Embedding a culture of prevention based on what matters to communities 

Project Background

Neath Port Talbot is made up of diverse urban and rural communities that have been shaped by mining and industry.

In line with the Welsh Government’s ‘Rebalance of Care and Support’ consultation, the council want to continue to move away from crisis-focussed services to community-based support in which communities are central to changing, shaping and developing practice and services. Through working with IMPACT the aim is to encourage a system influenced by the community, not a community influenced by the system.

“Through working with IMPACT, we aim to create the right conditions and support, so that prevention cuts across and is embedded in all agencies and departments. This benefits the community, by ensuring that people receive the right support, from the right person, at the right time and in the right place.“

Initial Evidence Review – Word

IMPACT Factfile

Executive Summary

Overview

This report looks at our findings linked to work in the Afan Valley in relation to Prevention. Our initial remit was to work alongside Pro Afan, but due to the complexity of Prevention, this scope broadened as detailed in this document.

The Afan Valley is a rural community with a rich history, strong sense of identity, and committed residents. However, the area faces significant challenges linked to economic decline, reduced services, and limited local opportunities—particularly for young people and non-drivers. These issues impact health, wellbeing, and social cohesion. This report draws on local data, community voices, and research evidence to outline the situation, identify core needs, and highlight priorities for action.

Community Profile

Population structure: Higher-than-average numbers of children in some villages (e.g., Croeserw) and significant proportions of older residents across all areas. Working-age adults often leave due to limited employment and transport options.

Economic challenges: Closure of local businesses (including cafés, shops, and tourism-related venues) has reduced employment and places for community interaction.

Transport barriers: Limited public transport impacts access to healthcare, employment, and social activities, particularly for those without cars.

Service gaps: Health, youth, and community services are patchy and often reliant on the voluntary sector, which struggles with short-term funding.

Key Findings

  1. Short-term projects and funding undermine long-term benefit
    Many initiatives are funded on a short-term basis, ending before relationships, trust, and sustainable change can be established. This limits impact and creates frustration when valued projects—such as craft sessions or community hubs—are discontinued.
  2. The community wants action, not more consultation
    Residents expressed consultation fatigue and a clear preference for tangible changes. They value practical improvements—such as transport solutions, affordable local facilities, and employment opportunities—over repeated engagement without follow-through.
  3. Prevention needs to be everyone’s business
    Current service models often operate in crisis mode rather than prevention. Cuts to local services increase demand on GPs, hospitals, and emergency services. Shared responsibility across health, all departments within local government, community organisations as well as other public services, is essential to reduce long-term costs and improve wellbeing.
  4. Good jobs and training are essential for long-term resilience
    There is a clear need for well-paid, sustainable employment opportunities within the Afan Valley. Training should align with these opportunities—whether through local enterprise, tourism development, or skills linked to renewable energy, construction, and care sectors—to reduce outward migration of working-age adults.

Opportunities and Strengths

  • Community spirit: Despite challenges, there is strong social capital, active community centres, and local groups (sports clubs, history society, walking groups).
  • Natural assets: The valley’s scenery, bike trails, and walking routes offer potential for tourism and wellbeing-focused projects, though some require restoration.
  • Existing infrastructure: Four community centres, parks, libraries, and sports facilities provide a foundation for further development, though accessibility and affordability vary.

Priority Actions

  1. Move from short-term to sustainable funding – enable projects to develop trust, capacity, and measurable long-term outcomes.
  2. Deliver practical solutions now – e.g., improve transport links, reopen/repurpose local venues, and reinvest in tourism infrastructure.
  3. Embed prevention in all sectors – ensure health, education, and community planning focus on early intervention.
  4. Create pathways to secure, well-paid employment – link training to identified local job markets.
  5. Strengthen local partnerships – foster collaboration between public services, voluntary organisations, and residents.
Final Report – Word

Meet Our Demonstrators: Rosa-Diane Lancaster & Yvonne Phelps

Rosa-Diane Lancaster

When I’m not working as a Demonstrator, I also run my own business providing adult and community learning and skill development based in Wiltshire. I joined IMPACT because I am interested in how we all work together to create better opportunities, outcomes and communities for us all.

I have been working alongside people with lived experience for over 25 years, in a variety of capacities. Ranging from volunteering, paid roles for grass roots charities, senior strategic roles for large national charities, through to running my own business.

    Yvonne Phelps

    I joined IMPACT to make a difference to those who need social care and see the role as an opportunity to work with sector leading, innovative professionals who are committed to driving positive change.
    I am learning disability nurse, who has worked in various roles within the NHS, WG and private sector for over 25 years, having gained extensive knowledge and experience of health, social services and the third sector from a care management, commissioning, service delivery, service improvement, change management, safeguarding and regulatory perspective.