awareness and
pursue further funding, donations and sponsorship.
Phase 2 - Construction and Development (Apr 2009 - Mar 2011)
Aim: Complete construction work on the car park, restaurant and history centre. Run a series of
courses and workshops based around the ongoing project and community activities.
Tasks: Continue coordinating construction work. Compile content and source participants for
the courses and workshops. Operate the indoor venue, field activities, bar, bunkhouse and
campsite. Source and emplace tenants for the office space created. Develop new strategies and
seek alliances which will raise the profile of the project.
Phase 3 - Construction and Development (Apr 2011 - Mar 2014)
Aim: Complete construction of the retail units, gallery, educational facilities and conference
facilities. Be providing educational resources to a range of users. Be a recognised attraction. Be
achieving our environmental objectives.
Tasks: Continue coordinating construction work. Operate a full calendar of indoor and outdoor
events as well as an increased range of courses and workshops. Manage bunkhouse and
campsite accommodation, bar and restaurant, specialised range of retail, office and workshop
spaces. Further develop educational resources and facilities.
Phase 4 - Construction and Development (Apr 2014 - Mar 2016)
Aim: Complete all construction and decorative work. Be providing educational resources to and
accommodate disabled and behavioural challenging young people. „Reach out‟ by delivering
educational schemes, especially concerning sound environmental practice and sustainable
living, nationally and globally.
Tasks: Coordinate construction work. Collaborate with the care sector to develop short term
time-out or integration schemes for young people with specialised needs. Take courses and
workshops to schools all over the country, initiate national and global exchange schemes and
operate an interactive website with educational resources accessible for all. Seek alliances on a
national and global scale.
The responsibility for development of the core project will lie with the project team who will be
advised by the board of Trustees, members and a community forum. Essentially the core team will be
multi-skilled and be able to manage administration as well as coordinate activities and construction. It
is estimated that a core team of four full time employees would be sufficient in the short-medium term
and although finding funding to salary these positions could be problematic in early stages it is
intended that any short fall be made up from voluntary work until such time that the development can
sustain the full costs. The key principal behind these decisions is that pouring as much money as
possible into activating core revenue activities in the early stages will ultimately lead to faster
development and greater income. It is also clear that there will be a number of other part and full time
positions within the core project; these will be filled as income allows and will again there will be an
emphasis on placing multi-skilled workers wherever possible.
The opportunities for employment reach beyond the core activities and into the realm of hosted
enterprises, businesses and individuals who will come into the centre and rent or hire space and
facilities. These „extra‟ or „modular‟ entities will benefit form the infrastructure in place, range of
facilities available, increased foot fall and trade from cross-marketing as well as working in a beautiful
6. Monitoring & Evaluation
The organisation intends to adopt the monitoring and evaluation schemes employed by The Workhouse
Festival and Make Some Noise, improving and developing them to accommodate for the broader
spectrum of activities planned. At the core of these schemes is a system of customer and employee
feedback which serves as a medium for communication between the client base, the workforce and the
management. It will be the responsibility of the project manager to assess feedback forms and make
decisions informed by the Trust on how to address issues raised and opportunities available. Feedback
will be actively rather than passively sought from within the community and there are already members
of the team who are acting as spokespersons and sounding-boards for the project within the local
population. The feedback surveys will contain questions relating to the breadth and quality of the
facilities, service provision and general use issues. It will aim to identify areas where; improvements
can be made, shortfalls have occurred and opportunities for collaboration as well as monitoring
networking and market trends which are of relevance to the client base. Assessment of the effects on
the local community will be of greatest significance with regard to our objectives whereas a clear view
of the needs of the wider audience will be vital to our core revenue activities as most foot-fall will
come from the national community.
Success of the project will be judged relative to the objectives and initiatives. If funding is secured
from any significant source it is highly likely that there will be a monitoring system imposed on the
project or aspect which is being funded. These evaluations will be assessed by the core team and the
information used to improve the projects own monitoring system. In the short term the securing of
finances with which to pay off the existing loan on the property will be the deciding factor on further
development of the project. As the future of The-Workhouse hinges on this it will be a significant
milestone and should it be met will serve to bolster the viability of the project. Should it not be met
there is no reason to believe that further opportunities may arise as the building would then be placed
on the open market through which it may take some time to sell, this is clearly not a desirable situation
for the project to develop from but has been considered to some degree. It will be clear in one way or
another by the end of 2007 whether or not the project will be achievable but it may take another five to
properly assess its sustainability. With a project of this scale and with the level of interdependency
between activities it is difficult to draw any firm lines beyond the end of year one. For the project to be
considered a complete success it must have achieved its objectives and it is unlikely to have done this
before 2010 by which time many changes will no doubt have taken place and the evaluation of the
project may have new objectives to consider.
It has to be said that a certain amount of vision is required to see the potential for this project and also,
knowledge of the community behind it is essential to have any belief in its realisation. Their
achievement so far is evident with The Workhouse Festival and in reality this is one of the defining
attributes when assessing this community‟s suitability to deliver a project of this scale.
The project, being of the scale it is and needing a considerable capital expenditure, would benefit
hugely from any subsidy to establish revenue generating activities as quickly as possible in order
financially support team members. The amount of voluntary work carried out by the team over the past
three years toward community development has already reached a point where the few who are
enabling and coordinating the efforts are stretched to the limit. Despite being extremely determined to
see the project go ahead it becomes increasingly difficult to manage the workload and uphold regular
With regard to raising monies there are a number of funds that are clearly geared toward initiatives
such as The Workhouse and due to the broad scope and benefits that this project offers it is possible to
target different funds for different aspects of the development. Following consultations with financial
and legal agents the project is looking to set up a membership scheme that will aim to secure funding to
cover the majority of the construction costs as these are more difficult to source specific funding for.
Research has been done into similar projects that used this approach successfully and the outcomes are
predominantly dictated by the success of the marketing campaign. With respect to this we believe that
The Workhouse is a strong, broad and easily marketed brand with enough scope for a number of key
markets to be tapped. Our adoption of topical policies and sustainable development also gives the
project a strong ethical orientation which reinforces many of the decisions made regarding support,
funding and general marketability.
It is an interesting notion that the project is entirely developed by the community and not a commercial
body with high overheads and profit targets to achieve. The lack of financial resources might be our
biggest disadvantage but also poses strength because we are accustomed to efficient and low cost
development which will consequently increase the returns of any monies invested.
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Appendix I – Team Members & Supporters
The core team are predominantly members of the local community and the following list outlines
Mark Burnett – Project management, spokesperson, arts facilitation
Andrea Proffitt – Marketing, event management
John Eddy – Project management, volunteer coordination
Nina Wehling – Events management, project coordination
Grant Dyer – Marketing, recording, sports development
Ian Garland – Building development, eco-construction, sustainability
Ian Jones – Lord Mayor of Llanfyllin, spokesperson
Ivan Phillips – Head teacher, curriculum development
Lindy Atkin – Secretary, administration, community development
Laurie Atkin – Promotion, marketing, landscape design and tree surgery
Dawn Lawes – Sustainable education
George Stroud – IT, web design
Jo Ross – Legal secretary, Fairyland Trust representative
Julia Phillips – Programming, holistic therapy
Martin Duckers – Open space inclusive meetings, youth work
Sue Dolman – Kitchen management, welsh culture, traditional music
Sally Duckers – Visual arts, artist development, fundraising
Tony Wainwright – Arts development, visual arts
Mike Cusato – Recording, sound production
Andrew Gayne – SIA security, construction
Kevin McCormac – Arts facilitation, environmental development
Stuart Gayne – Arts development, construction
Guthrie – Sustainable development, project coordination, sales
Hannah Reese – Project development, arts facilitation
Caroline Mulcahy – ESD consultancy, project development
Supporters and expert advisors that we are liaising or working with at the moment are,
Peter Linnell – Trustee of Synaptic providing tailored training i.e. courses on
fundraising, professional conservation building expertise
Norman Jones – Former WDA now DEIN, business link consultant
Mel Witherden – CPC (community projects centre)
Gerard Davies – Association of Sustainability Practitioners
Finance Wales – Community and environmental loans
Arts Connection – Local best practice arts organisation
Unlimited – Business start-up, revenue funding for social entrepreneurs
John Davies – (PAVO) Advisor and link to local community forum
John Harrington – (PAVO) Advisor on organizational structures and legal conditions
Steve Jones – Specialist in environmental sustainability and co-operative establishment
Simon Mulcahy – Financial advice, Schwab foundation
Francis Mulcahy – Recruitment consultant
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Appendix II – Current board members of the Building Preservation Trust
Mavis Nicholson - on screen interviewer for national broadcasting media, author, editor of
community newspaper, The Chronicle.
Wynne Morris - former Mayor of Llanfyllin, Chair of the Llanfyllin Building Preservation Trust,
Chair of the local Civic Society and local farmer.
John Bowen - Health Service, superintendent at Y Dolydd when it was a home for the elderly,
magistrate for Powys, member of Montgomery District Council and was elected
as Powys County Councillor in 1966.
Mick Bates - Member of the Welsh Assembly, led local community regeneration schemes,
active member of a wide range of welfare, cultural and fundraising groups in his
Gordon Jones - Deputy chairman of the Trustees, Chairman of the Llanfyllin Chamber of
Commerce & Trade, active member of the community serving on many
committees in the town.
Ian Jones - Town Councillor and is currently Mayor of Llanfyllin, local businessman
working in the technology and communications industry.
John Hainsworth - Local historian who is leading the research into the history of the Llanfyllin
Union Workhouse, Chair of the Development and Finance Committee of the
Trust, and the Dolydd History Group.
Roger Bowles - Retired as Vice-Principal of a large college in the Midlands, Trust‟s Membership
Shirley Bowles - Background is in marketing, officer of the Llanfyllin W.I. and the Trust‟s Press
Helen Lawson - Management and training roles in the social services and local government.
Ian Garland - Electrician by profession, vice chair of the Workhouse Festival Committee and
now core member of The-Workhouse.
Simon Baynes - Investment banker and a former parliamentary candidate for Montgomeryshire.
John Eddy - Originally trained as an artist, background in management, Treasurer of the
Workhouse Festival Committee, acting as its link with the Trustees and now core
member of The-Workhouse.
Peter Lewis - Well-known local farming family, and a Llanfyllin Town Councillor.
Richard Kretchmer - Teacher and lecturer, wrote two substantial books on Llanfyllin and its history.
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Appendix III – Organisational Structure
This diagram outlines the basic structure but is now under review in light of recent consultation, it
should therefore serve only as a guide at this stage:
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Appendix IV – Products & Services
Events, shows & festivals
Gigs, bands & discos
Studio & rehearsal space
Field (open/covered) venue
Dormitory & hostel
Auditorium & Theatre
Arts, ecology & resource library
Sustainable living resource service
Local Produce Outlet
Martial Arts Classes
Welsh Language Course
Foreign Language Courses
Renewable Energy Courses
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Appendix V – Independent Explorers
In search of new experiences and places they are slightly upmarket and tend to be adults aged 25 years
and over. They shun the over commercialised tourist honey pots. They are free minded, they do not
follow the herd. They are free spirited; they look for places that allow them to be themselves, that
enrich them, that challenge them. They like to interact with the place to understand culture, to meet its
people and to return refreshed and enriched. Within the UK there are potentially 7,021,000 we could be
attracting to Wales as a whole and more importantly The Workhouse (TGI).
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