Carnfunnock Country Park Development Plan

Carnfunnock Country Park

D L NA

T F RA

FI CHARTER E D L AN DSC A PE A RCHITEC T S BELFA S T

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LONDON

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DUBLIN

Development Plan

Contents 1.0 Introduction 2.0 Site Context

2.1 Location 2.2 Existing Site Conditions

3.0 Strategic Context

3.1 Social & Economic Policy Review 3.2 Environmental Designations 3.3 Visitor Performance NI 3.4 Overnight Statistics NI 3.5 Top 10 Visitor Attractions NI 3.6 MEABC Performance 3.7 CCP Performance Review 3.8 Tourism Strategy of MEABC 3.9 Consumer Insight & Market Assessment

4.0 Consultation

7.0 Development Plan

7.1 SWOT Analysis 7.2 Conceptual Zoning 7.3 Development Option A 7.4 Development Option B 7.5 Priority Projects

8.0 Master Plan 9.0 Implication

9.1 Business & Operating Model 9.2 Land Ownership & Leasing

Conclusions

4.1 Workshops 4.2 Questionnaire 4.3 Analysis

5.0 Precedent Study

5.1 Kelburn Estate, Largs, Scotland 5.2 Chatsworth House, Peak District, England

6.0 Strategy

6.1 Tourism & Tourists 6.2 Project Phasing

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1.0 Introduction Carnfunnock Country Park (CCP) opened in 1990, and from initial visitor numbers of 15,000 it grew to a point where visitor numbers exceeded 200,000 per annum. There has however been a decline in visitor numbers in recent years. The park is owned, managed, maintained, and promoted by Mid & East Antrim Borough Council (MEABC) which has sought to operate the facility as both a Visitor Attraction and a Community Park.

In its Corporate Plan, MEABC has recognised that “the full potential of the area’s tourism product has not been realised”. Notwithstanding this observation, it is the intention of the Council to build the Borough’s brand as a high-performing and compelling tourism destination.

Equally, despite the recent decline in visitor numbers, it is the Council’s view that CCP must be “recognised as an asset with growth potential for domestic tourism within the Council’s emerging Tourism Strategy 2017 to 2027”. The Council therefore is very clear that CCP has an important role to play in the future tourism development of the MEABC area.

Given that CCP is considered an important element within MEABC’s tourism product portfolio, and that it is expected to serve as a strong contributor to future tourism development, the immediate issue to be addressed therefore is how CCP can best be positioned and supported to make this contribution.

consider a programme of capital investment in the asset to ensure that it performs as a significant tourism engine driving future economic growth in the area. It is the intention of the Council to develop a deliberate strategic framework within which this matter can be progressed.

Accordingly, the Council now wishes to develop a Master Plan which will guide the future development of CCP, and serve as a comprehensive road map for subsequent project implementation. It is expected that the successful implementation of the CCP programme will play an important role in helping the Council to achieve its tourism objectives, which include increasing overnight stays in the area, increasing visitor spend, increasing average length of stay, and improving the mix of visitor accommodation in the Borough, and increasing the number of people employed in the local tourism industry.

To assist the council in this process, Park Hood were appointed to produce this development plan following a series of key stages. Community engagement through stakeholder consultation workshops, review of strategic context and consultation with Statutory agencies sought out in the requirements set by MEABC’s Development Plan appointment for CCP.

It is noted in the project brief that a “lack of strategic investment within the asset” has hampered the performance of CCP in recent years, and there is therefore within the Council a preparedness to

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2.0 Site Context Carnfunnock is situated on the famous Antrim Coast Road (A2) approximately 20 miles from Belfast on the East Coast of County Antrim between the historic Port of Larne and at the village of Ballygally.

Carnfunnock has been in the ownership of several wealthy families throughout the 19th and 20th century until 1957 when Larne Borough Council bought the land. Although this 191 hectare Park is owned, managed, maintained and promoted by MEABC, as both a visitor attraction and community facility; a large proportion of land is currently leased to private individuals and businesses operating activities and attractions within the park. In addition, local farmers utilise the land for grazing.

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2.1 Location The park itself consists of a variety of landscape typologies over a rising topography. Starting at the coastline with relatively flat managed grass land rising to undulating and sloping agricultural pasture segregated with regenerating swathes of mixed woodland and historical estate avenue planting.

Ultimately the terrain reaches Chaine’s wood and returns to undulating agricultural pasture towards the village of Ballygalley.

increase in total visitor numbers across all attractions.

This data is drawn from regular publications released by the Northern Ireland Tourism Statistics & Research Agency (NISRA).

The park is currently running at a loss due to this decline in visitor numbers. Despite this, Carnfunnock is well positioned to benefit from the increased visitor numbers to this idyllic part of Northern Ireland.

In 2016 the Country Park had over 160,000 visitors to its colourful gardens, walking trails and spectacular coastline with panoramic views of the Antrim Coast and North Channel. This is however a 8% decrease on the previous year. Whereas the borough noted an

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2.0 Site Context

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2.2 Existing Conditions

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2.0 Site Context

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2.2 Existing Conditions

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2.0 Site Context

2.2 Existing Conditions In the early 1980’s, a tourism master plan was developed and as a result, the legacy council subsequently decided to develop the site as a country park with a mix of man-made attractions and entertainment to compliment the natural scenery.

In 2007 the plan was revised which led to the replacement of the Carnfunnock Adventure Playground and development of a new upper car park.

Carnfunnock’s Green Flag report highlighted the need to develop a timely development plan which would focus on the future development of the park as a successful visitor attraction; while incorporating traffic management, access requirements, in addition; taking into account a number of developments which have taken place since the most recent iteration of the master plan.

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3.0 Strategic Context

Baseline studies have been undertaken in relation to Policy documents at an International, national, County and community level. The review includes the Regional Development Strategy 2035 ‘Building a Better Future’. This document is a positive guide to the future development of Northern Ireland up to 2035.

The document notes that Larne’s position on the Antrim Coast and strong links with Scottish ports has the potential to create a centre for tourism and with regeneration of the townscape to increase the vitality and prosperity of the town and its local amenity spaces.

As a potential centre of tourism; comes the need for the sufficient choice of the right type of visitor

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3.1 Social / Economic Policy Review

accommodation in the right areas; there must also be an adequate supply of things to do; both of which Carnfunnock could specifically cater for.

Acknowledgement has also been made to Mid and East Antrim Borough Council’s Corporate Plan 2015 – 2019. This document is Mid and East Antrim Borough Council’s first Corporate Plan and is a ‘statement of intent’. The key strategic priorities include; Growing the economy; Developing the tourism potential; Building stronger, safe and healthy communities. Carnfunnock is key to the regions tourism potential; building a ”go to” destination on one of the country’s most important tourist routes while actively involving local businesses and communities in developing the Carnfunnock tourist product.

Furthermore, Mid and East Antrim Council were rewarded with the prestigious Green Flag accolade in 2016. Which resulted in the formation of the Green Flag Management Plan. The principal aim of this plan is to aid the maintenance, management and development of Carnfunnock Country Park by providing a framework within which future management is undertaken.

This Development Plan will combine and collaborate with the aforementioned documents to help meet the economic and tourism aspirations of Mid and East Antrim Borough Council and contribute to the sustained economic growth compatible with the emerging Integrated Economic Development Strategy and Tourism Strategy for the area.

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3.0 Strategic Context

3.2 Environmental Designations

The historic Gardens of Carnfunnock Country Park are positioned within the Antrim Coast and Glens Area of Outstanding Natural Beauty (AONB) and within the Antrim Coast and Glens and Rathlin Environmentally Sensitive Area (ESA). It has the largest proportion of woodland in the Antrim Plateau and Glens Landscape Character Area, consisting of lowland woodland pasture and parkland but has no specific conservation designations, with associated protections. In addition, there are currently no Tree Protection Orders (TPO) in place. However. the presence of the AONB designation places Carnfunnock among the most valued of Northern Ireland’s landscapes.

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3.0 Strategic Context

3.3 Visitor Performance NI

Tourism in Northern Ireland is a significant industry, and a significant employer in the Mid & East Antrim Borough Council area. MEABC record a very strong performance in terms of overnight trips – which is usually considered a key measure of tourism performance.

This is an important metric and suggests that tourism operators in the Borough may be less effective in extracting economic value from overnight visitors.

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Although Mid & East Antrim have a higher number of overnight visitors than Derry City & Strabane, Mid & East Antrim falls behind Derry City and Strabane in terms of the value of expenditure made by overnight tourists.

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3.0 Strategic Context

Recent tourism statistics for the area illustrate that MEABC is heavily reliant on the domestic (NI market) at 51% of all visitors. Given that GB visitors account for a further 27%, only 22% of overnight visitors come from outside NI and GB.

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Those Visiting Friends or Relatives (VFR) figure (49% of overnight visitors) is quite high, and this sector typically generates less economic value as they tend to spend less money in the local NI economy because (by definition) they do not buy paid accommodation, and spend less on restaurant meals – compared to non VFR visitors.

3.4 Overnight Statistics NI

Given the prominence of the domestic market and the presence of a strong VFR component, MEABC is under-performing to some degree in the economically more lucrative out of state (OOS) overnight visitor market.

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3.0 Strategic Context

3 . 5 To p 1 0 V i s i t o r A t t r a c t i o n s N I

Visitor numbers for the top ten visitor attractions in 2016; It is noted that none of the attractions are in the MEABC. In fact there is a considerable degree of “clustering” in these visitor attractions as the ten are located across less than half of the Boroughs.

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3.0 Strategic Context

3.6 MEABC Performance

MEABC – Visitor Attraction Performance (2011 - 2016) Attraction 2011

2012 2013 2014 2015 2016

Carnfunnock Country Park 230,615

193,389

204,534

192,241

177,162

162,435

Carrickfergus Castle 67,501 58,422 66,559 70,905 63,237 64,837 Carrickfergus Museum 18,114 20,305 20,113 20,739 16,605 17,022 Flame Gasworks Museum 1,969 1,421 2,106 2,360 2,911 5,475 Glenarm Castle Estate 5,000 24,500 5,500 8,000 - 6,000 Larne Museum 5,063 4,489 3,725 3,619 3,824 4,927 Mid Antrim Museum at the Braid 29,348 34,766 24,719 34,972 26,111 28,900 People’s Park - - - - 170,000 170,000 Seaview Heritage Glenarm - - - - 1,536 4,282 Slemish Mountain - - - 12,338 - 24,000 St Nicholas’ Church Carrickfergus - - - - - 618 The Gobbins Visitor Centre - - - 7,888 6,942 Steensons Jewellery Workshop 3,810 3,900 4,100 4,500 5,850 6,967 Total 362,573

342,571

332777

351,841

477,051

505,150

In total, visitor numbers to Carnfunnock Country Park have declined by 30% since 2011. A decline of this nature over a sustained six year period, is unlikely to be a blip and is most probably an indicator of a more fundamental problem with the business model being operated at CCP.

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3.0 Strategic Context

3.7 CCP Performance Review

CCP – Visitor & Vehicle Numbers (2011 - 2016) 2011 2012 2013 2014 2015 2016 High Season

126,702

105,499

111,860

104,119

95,892

86,752

Low Season

103,913

87,890

92,674

88,122

81270

75,683

Total 230,165

193,389

204,534

192,241

177,162

162,435

Vehicles

25,395

26,609

21,548

18,884

17,906

29,963

In tourism, performance is usually determined by two simple metrics – how many people visit a place, and how much they spend while they are there. The second of these can in turn be influenced by length of stay.

These metrics determine performance whether the assessment is being made at the level of Northern Ireland as a whole or at the level of a single visitor attraction such as CCP. Not surprisingly, a decline in visitor numbers such as that experienced at CCP will undermine the long-term viability of any tourism attraction.

The number of visitors to CCP has been noted in the table above and broken down in to “High Season” and Low Season”. The number of vehicles paying at the entry barrier is also reported.

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This indicates a 30% reduction in visitor numbers over the period in question and is to some extent mirrored by a 40% drop in the number of vehicles passing through the barrier. This confirms the sense that CCP is not working anymore for a significant number of visitors.

By definition, tourism assets have a high season.

The absence of one at CCP would suggest that the facility is operating more like a local public amenity, such as a park which is used on a relatively consistent level by residents in the surrounding area.

Another interesting point is the relatively narrow difference in visitor numbers in the high season and low season.

This absence of a “high season“ would confirm the fear that CCP, at this current point in time, is not performing as a tourism asset.

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3.0 Strategic Context

3 . 8 To u r i s m S t r a t e g y a t M E A B C

A draft Tourism Strategy for MEABC was completed in June 2016. This is a comprehensive strategy which opens with some early commentary on the shifting patterns in tourism.

These include the following three observations: •

“The focus on international and out of state visitors will yield the strongest return on investment – because they stay longer and spend more. Focusing on the day visitor or NI market, while important in sustaining revenue and businesses, only leads to displacement within NI.

•

Growth in the value and volume of tourism will only be achieved by increasing international visitors to Mid and East Antrim, their length of stay and extending the season.

•

The area (MEABC) attracts day visits and the Northern Ireland market, while the real export potential lies in attracting out of state and overseas visitors who spend more time and more money when they holiday.”

It is clear that the tourism strategy prepared for MEABC aligns strongly with the direction set by the Department for the Economy and Tourism Northern Ireland.

It seems reasonable to believe that the current trading circumstances and business model operated at CCP do not align with this emerging consensus on securing tourism growth and development through a stronger focus on the out-of-state visitor. It seems equally likely however, that the business model at CCP could be changed so as to better align it with the interests and preferences of out-of-state consumers, and that the development of a master plan for the park should be guided by this particular ambition.

It should be possible to achieve this outcome without in any sense undermining the interests of existing domestic consumers.

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3.0 Strategic Context Much of the recent emphasis on the particular priority and value attached to out-of-state visitors derives from international research conducted jointly over the period 2011/12 by the tourism agencies in Northern Ireland and the Republic of Ireland.

The most notable recent trend in terms of tourism development has been a growing interest in the “experience economy”.

On its website, Tourism Northern Ireland summarised this research activity by stating that “research has also told us that our visitors want and expect more from their time away. They do not simply want to see things; they want to be engaged and they want to immerse themselves in the places they visit.

What this means is a change of focus. To truly engage with our visitors we must shift our thinking and connect with them on a deeper, more personal level. Visitors want to feel something from the places they visit, they want to be touched by the stories of the people and actively participate in culture and community. We are no longer selling visitors a ‘product’ – we are selling them authentic experiences of Northern Ireland.”

Tourism Northern Ireland have matched these holistic tourism experiences with seven particular market segments which are understood to be open to the idea of a leisure break in Northern Ireland.

Market segmentation represents a strategic position established by a tourism agency to focus on specific catchments of a target consumer population, rather than a mass market approach where the same product is sold to all consumers.

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3.9 Consumer Insight & Market Assessment

The following four categories focus on the NI & ROI market; Time Together

Family Fun

Mature Cosmopolitans

Young & Lively

The ‘Time Together’ market segment represents couples seeking romantic feel good breaks where they can spend quality time together to celebrate a special occasion or escape daily pressures. They may enjoy a taste of local culture or cool night-life and some natural beauty but are less interested in attractions and activities. The key draw is a romantic experience with an emphasis on relaxation. They stay in high quality hotels, look for good food and are tempted by special offers and deals especially on daily deal sites such as ‘Living Social’ or ‘Groupon’.

The ‘Mature Cosmopolitans’ market segment represents frequent break takers seeking relaxation and, importantly, a little indulgence. The segment is very similar to ‘Time Together’ but customers are slightly older, more likely to travel in groups and more likely to take in the sights of the places they visit.

They stay in the best hotels and enjoy fine dining, relaxing in the hotel and at nearby scenic locations, exploring local attractions and socialising with the people with whom they have come on holiday.

Although they expect quality they are interested in deals which they source through both traditional and digital media channels.

The ‘Family Fun’ market segment represents family units for whom the happiness and amusement of their children is a priority. The parents know that if their children are content and occupied they will also be able to have a relaxing time. Their choices about accommodation and food are price sensitive and they want access to plenty of attractions with safety and friendliness being important. Family friendly accommodation is a must and they may ask for multiple occupancy rooms or adjoining doors.

The ‘Young and Lively’ market segment represents those seeking experiences that are fun and feature a variety of things to do including eating and drinking, shopping, activities and events. They are attracted to urban environments looking for pubs, clubs and music. Price is an important consideration as well as easy access to attractions. In terms of accommodation they often favour budget hotels and somewhere near to where everything is going on.

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3.0 Strategic Context

3.9 Consumer Insight & Market Assessment

The remaining three categories focus on the international market, incorporating GB, France, Germany & North America; Culturally Curious

The ‘Culturally Curious’ market segment represents typically older people (45+) who want to broaden their minds and expand their experience by exploring new landscape, history and culture. They are interested in seeing all that a place has to offer and they want their experience to be authentic. They are independent, active and keen to see and do things that are out of the ordinary and they won’t mind having to make a little extra effort to reap the rewards.

Social Energisers

‘Social Energisers’ are visitors who want actionpacked days as well as fun-filled nights, and who holiday in groups and couples. They are often friends or colleagues seeking a cool, exciting trip somewhere new and different. They like having a laugh and sharing adventurous new experiences but it is good if they don’t have to travel too far to locations or plan too much to get there.

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Great Escapers

Visitors that we call ‘Great Escapers’ are those seeking breaks that allow them to become immersed in beautiful natural environments where they can escape the stress of their daily lives and reconnect with their partners and/or young children. They are likely to be in their thirties looking for experiences that send them home completely revitalised. They want their holiday to be relaxed and easy but need some ‘wow’ moments to emphasise the special nature of their holiday together.

These target market segments are not meant to be prescriptive. They are for the guidance of tourism businesses in Northern Ireland who wish to connect what they have to offer, to consumers with similar interests. The point being made is that an undifferentiated product that is not in some way connected to a set of “authentic experiences” and will not find a place in the emerging model of tourism in Northern Ireland.

Implications of Consumer Profiling for Carnfunnock Country Park; The implication of this for CCP is that in terms of strengthening its tourism position, it might take time to consider what it can offer the visitor/consumer, both domestic and out-of-state. The question ultimately needs turned around from “what has CCP got to offer”, to “what does the consumer want – and is CCP offering that today, and if not, could CCP conceivably be set up to offer that in the future”.

In terms of potential goodness of fit, It would seem that a first step in exploring this question would be the Family Fun (in Ireland), and the Great Escapers (in the GB, France, German, and N. American markets).

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4.0 Consultation On Thursday 22nd June 2017 a series of open workshops were arranged at Carnfunnock Country Park. The public, statutory and non-statutory authorities, community groups, residents and other interested parties were invited to attend.

On Sunday 2nd July 2017 Carnfunnock hosted an All Ability Family Fun Day in association with the Mae Murray Foundation. This session aimed to capture some of the views and opinions expressed by parents, carers and young individuals using the park.

4.1 Workshops Ballymena showcasing the two consultation events and presenting a number of draft development plans.

The objective of the various workshops was to provide a forum in which the Consultant Team could gain valuable local knowledge of the project area, highlighting strengths, weaknesses, discuss the potential opportunities and discover potential short and long term threats to the existing environment and management operations within the Carnfunnock Country Park.

These events were subsequently followed up on the 8th August 2017 with an evening session at Mid Antrim Museum & Arts Centre at the Braid in

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4.0 Consultation Prior to the two workshop sessions in Carnfunnock’s Education Centre, questionnaires were distributed to key stakeholders and organisations including community groups. The event and questionnaires were further advertised using local community social media and networking websites.

The questionnaires were available during the workshops and in total 178 submissions were received via the online survey portal, comments box and email address set up specifically for the event; in addition to the views gathered by the consultant team during the workshops. This enabled the team to gather invaluable information to assist in the evolution of the development plan.

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4.0 Consultation

4.3 Analysis

Upon review of the Consultation findings following the stakeholder meetings, discussions and questionnaire returns, a range of potential development ideas and projects have been realised as a consequence.

These projects have been categorised into five key groupings namely; Environmental Improvements; Access; Visitor Facilities; Visitor Attractions and Community Connectivity. These key groupings form a strategic framework from which the identified development objectives fall into place.

1.0 • • • • • •

2.0 • • • • •

Environmental Improvements Improvements to infrastructure including upgrading existing footpaths and visitor information signage.

Improve pedestrian links between Carnfunnock Country Park and Ballygally .

Sheltered locations/seating for walkers to seek refuge when weather deteriorates.

Maintenance of existing and introduction of additional areas aimed to improve biodiversity and educational opportunities.

Improve accessibility to all areas for disabled users; introduce and integrate specialised equipment into existing and proposed facilities.

Introduction of additional accessible toilet/changing facilities.

Access Concerns were raised in relation to safety with current single access route with varying fluctuations in traffic and large vehicles – potential review of a secondary access route or one way system to be considered to reduce the current conflict of park users and arrivals to the Caravan Park.

Opportunities to increase car parking adjacent to existing carriageway at Drains Bay and Carnfunnock Bay. Introduction of pedestrian crossing between Carnfunnock Bay and Carnfunnock Country Park.

Improve and create further pedestrian links with Chaine’s Wood and Ballygally.

Provision of overspill car parking - suitable throughout the year, independent on weather conditions.

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4.0 Consultation 3.0 • • • • • • • • • •

4.0 • • • • • •

5.0 • •

4.3 Analysis

Visitor Facilities New build or renovation of existing visitor centre (visitor centre/catering/management facilities).

New build or renovation of existing ‘home farm’ (accommodation/working farm/community business use).

New build or renovation of existing Green keepers Store (Storage/Accommodation/B&B).

Renovation of existing touring caravan facilities to maintain 5* rating.

Introduce additional accommodation/camping facilities to cater for an expansion of existing camping facilities.

Development of existing soft play facility to maximise use of current layout (area adjacent play park).

Allocated space to provide a safe environment for dogs and their owners.

Incorporate play facilities at Drains Bay Car Park.

Provide sporting facilities for community use.

Limited provision is made at the Country Park for inclement weather. Consideration should be made to introduce new Indoor adventure play facilities for individual group and family activities.

Visitor Attractions Outdoor adventure play park (high ropes, climbing wall etc.).

Utilise the sloping topography of the site as a practical opportunity to diversify and create a site specific and unique experience (dry ski slope / toboggan run / Zip-Line courses .

Potential to support water sports equipment hire/ educational lessons within Carnfunnock Bay in association with local community groups already operating out of Tweed’s Port.

Development of educational outings / outdoor learning strategy and link to site specific themed walking trails.

Provision of varied attractions to suit the setting of a Country Park (archery/horse riding etc..).

Rejuvenate existing facilities including main entrance courtyard / amphitheatre / walled garden / maze.

Community Connectivity Through the consultation process there was considerbale evidence of well organised Community Groups in the vicintity and MEABC should consider supporting and developing further links with the various stakeholders.

One of Carnfunnock’s main assets currently underutilised is Carnfunnock Bay; this amenity and water-sporting potential is ready to be embraced by the country park and local community groups for future growth.

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5.0 Precedent Study

5.1 Kelburn Estate, Largs, Scotland Kelburn Castle dates back to the 13th Century with natural and heritage interests for the visitor.

The grounds contain a range of diverse habitats. Activities include, raised woodland walkways, indoor and outdoor play areas.

The estate has an event management team creating and hosting a wide variety of events throughout the year.

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5.0 Precedent Study

5.2 Chatsworth House, Peak District, England

Chatsworth House is set within historic gardens. A working farmyard with animal handling and milking demonstrations has continued to be popular over many years. The grounds in the park feature an adventure playground with rope walks, towers, trampolines, slides, water and sand play, all within the woodland setting and cater for a wide range of age groups. ‘Party huts’ are available for younger children which can be booked in advance and are anchored within the woodland setting.

Throughout the year a series of events are organised, with typical seasonal attractions for Halloween, Christmas, Easter and events through the summer.

Locally sourced food and beverage demonstrations are also a feature.

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6.0 Strategy A key focus for the master plan must be the growth and development of tourism activity in the park. In this respect, the definition of tourism and tourists is important. The United Nations World Tourism Organisation (UNWTO) describes tourism as follows:

“Tourism comprises the activities of persons travelling to, and staying in places outside their usual environment for not more than one consecutive year for leisure, business and other purposes”.

The key phrase in this definition is “travelling to and staying in places outside their usual environment”.

Local people using local facilities are not tourists.

Rather, they are better understood as users of local amenity, and any expenditure generated by them is typically not included in tourism expenditure accounts.

Assets that can be considered relevant to the tourism industry therefore generate footfall, spend, and jobs. Unless they have this effect, they cannot be considered tourism assets.

For example, an archaeological site may be of significant intrinsic value, and of very considerable interest to professional and amateur archaeologists.

However unless it attracts significant visitor footfall and spend, it cannot be considered a tourism asset nor can those visiting it be considered tourists. As a way of thinking about this matter, the table above sets out a hierarchy of leisure visitors.

6 . 1 To u r i s m & To u r i s t s Economic Hierarchy of Leisure Visitors Order

Leisure Visitor Attribute

1.

2.

3.

4.

Out-of-State Overnight Domestic Overnight Day-Tripper Local residents

tourism activity. Tourism value is the product of two key variables – footfall (number of tourists) multiplied by average daily tourist spend.

While day-trippers are an important part of any local tourism economy, their dwell-time on site is limited and significantly, they do not contribute to the important overnight economy where jobs are created in accommodation and food services.

Out-of-state, overnight visitors tend to generate significantly more value in this latter respect. Hence the focus on “export tourism” at official government level. Therefore a destination dominated by day trippers and users of local amenity will be considered to be less significant in terms of the creation of economic value and tourism employment in MEABC. This represents a challenge to be addressed within the framework of the master plan. The project brief offered the following insight:

Tend to stay longer – spend more Improved “dwell time” – higher spend Limited spending – lower “dwell time” Users of Local Amenity – not tourists

“There are a lot of local users particularly senior citizens, child minders, or families with children, young people, and individuals with disabilities, from throughout the Mid & East Antrim Borough area. The site is especially popular with dog walkers, runners, and walkers.”

These user groups are not tourists – they are users of a local amenity. As they are counted among tourism visitors to the park, they distort the factual number of tourists visiting the park.

The challenge of developing tourism at CCP will require a movement in the table above from current Day Trippers and Local Residents, to Out-of-State Overnight and Domestic Overnight.

The Economic Hierarchy of Leisure Visitors table illustrates how economic value is created through

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6.0 Strategy The emphasis on export tourism and out of state tourists has already been noted as a central theme in the strategy for tourism development in Northern Ireland. CCP however has a considerable distance to travel in contributing to this outcome. The project brief notes that:

“For the benefit of the Tourism NI survey the general estimate for the breakdown of visitors is normally 92% from Northern Ireland, 1% Southern Ireland, 4% United Kingdom, and 3% overseas”.

Therefore, for CCP to move to catering for Out-ofState Overnight and Domestic Overnight Leisure Visitors will represent a considerable challenge.

However it is by no means infeasible, and it is best addressed within the long-term framework of a ten year master plan.

6 . 1 To u r i s m & To u r i s t s can find that closer to home if they want.

The core integrity of CCP relates to its positioning as a natural heritage asset – it is in fact a country park. This is its defining feature, and to alter this substantially would detract from the integrity and authenticity of the asset itself.

There is no single solution to developing CCP as a high performing tourism asset. It is envisaged that substantial physical development is required and will form a part of CCP’s future development. However, its development must be related to what the natural heritage asset itself can offer. In this regard, the following observations are offered: •

There is a third aspect of tourism development which relates to maintaining the core integrity of the tourism asset at CCP. The project brief notes that:

“Councillors and Park Management have previously recognised that there is a need to strike a balance between commercialism and the environment, so that Carnfunnock does not become a theme park.”

The incongruity of a theme park has been noted previously, and in particular the absence of any rationale for a local authority to operate such a facility. Moreover the visitors to Northern Ireland looking for a local tourism “experience”, are unlikely to be interested in a theme park – most likely they

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•

At present, CCP is losing a substantial amount of money in relation to its turnover. It is envisaged that, in the longer term, MEABC would expect CCP to perform at – or very close to – a cost neutral basis. In other words, income should cover all costs (including labour costs and central overheads).

At present CCP is overly focused on families and very young children. This is not a basis upon which a fully functioning tourism asset can be developed. The revenue generating opportunities are far too limited. Tellingly, the project brief notes that CCP is managed “as both a visitor attraction and community park”. This is the core of the issue standing in the way of future tourism development. These two things are not necessarily inimical, though the skills required to manage the former are markedly different to those associated with the latter. Consequently the balance between these two facilities - visitor

attraction or community park - needs to be reappraised. In addition to acknowledging the need for alignment with the consumer segments noted above, some movement to cater for the interest of older children (teenagers) and young adults would be appropriate.

•

In the absence of a big bang solution, tourism growth must be progressed on an incremental basis (if it is to avoid the inappropriate commercialisation of the park). This must involve increasing the range of activities available at the park, and these must (in order to maintain asset integrity) be appropriate to the context of the natural heritage at the park. While capital investment in a major construction project is envisaged in the long term, it is likely that some capital investment will be required in the short to medium term in supporting facilities and infrastructure to sustain an enhanced activity offering for visitors.

•

While the park should not be commercialised, there is a strong argument that its management should be. MEABC’s ambition to develop CCP as a high-performing tourism asset will require a new approach to management and marketing.

The marketing aspect is particularly important, as are highly developed skills in online marketing and digital media.

The challenges noted above also represent points of opportunity. The opportunity lies in recognising these challenges, assessing their scale and significance, and overcoming them.

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6.0 Strategy

6.2 Project Phasing

The development of a high-performing tourism asset at CCP is a challenging proposition. However it is by no means infeasible over a ten year master plan time-frame. It may be useful to think of this over two development phases as follows;

Phase 2 (2023 – 2027) – a period of consolidation and market expansion. It is unlikely that CCP will migrate in the short term from a business model of few, if any, out-of-state tourists to becoming an internationally significant tourism asset.

Phase 1 (2018 – 2022) – a period of reinvention and adjustment. This should be a period of widening the activity base and deepening the visitor experience.

As noted in government policy, this is not a challenge that is unique to CCP. It is a challenge for much of the tourism industry in Northern Ireland. So the pace of ambition and progress in this regard needs to be measured and moderate. However, this second phase in the master plan should be a period where, the tourism product has been re-imagined at CCP and having reinvested in it, a more determined outward focus should be pursued.

This will involve retaining some existing activities and adding new ones. In some cases (e.g. corporate events) this will necessitate some capital investment in room and catering facilities.

It will be important during this phase for MEABC to undertake a benchmarking project, which should involve site visits to country parks elsewhere in the UK and Europe to get a sense of best practice in terms of tourism development.

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This should be a period of market expansion into outof-state markets, which in time, should see CCP rebalance its customer base with a target mix of 65/35 domestic to out-of-state visitors.

A master plan is about long-term visioning. Its implementation must be supported by a rolling cycle of three year strategy statements, each characterised by a series of annual business plans that set out the granular detail of objectives, resources, and Key Performance Indicators needed to support the full realisation of the ambition set for CCP and its future role in tourism development at MEABC. However, beyond the business and planning vocabulary, there is another dimension of the CCP master planning process that merits some consideration. This relates to the communications and messaging aspect of the master plan. It would be worth putting some time and resources into considering how a sense of excitement can be generated around the new future being planned for CCP and the on-going development of the master plan.

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7. 0 D e v e l o p m e n t P l a n

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7. 1 S W O T A n a l y s i s

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7. 0 D e v e l o p m e n t P l a n

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7. 2 C o n c e p t u a l Z o n i n g

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7. 0 D e v e l o p m e n t P l a n

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7. 3 D e v e l o p m e n t O p t i o n A

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7. 0 D e v e l o p m e n t P l a n

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7. 4 D e v e l o p m e n t O p t i o n B

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7. 0 D e v e l o p m e n t P l a n During the second round of consultations (September 2017) the draft Development Plan options A and B were presented to the community and Elected MEABC members.

The feedback received from both statutory and non statutory stakeholders was reviewed and has been developed into a series of potential objectives, projects and further community development.

The initial top 10 projects have been agreed with MEABC as part of the long term strategy for Carnfunnock Country Park.

These projects have been indicated on the overall Master plan layout (refer to page 33 Chapter 8.0 Master plan).

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7. 5 P r i o r i t y P r o j e c t s

1.0

Introduce indoor / sheltered space for activities, events & sporting facilities for various age groups (3-8yrs, 6-14yrs & 14+yrs).

2.0

New build or renovation of existing visitor centre. Works to include toilet and changing facilities, activity areas for events / parties / educational activities / café / restaurant / seating areas / management facilities.

3.0

Provision of outdoor adventure play park which utilises the sloping topography of the site as a practical opportunity to diversify and create a site specific and unique experience attracting a range of age groups. (tree top walks / cargo nets / towers / toboggan run / zip-wire, etc.)

4.0

Concerns were raised in relation to safety with current single access route with varying fluctuations in traffic and large vehicles – provision should be considered for a secondary access/egress route to/from the site.

5.0

New build or renovation of existing ‘home farm’.

Accommodation/Working Farm/Community Business & Social use - this could form a base from which a tourist experience could be developed.

6.0

Relocate existing touring caravan facilities. Council to aim to achieve a 5* rating; Additional accommodation/camping facilities to cater for an adaptation of existing camping provision. This project should be aligned to Priority Project No.4.

7.0

Rejuvenate existing facilities including main entrance courtyard and amphitheatre, reintroduce viewing platform to maze area, expand on the collection of plant species with the addition of a new arboretum.

8.0

Improvements to infrastructure including upgrading existing footpaths and visitor information signage in addition to; Improving pedestrian links between Carnfunnock Country Park and Ballygally and provision of; ‘Free to use’ sheltered locations/seating for walkers to seek refuge when weather deteriorates.

9.0

Introduction of new habitat creation and educational activities aimed towards biodiversity and educational opportunities.

10.0

An overhaul of the existing car parking management and facilities are required. MEABC to investigate an automated ticketing system to assist in the control and flexibility for payment. Suggestions include registration plate recognition or on line method of payment systems.

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8.0 Master Plan

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9.0 Implication Business Model

If it is the intention of MEABC to move CCP to a selffinancing basis, then some review of organisation and structure will be required. In order to support such an outcome, it is considered that the organisation and management of CCP should be outsourced to a private operator with experience in managing such facilities, and with a proven track record in sales and marketing. This would be best set up under a ten year lease/rental arrangement.

Direct Management or Outsourcing

It is generally preferable to out-source the operation of a facility such as CCP to a private operator with commercial experience in the leisure/tourism sector.

Typically such an arrangement will be implemented through a public call for expressions of interest, seeking a partner to operate CCP on the basis of arrangements such as those described;

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9.1 Business & Operating Model 1)

Contract Management:

An arrangement is reached whereby the local authority agrees to make an annual payment to the preferred bidder in order to have the required services delivered on site. In addition to this annual payment, and to incentivise appropriate commercial behaviour on the part of the preferred bidder, the local authority may additionally establish a profit share arrangement (above a defined profit level), after which the operator is entitled to a defined share of the profits achieved. Such an arrangement is unlikely to suit MEABC as it locks the Council into making an annual payment to a service provider for operating the site. This in turn implies that the chosen operator considers the opportunity presented by the Council in the expression of interest call as inherently unprofitable (or only marginally profitable). Hence the required annual payment to insulate the operator from the risk of a commercial loss. This would not represent a cost-neutral outcome for MEABC.

2)

Operator Lease:

3)

License with Profit Share:

If the outcome of the negotiation is that both parties recognise that the opportunity offered at the site in question is a demonstrably profitable one, the local authority may decide to lease the premises to a suitable operator for a defined period of time (at prevailing market rates). From the perspective of MEABC, this would be a very favourable outcome.

However, it is unlikely to arise immediately in the case CCP as it is a loss-making entity, and it is an untested venture in terms of its future commercial performance.

If the potential for commercial activity is considered by a preferred bidder to be either constrained or unproven (or both), then a likely outcome could be that the operator is invited to come on site at a token/minimum rent, and is incentivised thereby to pursue profitable opportunities in service provision, unencumbered by the fixed cost of a large annual rent. Under such circumstances, the Council could introduce a provision stating that should profits exceed a certain defined level, then the Council will be entitled to benefit from a profit share arrangement at that point. This arrangement would be cost-neutral from the Council’s point of view, with the added benefit of a potential profit share, should the commercial opportunity prove lucrative for the operator.

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9.0 Implication

9.2 Land Ownership & Leasing Irrespective of the business model MEABC wish to operate within Carnfunnock, there are a number of key areas within, and adjoining the park which have been encapsulated as part of the wider master plan.

While it is thought that in the short to medium term current leased lands can continue to be so; the long term visioning of the master plan is for these areas to be further incorporated into the management of CCP. This will enable CCP to expand upon and develop the existing offering to attract the aspired international visitor to the borough. Namely, the development of the outdoor adventure play park, which utilises the existing sloping topography currently used for grazing livestock.

Existing

CCP is home to the largest proportion of woodland in the Antrim Plateau and Glens Landscape Character.

The master plan acknowledges this and suggests the protection and expansion of wooded species in the area to allow the formation of an arboretum expanding upon the existing planted stock historic to the time of Lady Dixon’s ownership.

This expansion improves accessibility around CCP; the existing stepped access beside the Lime Kiln’s could be bypassed by providing an alternative graded route to allow all user groups to access this part of the park. The alternative access will also alleviate a pinch point between Cairndhu Golf Club and lands currently leased which is evident as you move from CCP towards Chaine’s Wood to the North.

Proposed

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Conclusions Carnfunnock Country Park is not currently functioning as a high-performing tourism asset. Mid & East Antrim Borough Council has recognised this, but believes that the park is an asset with growth potential, and that it could be positioned to make a strong contribution to the delivery of the Council’s emerging Tourism Strategy (2017 to 2027).

The park has suffered a consistent decline in visitor numbers over the past six years, and is operating at a significant financial deficit. There are a number of reasons for this situation. The most important of these is that its “customer base” is dominated by young families and users of local amenity. The former is, of its nature, a very low revenue generating cohort, and the latter make little if any financial contribution, nor are they considered to be tourists in the proper sense of that word. The product offering at the park is quite limited and in some instances needs to be refreshed. The park itself however is impeccably well maintained by the Council, and this of itself introduces a level of expenditure into the operation which the limited earning capacity of the park cannot match.

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In short, the park needs additional paying customers and additional products/events. The conclusion reached in this report is that the inherent integrity of the park should be respected, and that there should be no excessive physical development or inappropriate commercialisation on site. Rather, working with the opportunities afforded by the core asset – the countryside, sea, and natural heritage – it should be possible to introduce new revenue earning products on an incremental basis. This report describes two phases of work through which these improvements could be introduced over the ten year master plan framework. The report also notes the particular focus being placed at government level on developing a strong export tourism sector in Northern Ireland, and suggests that the park should consider this opportunity – perhaps in GB and ROI.

Provision for unique experiences.

Moving the park into a position where it operates as a high performing tourism asset, will require considerable skills in strategy development, business planning, product development, financial management, change management, marketing, and consumer insight.

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