The Presbytery of Coleraine and Limavady

Guysmere Feasibility Study

March 2019

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Source: Friends of Guysmere Facebook page

Source: Friends of Guysmere Facebook page

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CONTENTS

1. Introduction and Summary

2. Background to the Promoter and Project

3. Strategic Context

4. Socio Economic Profile 5. Consultation Findings 6. Project Rationale

7. Aims and Objectives

8. Options Development and Selection

9. Financial Feasibility and Proposed Funding Strategy 10. Recommendations 11. What Happens Next 12. Project Management and Proposed Governance

Appendices A Architect’s Drawings

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1.0 Introduction and Summary

This feasibility study has been commissioned by the Guysmere Committee on behalf of the Presbytery of Coleraine and Limavady of the Presbyterian Church in Ireland. The study explores the potential to redevelop the Guysmere site in Castlerock which is owned by the Presbyterian Church in Ireland. Formerly operating as a residential base for camps the centre was closed in 2009 and has remain unused since. Venture International was commissioned in January 2019 to carry out a feasibility study exploring the potential of a facility which offers residential accommodation to faith, church and youth groups as well as others for weekend or week long stays. The offer should also accommodate individuals and families for retreats and work with other service providers to provide recreational activity to complement the centre’s central core of ministry and spiritual growth. The residential facility will be complemented by access to recreational activities in the form of a water sports facility to accommodate beach access and the increasing number of water sports users to Castlerock. It is anticipated that a café/restaurant will be provided on-site, providing a valuable revenue stream and much needed dining facilities in the village. The feasibility study has been informed by a series of consultations across the Presbytery, including Castlerock Presbyterian Church, local residents, potential service users and representatives of funding bodies. This was conducted through a public meeting in Castlerock, congregational consultation and a survey of user groups, supported by a review of the policy and funding environment and socio-economic analysis. A review of other residential accommodation models was undertaken to inform findings. Key findings are presented in more detail later in this report and can be summarised as follows:-

• At a strategic level, the case for investment in facilities at Guysmere is sound. Such a proposal can support Council’s Community Plan in addition to contributing to health and wellbeing agendas and creating greater opportunity for promoting social inclusion and working with vulnerable groups, including people with disabilities

• At a regional policy level, significant scope exists to contribute to the Programme for Government and the associated Outcomes Framework, including outcomes where:

o We care for others and we help those in need o We give our children and young people the best start in life

• Review of socio-economic data informing the feasibility assessment lends support to the project:-

o Castlerock has a growing population o On Census Day 2011 19.61% were aged under 16 years o 22% were aged 65 and over (2017 population estimates)

• Strong support across the community for taking forward the redevelopment of Guysmere was identified through robust consultation engaging the congregation and

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potential user groups, including a public meeting attended by over 50 members of the Castlerock community

• A wide spectrum of potential centre users were consulted about their anticipated use of the facility and feedback was highly supportive of the redevelopment plans for Guysmere

• From a viability perspective, consultation identified significant interest from experienced promoters in taking on the proposed café/dining facility at the centre, enhancing the viability of the scheme in addition to catering for centre users and visitors to Castlerock

In addition to a strong statement of evidence based need, the project promoter brings a wealth of experience in relation to the proposed project. As an established Church body with a strong congregation membership and performance track record in facilities management and community engagement, there are no concerns in relation to competency.

In developing the feasibility study, a series of options were considered in order to identify the most advantageous approach to taking forward development of facilities at Guysmere. Section 8 considers these in more detail; following consideration and application of scoring the recommended option emerging was that of a phased approach to capital development underpinned by technical assistance outlined as follows:-

Option 4 Option Title: Phased Development

Option Description

Option 4 involves the development of a new build residential centre and would be taken forward in two phases, each with its own technical planning and delivery stage. The Option, across the two phases, will see provision of dining/café facilities (Phase 1) followed by residential accommodation, meeting space, recreational studio space and water sports facilities (Phase2). The estimated capital costs are £4 million, supported by a technical assistance budget circa £75,000 over a three year period to ensure a robust project management and business model.

The capital costs for the preferred option (at the feasibility study stage and subject of future technical project development proofing) have been calculated as follows:-

Guysmere Project

Phase Indicative Capital Cost (£)

One 350,000

Two 3,650,000

TOTAL* 4,000,000

*The overall capital costs have been rounded up over the architect /QS cost projections on the basis that some 3-6 years will elapse before funding is acquired and the building completed.

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Taking the above into consideration, it is recommended that the proposed project is considered to be feasible pending the following considerations:-

• That there is ongoing communication in relation to the project and its proposed design, building on the communication and awareness raising work carried out to date with the congregation and village community

• That a Technical Assistance resource is secured to facilitate detailed project planning and development over a three year period to ensure sustainability and compliance

• That award of a franchise for the café/restaurant facility is taken forward in the short – medium term through an open tender process

• That additional sources of funding are explored and secured, enabling the Presbytery to retain as much of its own resources as possible to enable the long term funding of ongoing ministry and outreach with the new Centre

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2.0 Background to the Promoter and Project

Promoter The Guysmere facility is owned by the Presbyterian Church in Ireland (PCI) which has authorised the Presbytery of Coleraine and Limavady to form the Guysmere Committee to take forward this feasibility exercise. The PCI works in partnership with groups and organisations in providing holistic ministry to the church family and wider community and Guysmere offers a unique opportunity to further that work. Proposed Project It is envisaged that the Guysmere site in Castlerock would be redeveloped to provide a residential centre for mission and ministry, offering a range of facilities (conference and retreat space, social interaction space, outdoor recreational space, lounge area and dining/café facilities). The core work of the proposed centre will be to assist the Presbyterian Church in Ireland to facilitate faith-based activities through ministry opportunities and Christian outreach. In doing so, the centre will contribute to increased positive mental and physical health and wellbeing, improved economic viability of the Castlerock area and sustainability of the local community while supporting spiritual growth. At a local level, Presbyterian congregations could potentially benefit from much needed meeting space, better enabling them to increase their ministry through initiatives such as café Church and build on the success of recent initiatives such as walking and craft groups. The wider village community will benefit from redevelopment of the site and provision of quality facilities, including recreational space and an accommodation base for groups coming to the area, supporting both community and economic regeneration. The PCI itself will be ideally positioned to further its ministry through a high quality accommodation facility with a sound business model to enable the Church to expand its work, including supporting those in distress through retreat and respite provision.

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3.0 Strategic Context In considering how the project should move forward, analysis of the wider policy environment is necessary in order to ensure that the proposed project meets the goals and priorities of relevant departments, policy influencers and decision makers. This section assesses how the proposed facilities enhancement programme can contribute as follows:- Programme for Government Framework and Outcomes Delivery Plan (NI Executive Office 2018) The Programme for Government Outcomes Delivery Plan outcomes framework contains 12 strategic outcomes supported by 49 indicators and covering a wide spectrum of areas, including attainment of good health and education and confident and peaceful communities. A key feature of the Programme is collaborative working between organisations and groups, whether in the public, voluntary, or private sectors and it is a Programme to which the proposed redevelopment of Guysmere can make a significant contribution to a number of stated outcomes through the wide range of users and programmes which can be accommodated through its facilities. Contribution to outcomes is as follows:-

Outcome 4: We enjoy long, healthy, active lives Outcome 8: We care for others and we help those in need Outcome 10: We have created a place where people want to live and work, to visit and invest Outcome 12: We give our children and young people the best start in life Causeway Coast and Glens Community Plan As an integrated development framework, the Community Plan works towards the following long term outcomes:- A Thriving Economy The Community Plan acknowledges need for improved local employment opportunities, accessible skills training and learning, regeneration, modern infrastructure and the potential for innovation, including use of the Borough’s unique natural assets. A Healthy Safe Community This outcome area recognises the need for people of the Causeway Coast and Glens to benefit from improved physical health and mental wellbeing, including providing children and young people with the best start and promoting positive relationships. A Sustainable Accessible Environment The Plan recognises the need to strive for balance in protecting and sustaining the Borough’s unique environment while meeting community, tourism and commercial needs. This includes the need to provide fit for purpose infrastructure and access to services, including ease of access to outdoor spaces and the coastline for the benefit of resident communities and visitors. Guysmere redevelopment offers significant opportunity to contribute to each of these outcome areas, assisting in regeneration of the village through provision of an

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accommodation base to encourage longer stays, providing a base for spiritual growth and personal development, including accessible recreational space for people with disabilities and space for families and individuals on retreat. From an environmental perspective, the project brings a key strategic site back into use and can accommodate environmental students and visitors to the area, recognising its location within the Binevenagh Local Landscape Partnership. Causeway Coast and Glens Tourism Strategy 2015 Council’s Tourism Strategy includes the following elements:

• To generate more visitors, motivate them to spend longer in the area, spend more time and visit throughout the year

• To grow specific sectors and initiatives that will bolster the destination’s reputation – e.g. activity and events based tourism

The proposed investment in redevelopment at Guysmere will contribute to the goals of the Tourism strategy through enhancing the existing offer in Castlerock and raising its profile through a high quality facility, with particular appeal to the church family, youth groups and through enhancing the accommodation offer in the village while also making best use of a unique natural asset in the form of Guysmere’s beach location. Particular scope exists to attract international visitors through church minisitry and spiritual growth programmes, building on the excellent rail connection from which Castlerock benefits. Castlerock Village Plan 2018 The Castlerock Village Plan recognizes that the Guysmere facility occupies a key strategic site in the village; it is currently disused with its future purpose under consideration by the owner the Presbyterian Church. The use of the facility was an issue beyond the remit of the Village Plan; however, the subject was identified during the consultation process as a key issue for the village and much support was expressed in seeing the site redeveloped as it could have significant impact on village life. Binevenagh and Coastal Lowlands Landscape Partnership (B&CLLP) Heritage Lottery Fund has awarded a development grant to enable Causeway Coast and Glens Heritage Trust to develop a series of capital projects for final approval through HLF’s Landscape Partnership Scheme. Castlerock lies within the B&CLLP designated project area which comprises approximately thirty projects under three key themes and includes recreation facilities and walking trails designed to increase participation in recreational activity and increase visitor numbers. The Partnership is supportive of the proposals to develop Guysmere and keen to offer assistance where possible. Significant scope exists to complement B&CLLP’s identified project actions, including increasing the recreational offer in the Castlerock, through provision of accommodation at Guysmere. Given that B&CLLP will be delivery capital projects across 2020 – 2025, working in tandem with the Partnership offers real potential for accommodation and recreation provision in the catchment.

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Office of the First and Deputy First Minister – Lifetime Opportunities Lifetime Opportunities is the Northern Ireland government’s anti-poverty and social inclusion strategy. It outlines the actions to be taken by the government departments to eliminate poverty and social exclusion in Northern Ireland by 2020. It has a number of objectives as follows:-

• To allow all children and young people to experience a happy and fulfilling childhood while equipping them with the education, skills and experience to achieve their potential to be citizens of tomorrow

• To ensure that everyone has the opportunity to fully participate in economic, social and cultural life

• To ensure older people are valued and respected, remain independent, participate as active citizens and enjoy a good quality of life in a safe and shared community

The proposal developed by the Guysmere Committee has potential to cater for a wide range of needs, including youth and church groups, senior citizens, families and people with disabilities, thus ideally positioning it to contribute to the Executive’s anti-poverty agenda. Investment in facilities at Guysmere will cater for individuals, families and groups of all ages through safe and accessible space which will host health and wellbeing services and social inclusion opportunities.

OFM/DFM – Together Building a United Community The Together: Building a United Community Strategy outlines a vision of “a united community, based on equality of opportunity, the desirability of good relations and reconciliation - one which is strengthened by its diversity, where cultural expression is celebrated and embraced and where everyone can live, learn, work and socialise together, free from prejudice, hate and intolerance.” The Strategy outlines how Government, community and individuals will work together to build a united community and achieve change against the following key priorities:

Our Children and Young People Shared Aim: to continue to improve attitudes amongst our young people and to build a community where they can play a full and active role in building good relations. Our Shared Community Shared Aim: to create a community where division does not restrict the life opportunities of individuals and where all areas are open and accessible to everyone. Our Safe Community Shared Aim: to create a community where everyone feels safe in moving around and where life choices are not inhibited by fears around safety. Our Cultural Expression Shared Aim: to create a community, which promotes mutual respect and understanding, is strengthened by its diversity and where cultural expression is celebrated and embraced.

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Provision of improved and expanded community and family services in Castlerock by way of redeveloped facilities at Guysmere will provide a safe and shared venue where all users, visitors to and residents of Castlerock can avail of services including personal development, Christian outreach programmes, physical activity and relationship building which will result in enhanced community capacity and social capital, better supporting the church and village community to build inclusive and welcoming community relations. Department of Health, Social Services and Public Safety: Making Life Better The strategy has set the following vision and aims:- “Through strengthened co-ordination and partnership working in a whole system approach, the framework will seek to create the conditions for individuals and communities to take control of their own lives and move towards a vision for Northern Ireland where all people are enabled and supported in achieving their full health and wellbeing potential. The aims are to achieve better health and wellbeing for everyone and reduce inequalities in health.” Key thematic areas such as “Creating the Conditions” and “Empowering Communities” seek to address the wider structural, economic, environmental and social conditions impacting on health at population level, and within local communities. These will align with key government strategies such as those to develop the economy, tackle poverty and promote community relations. In particular, investment in facilities at Guysmere can impact on the following themes and outcomes:- Theme: Giving every Child the Best Start Through outcomes to bring about “Healthy and Confident Children and Young People,” actions will include:-

• improved engagement in special interests, culture and leisure and extra-curriculum activities

• promote the benefits of play and leisure and increase the opportunities for children and young people to enjoy it

Theme: Equipped Through Life Through outcomes relating to life-long learning and participation and healthy active ageing, this theme includes initiatives which encourage and engage people at any age in social, cultural, sport and leisure activities, impacting on both physical and mental health and wellbeing, as well as on such issues as creativity, social inclusion, and good relations. Actions can also support inter-generational working. The strategy recognises that participation in such interests offers lifelong enjoyment and fulfilment and is an essential part of healthy living. In addition, it notes the value of volunteering which benefits individuals, communities and wider society with the potential to build capacity, capability and self esteem in the young, and also promote social inclusion and intergenerational activity. Theme: Empowering Communities This theme seeks to promote healthy and thriving communities at local level, with a particular focus on disadvantaged areas, through – • maximising collaboration to tackle determinants of health • increasing access to and use of sports, arts and other leisure programmes • maximising land/green space/woodlands use at local level to promote outdoor activities

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• increasing access to public facilities for use by the local community Investment in facilities at Guysmere provides opportunity to impact directly on these themes and outcomes, recognising that provision of facilities to accommodate youth groups and families can contribute to healthier community, better community relations, including inter-generational linkages and more confident, fulfilled citizens. DRD Regional Development Strategy 2035 (Now DfI) The strategy recognises there is a need to understand the role and function of settlements and their role in serving rural communities and the importance of promoting co-operation between places. Under its Society theme, the strategy sets out a goal to “support urban and rural renaissance” while the goal for the Rural Area sets out to “Sustain rural communities living in smaller settlements and the open countryside” in addition to “Improve accessibility for rural communities.” These are key goals and several of their key aims are relevant to the Guysmere proposal as evidenced below:- Support strong, sustainable growth for the benefit of all parts of Northern Ireland A growing regional economy will benefit from strong urban and rural areas. This needs a co-ordinated approach to the provision of services, jobs and infrastructure and a focus on co-operation between service providers.

Support our towns, villages and rural communities to maximise their potential Our rural areas including our towns and villages have a key role in supporting economic growth. They offer opportunities in terms of their potential for growth in new sectors, the provision of rural recreation and tourism, their attractiveness as places to invest, live and work, and their role as a reservoir of natural resources and highly valued landscapes.

Promote development which improves the health and well-being of communities A healthy community is better able to take advantage of the economic, social and environmental opportunities which are open to it.

By working at the grass roots of local communities, the Guysmere Committee and Presbytery is well positioned to ensure that needs are articulated and addressed, including key areas such as tourism, recreation and local economic development. The Guysmere Committee recognises the importance of these areas in supporting community health and wellbeing, adopting a holistic approach to improving quality of life in rural areas. A Draft Tourism Strategy for Northern Ireland to 2020 The vision is to: “Create the new Northern Ireland experience and get it on everyone’s destination wish list”.

In the action plan accompanying the strategy, priorities for action have been identified under three themes as follows:

• People — this sets out how the Department will work with the people of Northern

Ireland to develop a visitor experience that is unique and an industry that has pride and professionalism

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• Product and Places — this sets out how the Department will invest in our product and places to make them better for residents and ready to receive the visitors of the future

• Promotion — these are the actions the Department will take, with partners in Tourism

Ireland, to bring new visitors and to welcome back visitors to see a place that is confidently moving on

Amongst the key priorities and areas of focus relevant to development at Guysmere include:-

• Inspire the people of Northern Ireland to discover and share our stories with visitors

• Inspire the tourism industry to use storytelling in their messages

• Create an environment that encourages entrepreneurs and developers

• Focus on the visitor of the future when planning

• Develop an agreed structure for working collaboratively with industry and local authorities

Summary The proposed project contributes to the delivery of a wide range of council and regional strategies. Most notably, scope exists across a number of key policy priorities, including:-

• Mental and emotional wellbeing

• Family and inter-generational relationships

• Economic regeneration and village renewal

• Physical activity and outdoor recreation

• Environmental sensitivity and sustainability Specifically, it will build on the natural assets and tourism potential of the area and contribute to improving the quality of life for people living and visiting there, promoting their health and wellbeing and contributing to the physical, social and economic regeneration of Castlerock and supporting Christian outreach regionally and internationally.

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4.0 Socio Economic Profile

The project will be based in the Castlerock Ward; a review of the NINIS datasets for the area provides the key context as follows.

Population Estimate The estimated population of Castlerock Ward at 30 June 2017 was 3,146, of which 1,563 (49.7%) were male and 1,583 (50.3%) were female. This was made up of:

• 530 children aged 0-15 years

• 822 people aged 16-39 years

• 1,110 people aged 40-64 years

• 684 people aged 65 years and older

Between 2007 and 2017 the population of Castlerock Ward increased by 28 people or 0.9%.

Usually resident population On Census Day (27 March 2011) the usually resident population of Castlerock Ward was 3,111 accounting for 0.17% of the NI total.

Households On Census Day 2011 there were 3,111 people (100.00% of the usually resident population) living in 1,279 households, giving an average household size of 2.43.

Demography On Census Day 27th March 2011, in Castlerock Ward:

• 19.61% were aged under 16 years and 18.35% were aged 65 and over

• 49.34% of the usually resident population were male and 50.66% were female

• 41 years was the average (median) age of the population

Health On Census Day 27th March 2011, in Castlerock Ward:

• 18.74% of people had a long-term health problem or disability that limited their day-to-day activities

• 82.67% of people stated their general health was either good or very good

• 10.70% of people stated that they provided unpaid care to family, friends, neighbours or others.

Qualifications On Census Day 27th March 2011, considering the population aged 16 years old and over:

• 25.43% had a degree or higher qualification

• 40.90% had no or low (Level 1*) qualifications *Level 1 is 1-4 O Levels/ CSE/ GCSE (any grades) or equivalent

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Labour market On Census Day 27th March 2011, considering the population aged 16 to 74 years old:

• 63.37% were economically active, 36.63% were economically inactive

• 55.82% were in paid employment

• 5.18% were unemployed

Deprivation

• Castlerock is one of the least deprived areas in NI, ranking within the top 50-60%

• Proximity to services deprivation ranks within the top 19-30%

• In terms of income deprivation Castlerock ranks in the top 19-22% most deprived

Summary • Castlerock has a growing population

• On Census Day (27 March 2011) the usually resident population of Castlerock Ward was 3,111 accounting for 0.17% of the NI total.

• 19.61% were aged under 16 years and 18.35% were aged 65 and over

• 82.67% of people stated their general health was either good or very good

• 25.43% had a degree or higher qualification

• 63.37% were economically active, 36.63% were economically inactive and 55.82% were in paid employment

• Castlerock is one of the least deprived areas in NI, ranking within the top 50-60%

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5.0 Consultation Findings Given the nature and scale of the proposal under consideration, the prime location of the identified site and the need to identify a commercially viable business model which can support and extend the Presbytery’s mission and ministry, a robust consultation exercise was undertaken across a wide range of informant groups to ensure that the Presbyterian Church and Guysmere Committee had a strong evidence base for the selected option. This required consulting across:

• The Castlerock community and Castlerock Presbyterian Church

• Potential faith and mission-based users of the proposed facility

• Potential recreational users of the proposed facility

• Providers of other residential or retreat models

The following table summarises the consultation base which informed the feasibility study and reflects the emphasis placed on faith and mission based groups as the primary target group and core focus of Guysmere and the PCI:

Consultation Profile

Faith Groups

Castlerock Presbyterian Church Castlerock Scouts Scouts NI

Friends of Guysmere Exodus, Coleraine Surf Project, Portrush (Methodist Church)

Richill Presbyterian Church PCI Council for Global Mission

Ballyloughan Presbyterian Church

Greystone Road Presbyterian Church Scripture Union NI Bloomfield Presbyterian Church

Adelaide Presbyterian Church, Dublin Murlough House, Dundrum

Cleenish Centre, Co Fermanagh

Newmills Presbyterian Youth Club Kirkpatrick Memorial, East Belfast

Londonderry YMCA

Drumlough and Anahilt Presbyterian Churches

Recreational Groups

Long Line Surf School Surf Project, Portrush

Castlerock Bowling Club Pathway Activities, Reserve Forces and Cadets outreach programme

Causeway Adventures Ltd Castlerock Walk Fest

Community Organisations

Public meeting in Castlerock, including representation from:

• Castlerock Golf Club

• Castlerock Community Association

• Castlerock Senior Citizens

Hezlett Primary School

Other

Causeway Coast and Glens Borough Council Binevenagh Local Landscape Partnership

DAERA DfC

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The findings of this process are presented below and summarised at the end of the Section.

Community Consultation As part of the consultation process informing the feasibility study, a public meeting was held in January 2019 in the Peter Thompson Hall in Castlerock. Attended by over fifty members of the local community, the meeting voiced strong support for development of Guysmere as a residential facility which would attract visitors to stay in the area as well as providing facilities for local residents. The lack of accommodation in the village was noted as a major obstacle to developing tourism as was the lack of eateries, these both being regular enquiries at the village Information Centre. It was felt that there was a need to cater for children and families, both residents and visitors, with a lack of activities for young and middle-aged people being notable. Recreation and leisure space was highlighted as a need, while recognising the need to avoid duplication of services at the Peter Thompson Hall. Facilities such as a gym were put forward, catering for both local people and visitors, and having the potential to contribute to financial viability of the centre through rental income from the space.

The health benefits of outdoor recreation, including surfing were noted and the potential such a project could have for people with disabilities, with direct beach access and a fully accessible building was seen as particularly worthwhile, working to improve quality of life for vulnerable people. The meeting recognised the health and social benefits of the proposal, including its ministry benefits as well as supporting economic regeneration in the village. The potential for services which can add value to the church mission was highlighted, including activities promoting positive mental health, through outreach and relationship building.

Interest was also expressed in a Fold Housing development at the site. It was noted that this had been explored in the past and was considered to be financially prohibitive. It was strongly expressed by the meeting that there is a need for an investment which will assist in the regeneration of the village, it being felt that Castlerock has seen an erosion of services and facilities in recent years and redevelopment at Guysmere could act as a catalyst to redress this trend. The need to attract out of season visitors was highlighted and increase the offer for those who regularly visit as well as catering for residents.

In terms of local groups, it was felt that the proposed development of the site as a residential facility with recreational activities would be a welcome addition to the village and help its regeneration. Provision of a multi use space could accommodate events and activities, catering for both local residents and visitors. Such a facility can support faith ministry through offering quality accommodation and meeting space for groups, families and individuals, complemented by additional outdoor recreational activities.

The pricing strategy for any proposed accommodation model was highlighted, noting the need to ensure that accommodation is within reach of potential users many of whom currently use hostel type accommodation which could range from £15 - £20 per night while golf tourism overnight spend tends to be in excess of £100 per night.

Feedback found greater potential for catering for faith and recreational based groups as opposed to golf tourism. While the potential for golf tourism is growing across the region and particularly in the Causeway Coast and Glens Borough, it was felt that the accommodation

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needs of this target group did not lend themselves easily to the model envisaged for Guysmere, and in particular in relation to its faith and ministry aims. In seeking to cater for the golf market, the accommodation expectation of that target market is unlikely to be reconciled with the lower specification expectation of leisure and recreational users while many potential user groups (such as youth organisations) have previously used hostel standard accommodation. In addition, it is recognised that constraints such as lack of alcohol licence on the premises will impact on uptake by some user groups while potential issues such as Sunday trading restrictions and implications this may have on commercial viability were also noted. This is not to say that golf tourism is not an option, rather that it should not be the primary focus of the centre and potential does exist to provide accommodation for the golf market, particularly given the proximity of the local golf club to Guysmere and the overall lack of accommodation offer in the village.

It was recognised that any emerging project option must be financially viable in order to enable the Presbytery to achieve its ministry objectives and that securing a tenant for a coffee shop/restaurant style facility would contribute to this goal. The feasibility process has identified potential operators who have expressed an interest in such a facility; this is a major strength of the proposal and indicative of the potential which the site and centre holds.

Redevelopment of the site was regarded very positively, and the need to provide an all year round offer which could help revitalise the village economy and overall regeneration of the village was highlighted by several respondents. Catering for families (residents and visitors) was stressed through community consultation while it was felt that local young people in particular were in need of locally accessible activities.

Recognising that upholding the aims and furthering the work of the Presbyterian Church is central to redevelopment of Guysmere, the feasibility study was also informed by consultation undertaken with the congregation of Castlerock. Involvement by the church family at all stages of project development and planning is essential in fostering local ownership of the project and ensuring the values of the Presbyterian church, its mission and ministry influence any emerging options.

In particular, this consultation identified many opportunities to support the local Castlerock Presbyterian Church, including partnering with other Christian mission organisations to host a wide range of ministry work, complemented by outdoor recreation. At a local level, provision of a meeting facility for local congregations and car parking – both of which are currently lacking – could cater for local worship in a very practical manner and enable relationship building, particularly with visitors to the village. Provision of outdoor space provides additional opportunity for this work, while the need for commercial viability was firmly recognised. This included provision of lettable space – in addition to café/restaurant provision – which could generate rental income. Potential suggestions included a gym facility which it was felt would cater for both local residents and groups or individuals visiting the centre for ministry, retreat and spiritual growth. Accommodation for families was highlighted by representatives of Castlerock Presbyterian Church, reinforcing community feedback that this group should be catered for. In particular, provision of disabled access and facilities was seen as being instrumental in supporting families in need through respite/retreat opportunities to assist those in need.

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At a regional level, the facility will enable outreach across the province and beyond, working with like-minded organisations to further Christian outreach. The following narrative summarises the groups who would represent Guysmere’s core customer base.

Potential User Groups In addition to the local Castlerock community and congregation, a number of potential users of the Guysmere proposal were approached to ascertain anticipated levels of support for the project and any specific needs or trends in terms of their user groups. Given the key aim of the proposal to promote ministry and Christian outreach, the consultation and statement of need was predominantly informed through consultation with groups from a faith background to assess how best they may contribute to the centre’s mission and vision for a world class centre for ministry and outreach.

In terms of the accommodation offer, consultation among potential users found a preference for en-suite accommodation on either a full or half board basis. It was felt that providing an option for self-catering would appeal to some groups and it was noted that cost will be a factor in the catering option selected.

Consultation identified demand among a wide user base for quality accommodation which could cater for a variety of target groups. These include:

• Faith based groups

• Youth groups

• Surf schools

• International students and visitors These groups deliver a range of residential programmes, including weekend (one/two nights) and longer camps which can be four – six nights in duration. These bookings would include term-time, thus offering real opportunity to extend the tourist season. In line with community and congregation feedback, one area with significant potential is providing activities and facilities for people with disabilities. Some of the groups consulted currently deliver services to this target group and are keen to make use of facilities at Guysmere to extend this work. In doing so, this presents Guysmere and the Presbytery with a tangible opportunity to extend its outreach and ministry to this target group, supporting those in need.

Churches who contributed to the consultation confirmed interest in using the venue for ministry and Christian outreach, bringing group for typically weekend visits although scope does exist for summer camps potentially 5 – 7 nights in duration.

User Profile Based on feedback from potential user groups, the following assumptions can be made about the target market:-

• Group size In terms of potential group size, feedback found that this generally ranged from 20 – 70 users with a high volume in the 20 – 50 person group size.

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• Ages It was felt that any emerging facility should cater for a wide range of ages, with particular scope for accommodating the 12 – 25 age group.

• Pricing In terms of accommodation cost, potential users put forward a broad spectrum of prices, ranging from £60pp per night full board to £10pp per night self catering. Most pricing was in the £25 - £40pp half board range. Accommodation cost was a key concern; as many groups currently use hostel type accommodation there is an expectation of value for money in terms of accommodation and lower cost options.

• Catering options Full or half board was the preferred catering option.

• Average stay A 2-3 day (2 night) stay was the most popular length of stay, with several groups reporting an interest in annual camps of 4 – 6 nights average duration. This included demand for summer camps from youth and Scripture Union groups The focus was very much on demand for residential accommodation with less demand expressed for day visits (non-residential).

• Room Specification Ensuite accommodation was considered essential. In terms of room size, it was felt by group leaders that smaller room sizes are best – this being easier to control sleep patterns in contrast to single rooms or large dorms.

• Purpose In terms of activities, potential users from a faith perspective anticipated using the facilities for ministry and mission training, youth camps, church family weekend events, teambuilding and training. The option of outdoor activities, including surfing, was regarded very positively as was the location of Castlerock itself, with excellent transport links. Currently groups are utilising a range of other bases, including those in RoI and England. Provision of a more local option would obviously positively impact on travel costs for these groups. Many respondents had themselves spent time at Guysmere in the past and were very enthusiastic about the possibility of returning to the facility.

A wide range of potential target groups were suggested through the consultation with faith based users, including:-

• Youth groups

• Whole congregations

• Fellowship

• Older people’s groups

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• Surf school/students

• Exchange programmes

• Walking groups

Summary Feedback confirmed a number of requirements which the proposed centre should meet:-

• Catered accommodation (60 – 70 bed capacity) with self-catering option

• Meeting/training facility (preferably with breakout space) to accommodate up to 100

• Multi-use indoor (studio) space

• Quiet space/prayer room

• Outdoor space

• Family room(s)

• Internet access and audio-visual equipment

• Disabled access, including changing facilities

• Ancillary activities – surfing, walking guides

• Good transport connections

• BBQ area

It will be important to ensure that the proposal has adequate storage facilities. In addition to the on-site café/restaurant offer, it was suggested that there could be a coffee dock/tea station for users.

The wider Castlerock area was considered to be particularly beneficial to the project, significantly increasing the attractiveness of the location through the wide range of activities and visitor attractions on offer. These include National Trust properties such as Hezlett House, Downhill Demesne, Mussenden Temple and the Black Glen in addition to a golf course and Blue Flag beach while rail connections make attractions further along the coast highly accessible. There was much support among this target user group to see the Guysmere site being brought back into its original use and purpose, with many church/group leaders having attended camps there themselves.

Other Service Users/Providers It is recognised that the primary focus of the Guysmere redevelopment is rooted in faith and ministry and this was reflected in the consultation information base outlined above, with faith based groups making up the majority of the consultation information base in order to identify how best Guysmere can accommodate such groups in their ministry and mission, acknowledging that this is the centre’s primary goal. In an effort to assess how the project could contribute to the wider recreational and tourism offer in the area (incorporating a community hub and commercial facilities as agreed by the General Assembly in June 2018), organisations currently operating leisure and recreational activities in the region were consulted. This aspect of the feasibility identified potential to contribute to domestic and international tourism; scope exists to accommodate international visitors and students attending language schools and surf projects. By working with such

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providers to accommodate visitors, Guysmere has real potential to contribute to the tourism economy locally and regionally by providing a base for visitors.

Some providers combine recreation and faith ministry and were very keen to include Guysmere in their programming, providing further opportunity to meet the key aims and objectives of the Guysmere Committee and Coleraine and Limavady Presbytery in relation to ministry and mission. In particular, the ability to further develop work ongoing with people with disabilities is a particular advantage of the Guysmere location and will generate significant health benefits for that target group, reinforcing the personal growth and development which Guysmere seeks to nurture.

Service providers reported experiencing problems in sourcing accommodation for clients, particularly for group bookings during the summer months which in some cases has resulted in the loss of contracts. This situation has come about as much existing residential accommodation tends to be restrictive in numbers and generally cannot accommodate groups in excess of 30 people. A 2018 accommodation mapping exercise found that the majority of accommodation in Castlerock was self-catering in the form of houses or apartments with limited B&B provision. It is felt that there is a gap in outdoor education supported by well equipped residential accommodation along the North Coast and the potential of provision at Guysmere can enable providers to work with groups, including young people to support health and wellbeing. Surf schools felt that the direct beach access afforded by Guysmere, in addition to its rail connectivity were key assets which would appeal to their business model and were enthusiastic about the prospects afforded by the proposal. Group and individual use of shower, board wash off and changing facilities at the proposed water sports centre was identified, with the suggestion that this could operate on an annual membership card model, resulting in ease of access (e.g. using a swipe card to access facilities) and generating additional revenue. Such provision will require adequate storage and changing areas, including wet room and drying facilities, the latter currently being lacking along the Causeway Coastal route. With regards to storage, bicycle and luggage facilities were also suggested for consideration and highlights the potential recreational impact of the proposal. The lack of adequate shower and toilet facilities on the Promenade was noted; the current toilet block is dated, not accessibility compliant and not in a position to be extended to provide shower and wash off facilities. Given Guysmere’s proximity to the beach, potential exists to explore working in partnership with Council providing shower, changing and toilet facilities, creating an additional revenue stream through a Service Level Agreement.

In contributing to the wider tourism offer, it was felt that the opportunity provided by the Guysmere base for walking and engaging in outdoor pursuits during a visit was highlighted as a strength of the proposal. The location offers opportunity for outdoor and water pursuits, including walking tours/guides and it was felt that these could be offered in activity packages where visitors can select from a menu of activities. Many consultees expressed an interest in developing a working partnership with the Presbytery and Guysmere Committee, including youth organisations and surfing projects.

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A range of capital projects to be delivered through the Binevenagh and Coastal Lowlands Landscape Partnership (B&CLLP) including heritage trails and orientation points adjacent to Guysmere and linking the promenade to Downhill Demesne could be significantly complemented by the Guysmere proposal, while Centre users can make use of such attractions during their stay, in line with the recreation hub envisaged by the General Assembly. A range of other opportunities were identified during consultation. Castlerock is on the route of the International Appalachian Trail (IAT) and it was anticipated that there should be an opportunity to provide accommodation for the increased numbers of walkers when this is initiative is developed. Equally, such provision would support extending the walking festival in Castlerock – Walk Fest – beyond its current one day duration. International students attending language schools and surf schools represent another significant target market, with Guysmere having potential to act as a base for visitors. Initiatives such as these demonstrate the potential for Guysmere to support plans to increase participation in visitor numbers which, in turn, will generate increased need for accommodation and eating facilities.

Summary of Need The table below summarises the main findings of the consultation across all information groups which should be considered in moving ahead with the proposal:-

Project Component Rationale Clearing site to facilitate dining/eating provision, including options for evening dining

Interest expressed by experienced operators (4 no.) in taking on the catering franchise Meets an evidenced need created by lack of quality eateries in the village (dining/eatery as opposed to coffee shop provision) Enhanced project viability through rental income

60 bed space accommodation Potential users and service providers have confirmed interest, including a need for larger group accommodation (30+ capacity) Accommodation enquiries the most common query at Village Information Centre Plans to increase visitor numbers and recreation users to the area, creating demand for accommodation and services

Water sports provision Growing number of water sports users, including out of season Surf schools have expressed interest in the facility and opportunities for partnership working Direct beach access provides opportunity for people with disabilities Scope to accommodate both individual and group users

Recreational multi use space Local community identified need for physical activity/gym offer; need to cater for local residents as well as those visiting Scope for generation of rental income through such studio space, cognisant of not displacing Peter Thompson Hall offer

Council Service Level Agreement Potential to work in partnership providing shower, changing and toilet facilities, creating an additional revenue stream

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Strengths Opportunities • Willingness of the General Assembly to

support the local group to identify feasible uses for the Guysmere site

• Faith based groups highly supportive of the project and its mission

• Site location and beach access (Blue Flag beach)

• Strong local support to see the site brought back into use

• Transport linkages, including rail connection

• Ancillary outdoor activities – walking, water sports, heritage

• Strong track record and skills profile of the local promoting group

• Potential for collaboration (co-design) approaches with the private sector and the local authority

• Unique opportunity to develop an exceptional coastal location

• Expand church ministry through enhanced relationships with groups and congregations

• Provision of a unique location for ministry and mission work with local, regional and international faith groups

• Partnership working with other service providers and youth organisations

• Strong options for revenue generation which can support mission focused work, ministry and fellowship

• Expressions of Interest in food outlet provision to enhance commercial viability

• Cater for regional and international visitor markets

• From a visitor perspective the Guysmere project is based in one of the two prime destination Councils in Northern Ireland

• Tourism NI (TNI) and the local authority aim to attract more ‘out of state ‘visitors, staying longer and spending more. This will mean a wider investment in marketing and promotion

• TNI want to develop experience tourism which complements the key natural and man made attractors (the Causeway and Titanic); surf and golf opportunities are part of experience tourism

• Contribute to activity tourism – walking, water sports

• To phase the development of the site to generate medium term income to support the longer-term sustainable development of the site

• Location of the site is proximal to the Derry /Londonderry – Belfast rail station

• Once political uncertainty is removed there is a strong possibility of a range of capital grant programmes including those associated with tourism, sports facilities, rural development and community / social projects

• The proposed PEACE PLUS Funding Programme (administered by SEUPB and replacing the current PEACE IV and Interreg Programmes) will focus on social enterprise and social innovation. Covering the 2022 –

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2028 timeframe this is likely to bring opportunities for both capital funding and sustained revenue funding

Weaknesses Threats • Current uncertainty around capital funding

due to lack of devolved administration

• The lack of a dedicated person (employed)/technical assistance to sustain the project development process (to lead and complete the project development process)

• A feasible option is likely to involve a number of different local and out of state markets (and hence demands). The promoter may not have direct experience in all or any of these markets

• There could be a high degree of logistical management (ensuring that groups have appropriate food options, tutors or other specific inputs depending on their focus and ethos)

• Restrictions around Sunday trading

• Need for robust volunteer model to avoid high staffing costs

• Political uncertainty and the lack of decision making around capital funding in the immediate team

• The uncertainty in relation to the Brexit outcome; this may have an impact on capital project delivery costs and the flow of visitors on a cross border basis

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Learning from Others – A Summary The table below summarise a review of other residential models, including those with a faith based ethos. More detailed findings are available as an annex to this study and should be treated in confidence.

Description Location Accommodation Facilities Outdoor Activities Pricing Remarks

Residential and conference facilities for Christian worship and mission work

Co Fermanagh 54 capacity in the form of dormitory rooms; bunk beds 4 – 12 per room Ensuite

140 capacity conference room AV projector

Most are located 15 – 30 minute drive and include national Trust properties Outdoor grass area for football

£18.50pp per day self catering - £30pp per day Full Board (daily rate) £37pp per day self catering - £60pp per day Full Board (weekend rate)

Minimum group size of 25 Disabled accommodation and access In house catering

Retreat and conference centre which organises a number of retreats/functions each year open to all and accommodates groups arranging their own retreats, conferences, seminars workshops, etc

Newry Co Down 42 single rooms 30 double rooms 4 rooms are wheelchair friendly

Main dining room of 180 capacity 250 capacity conference room Prayer room Chapel Residents lounge and coffee dock 8 conference/seminar rooms

Lake, woodland, walking trails

Not available Parking for up to 200 In house catering Fee broadband access

Presbyterian Youth Centre catering mainly for church youth and uniformed groups

Rostrevor 26 bed spaces across 5 rooms bunk style

Adjacent church hall

BBQ area £15pp pn (minimum charge £200 pn)

40% occupancy Self catering with fully equipped kitchen All roles are on a voluntary basis;

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Church has overall responsbility

Christian conference centre

Dundrum, Co Down

Dormitory for up to 30 people Double ensuite available Catered or non-catered

100 capacity conference room

National Trust nature reserve Beach access Extensive grounds and gardens

Variable according catering and group option selected. Sample pricing includes £40pp double ensuite B&B and youth pricing ranging £58pp to £65pp for two nights fully catered

Requires a strong voluntary input. Paid staff in the form of a house manager and chef, cleaning and grounds staff

Centre for youth ministry

Coleraine Up to 40 (plans to increase to 46) across 6 bedrooms (bunk beds) Self-catering

3 meeting rooms AV equipment

Town centre access Starting from £12.50 pp p/night for groups of 30+

Excellent transport links

Centre specialising in retreat and reconciliation

Dublin Residential accommodation block for up to 33 people in a variety of room sizes, all ensuite 3 bedrooms with disabled access Self-catering option available

80 capacity conference room Dining room Lounge Prayer room

Secure playing fields

Not available Excellent transport links In house catering

Youth hostel Tobermore Up to 44: 12 ensuite doubles, single and bunk beds

80 capacity conference facility

£19pp p/night; 25 – 40 typical group size

Mainly booked weekends only

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Self-catering (catering provided if requested)

1 p/t manager, 2 p/t cleaners plus volunteers

Holiday village targeting recreational leisure market and groups such as bible studies

Co Fermanagh Up to 60 on a self-catering basis; all ensuite 2 bedrooms with disabled access

Conference space available - 2 meeting rooms of 100 capacity and 30 capacity

Walking Variable dependent on group size

The site also hosts a WHSCT daycare facility and hires out meeting space to local groups

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What Have We Learned? A review of the experience of other operators of residential accommodation, including those with a faith objective, has identified the following learning points for consideration in developing Guysmere:-

• Establish the key purpose of the centre and engage with groups/users who share this vision

• Ensure that the centre experience, including offer and pricing, are in line with the expectations of the target users

• Make use of the surrounding environment/area and what it has to offer

• Attractive and accessible outdoor amenities are important

• Provision of indoor activity space is important, including conferencing/meeting space and equipment

• Provision of accessible accommodation and activity for those with mobility problems

• Volunteer input is essential, many models have a skeleton staff structure

• Good transport linkages are necessary

• There is an expectation of quality provision

• Consideration of the target market in determining accommodation options

• December and January tend to be the quietest months – plan accordingly

When reviewed against these models, Guysmere has a number of unique assets such as its railway connection and Blue Flag beach access in addition to water sports provision, walking trails, National Trust properties and heritage assets which can add value to the proposal.

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6.0 Project Rationale

Based on the strategic review, socio-economic information, supported by robust consultation, it is recommended that the Guysmere Committee and Presbytery of Coleraine and Limavady moves ahead with its proposed Guysmere redevelopment. The rationale is as follows:-

• There is a strong policy context at regional and local level to complement the proposal and its outcomes

• The promoter owns the identified site; there are no technical or land availability constraints to implementing the option

• The proposed refurbishment will not prove beyond the management competency of the Presbytery - rather it will provide additional opportunity for increased community participation and inclusion

• Extensive consultation in the community and with potential user groups has identified support for the proposal, including out of season occupancy

• The viability of the project can be enhanced by revenue generated from a lease of the café facility; expressions of interest have been made in relation to this aspect of the scheme

• The project offers real potential to contribute to the tourism offer locally, regionally and internationally, supported by excellent rail connectivity

Additionality The proposal put forward by the Guysmere Committee presents limited concerns in respect of additionality. The rationale for this is as follows:

• There is a deficit in group accommodation in the village and surrounding area which this proposal can address

• The consultation process undertaken by the Guysmere Committee and Presbytery has confirmed the need for the proposal among potential service users, many of whom have resorted to using centres some distance away, including RoI and England to accommodate their needs

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7.0 Vision, Aims and Objectives The overall aim of the project promoted by the Guysmere Committee on behalf of the Presbytery of Coleraine and Limavady is an investment programme to provide quality accommodation for camps and retreats in Castlerock, contributing to church ministry and Christian outreach. The aims and objectives have been established based on:-

• Confirmation of the strategic fit for an investment in accommodation to assist the promoter further its mission and objectives

• A review of evidenced need and the wider policy environment

Vision Statement “That the General Assembly grant the Presbytery of Coleraine and Limavady permission to commission a Feasibility Study of the redevelopment of Guysmere as a world class centre for mission and ministry (incorporating a community hub and commercial facilities) and ask the Presbytery to present the results of that study to the March 2019 Meeting of the General Council, for comment and transmission to the 2019 General Assembly, to enable a decision to be made regarding the sale, or otherwise, of the Guysmere site.”

Present Context Guysmere has a uniquely beautiful location at the edge of Castlerock Blue Flag beach on the Causeway Coast of Northern Ireland. With direct rail and road links to all of the major cities and airports in Ireland the site offers easy and affordable national and international access. For the last 93 years, through God’s gift of this exceptional location, the Presbyterian Church in Ireland has delivered faithful and fruitful ministry and mission.

The feasibility study, commissioned by the Coleraine and Limavady Presbytery and carried out by Venture International Ltd. in 2019, has determined that the proposed long-term business model is achievable and presents genuine opportunities for obtaining capital funding. The study reveals a high client demand for such accommodation offering a wide variety of ministry and mission opportunities for the Presbyterian Church in Ireland. In this regard, a study carried out for Summer Madness in 2014, based on 1,000 respondents (who were attending church) discovered that 84% of people come to faith before the age of 25 years and only 1% after the age of 46 years. Of those who became Christians before they were 18 years, 34% cited a Christian residential camp or event as the major influence. With all of this in mind, and having this God-given opportunity for development, such a facility as that being proposed for Guysmere must be a priority in the future mission strategy of the Presbyterian Church in Ireland.

Future Vision

To develop Guysmere as a world class centre for Christian mission and ministry

This will be achieved by:

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• Providing a multi-use complex incorporating modern residential accommodation for up to 60 people

• Facilitating retreats and camps for a wide range of national and international groups to include churches, youth and children’s groups, families and missionaries/ministers on sabbatical leave

• Providing conference facilities for PCI councils, committees, leadership teams, mission organisations and church ministries

• Providing facilities for water sports and outdoor activity ministries

• Providing social and meeting space for local churches and the local community including a coffee shop/restaurant

Aims Investment in the development of residential accommodation and ancillary services at Guysmere will seek to deliver on the following aims:

• To redevelop the currently unused Guysmere site to provide quality accommodation space to support Church ministry and Christian outreach through the hosting of groups and families

• To provide space for spiritual formation and development for all ages, including group and individual retreat

• To cater for both residents of and visitors to Castlerock through multi-use space and an onsite café/restaurant facility

• To further the work of the Presbytery of Coleraine and Limavady, including space to establish café Church in addition to meeting space for local congregations

• To provide fully accessible accommodation and recreational facilities for people with disabilities

S.M.A.R.T Objectives The following S.M.A.R.T (Specific, Measurable, Relevant, Achievable and Time bound) objectives have been developed in order to guide the development options and ensure that the preferred option (if any) delivers measurable outputs for PCI, its client group and service partners. The objectives are:

• To arrive at a consensus decision at the General Assembly of PCI to retain the site and progress the development of the site and the preferred option

• To establish a lease agreement with a compliant and experienced café operator by March 2021 generating an annual return of £20,000 per annum

• To source the resources to undertake a compliant and detailed technical project development process (full design, site and environmental surveys, full planning consent and sourcing capital funding) by September 2019

• To complete the technical project development process (excluding acquiring all capital funding) by September 2020

• To secure the full capital funding requirement to deliver the preferred option (circa £4,000,000) by June 2022

• To fully deliver the preferred option (subject to refinement via the technical project development process) by May 2023

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• To support 3,000 people per annum on a faith journey/mission

• To achieve an 35% occupancy rate over the year from release of the accommodation element of the project

• To accommodate 40% out of state visitors

• To generate a minimum of £30,000 fixed income from non-trading income arrangements (Service Level Agreement, catering lease agreement, membership fees)

Achievement of these objectives will generate a number of additional benefits for the Presbytery and wider Castlerock community, namely:-

• Opportunity to extend the role of PCI and the Castlerock congregation, building on and extending its existing ministry including partnership working with other Christian mission organisations

• Convenient after Church hospitality space in the form of café Church to further community integration

• Meeting room with multi-media and internet access on the site, facilities and equipment which will be available to other groups

• Provision of fully accessible recreational space will promote the use of the facilities by residents and visitors to Castlerock, including caravan and apartment owners

• Opportunity to contribute to the wider tourism, at both Borough and regional level

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8.0 Options Development and Selection

This section of the feasibility study examines the options considered by the Presbyterian Church In Ireland (PCI) in order to meet the ministry needs of faith and youth groups as well as other potential users in and beyond Castlerock, including leisure and recreation users. In line with the guidance provided by NIGEAE the options development and assessment process focused on:-

• Identification of a long list of options

• Assessment of each options in respect of their strengths and constraints in relation to meeting the identified need

• Identification of a short listed option which merits full appraisal

The development of potential options has been carried out within a practical context which shapes the deliverability of options as follows:

Context Factor How This Applies to Options for Guysmere

Confirmed Need The statement of need confirmed that there is a need for the following facilities to fully meet the needs of service users and the general public:

• Residential accommodation

• Provision for water sports users

• Contribution to the wider tourism offer in the village, including an out of season offer

• Complementarity with the policy and strategic environment

• Contribute to long term village sustainability

Site Availability The site is owned by the PCI and is strategically located in the village with a history of residential accommodation and ministry outreach

Available Range of Capital Funding

The selected option must have a reasonable likelihood of acquiring the required capital funding

The following tables detail the long list of options considered by the Presbytery of Coleraine and Limavady via the feasibility process, including consultation with potential users, faith and youth groups, statutory stakeholders and the local Castlerock community:

Option 1 Option Title: Maintain the Status Quo

Option Description

Option 1 would involve the PCI retain the site in its current condition, with no investment.

Option Strengths

There are no tangible strengths associated with Option 1

Options Constraints

The constraints of this Option are:

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• A prime located site in the village remains unused and derelict, with potential to become a site for vandalism/anti-social behaviour

• Evidenced need, including that from youth groups, is not addressed

• There is no potential for PCI to further its teaching and ministry through residential programmes

• No social, economic or environmental outcomes will be realised by retaining the site in its current condition

• The site presents a risk; public can gain access to it and therefore it presents a health and safety issue which could present financial and reputational risks

• PCI would be required to fund the annual costs for site security and vacant rates (currently £10,000 p.a.)

Option 2

Option Title: Reuse of Existing Buildings Option Description

Option 2 would see the existing buildings being brought back into use for residential accommodation and associated activities.

Option Strengths

The strengths associated with Option 2 are:

• The site will be brought back into use

Option Constraints

The constraints of Option 2 are as follows:

• The buildings are in a state of disrepair which would render reuse economically unviable

• No scope exists within the existing footprint for a café/dining facility, thus removing an important revenue steam for the centre’s sustainability

• The buildings are dated, and it is unlikely that a refurbishment of them will meet the expectations of the identified markets (including out of state visitors) in the immediate term or over the longer term

• In all likelihood the cost differential between a refurbished option and a new build are marginal

• A refurbishment option loses the opportunity to develop a destination/feature building which is in keeping with the environmentally sensitive setting and the Blue Flag status of the beach

Option 3

Option Title: Sale of Site Option Description

Option 3 would involve the PCI place the entire Guysmere site on the open market for sale.

Option Strengths

The strengths associated with Option 3 are:

• The option will generate a significant financial return for PCI

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• The site will be brought back into use

Option Constraints

The constraints of Option 3 are as follows:

• There is no potential for PCI to further its ministry through residential and outreach programmes

• PCI loses control of the site and the potential to meaningfully influence how is is developed and the subsequent community dividend

• Evidenced need, including that from youth groups, is not addressed

• There is a risk that the site will be sold for development of holiday homes, reinforcing local community concerns about long term village sustainability

• There may be limited (if any) opportunity to work with local service providers to provide an all year-round leisure offer, including golf and water sports

Option 4 Option Title: Phased Development

Option Description

Option 4 involves the development of a new build residential centre and would be taken forward in two phases, each with its own technical planning and delivery stage. The Option, across the two phases, will see provision of dining/café facilities (Phase 1) followed by residential accommodation, meeting space, recreational studio space and water sports facilities (Phase2). The estimated capital costs are £4m, supported by a technical assistance budget circa £75,000 over a three-year period to ensure a robust project management and business model. (The overall capital costs have been rounded up over the architect /QS cost projections at Appendix A on the basis that some 3 - 6 years will elapse before funding is acquired and the building completed). Phase 1 (Technical) will see the clearing of the site in advance of PCI leasing part of the site to a private operator to take on the catering element as a franchise. This will entail confirming interest in the lease on the open market and the terms of the lease agreement, ensuring that any conditions are consistent with PCI mission and values. Any technical compliance issues will also require to be addressed at this point. Phase 1 (Delivery) will see delivery of the site and associated building to provide onsite eating facilities. Ongoing liaison with Planning Service will be integral to this phase to ensure the integrity of the site and coastline are respected by any building. Phase 2 (Technical) will include a detailed project planning phase to develop a robust business model for Phase 2 - residential accommodation, meeting and recreational space and water sports facilities. This will include ensuring technical and environmental compliance on the proposed building and access, liaison with Tourism NI on accommodation specification, visiting other models to identify best practice and securing the capital funding package. This Phase should be supported by a technical assistance budget over a five - seven year period to source and secure funding for capital delivery and ensure the model is sustainable. Phase 2 (Delivery) will see delivery of residential accommodation, meeting space, lettable recreational/studio space and water sports

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facilities on the site. Ongoing liaison with Planning Service will be integral to this phase to ensure the integrity of the site and coastline are respected by any building. Technical and planning compliance, environmental sensitivity and ensuring delivery of a high quality building which is of a superior design standard in addition to being practical in respect of accommodating heavy footfall and outdoor users will be integral to Option 4.

Option Strengths

The strengths of Option 4 are:

• The option will enable progress on the site and generate some financial return for PCI in the short term (Phase 1)

• The site will be brought back into use, in the form of dining/café provision in the short term

• Meets the needs identified through the consultation process

• Provides bespoke space in order to meet needs identified through the consultation process

• Enables PCI to further its ministry through work with faith and youth groups from across the region

• Offers real opportunity to work with local service providers to provide an all year round leisure offer in the village, including eating facilities, water sports, walking and golf

• Caters for additional user groups requiring accommodation in the area

Option Constraints

The constraints of Option 4 are as follows:

• Securing capital funding over two phases is considered the main constraint

Option 5 Option Title: Development of Guysmere site (Full scale)

Option Description

Option 5 represents development of a new build residential centre built on the existing Guysmere site, following clearance of the existing buildings. Essentially it mirrors Option 4 but would be delivered across one capital build phase, instead of two. The building would provide a modern mix of residential, café/dining, meeting and recreational studio space complemented by appropriate storage and catering space and provision for water sports users. Appendix A contains the architect’s concepts and the schedule of space. The capital costs are estimated at £4.5m. (The overall capital costs have been rounded up over the architect /QS cost projections on the basis that some 3-6 years will elapse before funding is acquired and the building completed).

Option Strengths

The strengths of Option 5 are as follows:

• Meets the needs identified through the consultation process

• Provides bespoke space in order to meet needs identified through the consultation process

• Enables PCI to further its ministry through work with faith and youth groups from across the region

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• Offers real opportunity to work with local service providers to provide an all year-round leisure offer in the village, including water sports, walking and golf

• Caters for additional user groups requiring accommodation in the area

Option Constraints

The constraints of Option 5 are as follows:

• Securing the full capital funding package is considered the main constraint

Shortlisting The long list of options were set against a series of short-listing criteria in order to identify a potential long list of options. The short-listing criteria were as follows:

Criteria No. Criterion

1 The option compliments and contributes to the Christian ethos of the local congregation and PCI

2 The option must create accommodation and facilities to meet the needs of PCI user groups and the wider community

3 Reasonable likelihood of the required level of capital funding being available in the medium term (up to 2021)

4 The option must be financially sustainable. Based on the available information and project benchmarking there is a reasonable prospect of delivery on a viable project

5 The option must have potential to contribute to PCI’s environmental ethos

6 The option must complement other leisure/recreational offers in Castlerock

7 Based on the available information and project benchmarking the project should be manageable for the local group

In order for an option to be shortlisted it had to demonstrate the ability to meet all five of the short-listing criteria. The following table establishes the performance of each of the long list options against the criteria:

Option Criteria Shortlisted Rationale

1 2 3 4 5 6 7 Yes/No

1 × × n/a × × × × NO No potential to contribute to shortlisting criteria

2 × × n/a × × × × NO No potential to contribute to feasibility criteria

3 × × n/a ✓ × × ✓ N0 Limited potential to contribute to key criteria including aims relating to faith work and sustainability

4 ✓ ✓ ✓ ✓ ✓ ✓ ✓ YES Potential to contribute to all criterion

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5 ✓ ✓ ✓ ✓ ✓ ✓ ✓ YES Potential to contribute to all criterion

On the basis of the shortlisting process the following options have been shortlisted:

• Option 4

• Option 5

Non-Monetary Appraisal

The investment of public monies cannot be assessed by economic/financial appraisal alone. Given the desire of the Presbytery to take forward its faith mission and values to support ministry through provision of space for reflection, shared learning and personal growth, it is important that the shortlisted options are set against a range of social and community or non-monetary areas of impact. Five non-monetary areas of impact have been identified which relate to likely outcomes or impacts relating to investment in facilities at Guysmere. The following table sets out the areas of impact, and the rationale for selecting that area of impact:

Area of Impact Description Weighting Rationale Facilitation for faith-based groups to assist PCI in furthering its ministry and faith objectives

The preferred option should have a focus on working with faith-based groups and the Church family

30 Any short-listed option must assist the PCI to further its ministry and mission values through facilitation of ministry and mission at Guysmere

Contribution to improved physical and mental health, making best use of the site’s unique characteristics

Shortlisted options should offer facilities and services to improve health and wellbeing among users

25 PCI is committed to improving health and wellbeing; investment in facilities at Guysmere should promote this goal

Generates positive impacts in the short - medium term, through service delivery from the site to meet reported need

Any shortlisted option should make provision for actions to bring the site back into use in the short – medium term

20 Facilitating activity and delivery on the site after a prolonged period of disuse will support wider village regeneration and address gaps in service provision

Creation of a positive environmental impact, supported through full technical compliance and robust project planning

The shortlisted options should contribute to PCI’s environmental aims and promote sustainability of the site

15 Regeneration of a key strategic site in the village will require a detailed project management approach mindful of the site’s coastal location and potential of the project

Potential to add to the overall offer in Castlerock for residents and visitors alike, including out of season

The shortlisted option should complement and promote existing village resources and assets

10 Supporting and promoting other attractions in Castlerock will enable Guysmere to work in partnership with other

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providers for the overall benefit of Castlerock

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The shortlisted options were scored (out of 10) against each of the five areas of impact in order to objectively assess their likely contribution from a non-monetary perspective:

Area of Impact Weighting Option 4 Option 5

Score Total Score Total Facilitation for faith based groups to assist PCI in furthering its ministry and faith objectives

30 10 300 8 240

Contribution to improved physical and mental health, making best use of the site’s unique characteristics

25 10 250 10 250

Generates positive impacts in the short - medium term, through service delivery from the site to meet reported need

20 10 200 5 100

Creation of a positive environmental impact, supported through full technical compliance and robust project planning

15 10 150 8 120

Potential to add to the overall offer in Castlerock for residents and visitors alike, including out of season

10 10 100 8 80

Total 100 1000 790

Rank - 1 2

Summary Option 4 is selected as the Preferred Option, a phased approach to project delivery being considered more feasible in the current funding environment. The Option affords the Guysmere Committee sufficient lead in time to plan project detail and source funding over a five – seven year timeframe. In the event that capital funding becomes available in the shorter term, Option 5 can be actioned.

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9.0 Financial Feasibility and Proposed Funding Strategy This section of the feasibility study sets out a ‘high level’ appraisal of the financial feasibility of the proposed project. It is recognised (and indeed recommended in the feasibility study report) that significant additional technical project development work is required to fully ‘proof’ the project. This is important given:-

• The location of the site adjacent to a beach (in this case Blue Flag status)

• The environmental ethos of the group (secondary to its Christian mission focus) … and the costs associated with embedding environmental sustainability and future proofing in the building

• The multiple user groups (with different facility needs, aspirations and requirements)

• The high footfall nature of the building combined with a coastal location (brings challenges in relation to wind, sea water/salt spray and sand impact on the externals of the building and carried in through footfall)

It is also recognised that, at this point, (whilst there is clear confidence that capital funding opportunities will emerge) there can be no clarity in relation to specific quantums of funding, criteria or intervention rates (i.e. the percentage of grant aid provided by the funder)

Capital Costs and Capital Funding Strategies The capital costs for the preferred option (at the feasibility study stage and subject of future technical project development proofing) have been calculated as follows:-

Guysmere Project

Phase Indicative Capital Cost (£)

One 350,000

Two 3,650,000

TOTAL* 4,000,000

*The overall capital costs have been rounded up over the architect /QS cost projections on the basis that some 3-6 years will elapse before funding is acquired and the building completed.

Typically, a community led capital build project of this type is resourced through a number of different funding strategies as follows:

Strategy Strategy Description

100% capital grant funding strategy

This is the exception, but some projects have demonstrated the potential to secure 100% of the capital costs through one, or a mixture (typically referred to as a cocktail of funding) of public grant sources. As an example, the current Peace IV Programme had a funding call (known as the Shared Space and Services Measure) which could fund regionally significant (as this project could be described) capital build projects at 100% intervention rate. Funding projects typically ranging in value from £3m-£15m.

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Equally the project could be funded through a number of public capital funding sources to an overall rate of 100% It is important to recognise that public grant funding is non-repayable and is a public sector contribution in a project which can demonstrate its ability to deliver outputs (spaces and services) which bring about better outcomes (typically improvements in quality of life or experience) for the immediate community or users of the project.

Capital grant and borrowing strategy

Many public funders will fund a percentage of the overall capital value of the project (or a specific element of the project which meets their criteria if they are one of a number of capital funders). A percentage rate (or intervention rate) is generally determined by Government Policy or the funders specifications. Typically, intervention rates range from 50%-80%; this requires the balance to be sought from other sources (which could include borrowing, promoter’s equity or another funder). There are a number of options for project promoters where they are required to secure borrowing (on the basis that they do not have sufficient equity or do not want to expose that equity) to match a capital funding contribution. These include the conventional banks, community sector focused banking organisations (Ulster Community Investment Trust or UCIT and Charities Bank NI) or the emerging Financial Transaction Capital model (a borrowing arrangement which would be below traditional bank lending rates and involving a partnership with a local authority or public body (typically borrowing could be 0% - 1%).

Public Funding + Promoter’s Equity

In some cases, the promoter will be required to invest in the project to ‘lever’ the available capital funding. If all public capital funding opportunities have been exhausted the promoter may be in a position where they are required to invest in the project through their own equity. Typically, this would be a financial investment by the promoter but in some cases (depending on the funder’s criteria it could be the value of an existing asset e.g. in the case of the Guysmere project the existing site subject to a formal LPS public valuation process). It is noted that some funders include in their criteria a percentage equity investment by the promoter as prior condition e.g. the Rural Development Programme requires a 5% (cash or financial) contribution by the promoter.

Promoters will be required to implement a Capital Funding Acquisition Strategy over two phases to deliver the options identified through the feasibility study process. The following table sets out the Capital Funding Strategy based on the information known, at present, about the potential availability of capital funding:

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Guysmere Capital Funding Strategy

Phase Target (£) Target Funder Contribution (£) Timeframe

One 350,000 1. Causeway Coast and Glens Borough Council Annual Capital Fund

2. PCI contribution

1. 300,000 2. 50,000

September 2019-June 2020

Two 3,650,000 It is recognised in the feasibility study that the second phase requires project development actions prior to securing planning consent and applying for and acquiring the capital funding to develop it. Equally in the absence of a functioning Executive it is recognised that there is ‘capital in the system’ and that capital funding programmes will be worked up in due course. At the moment the Capital Funding Strategy should focus on being ready for effective applications to some (or all) of the following potential opportunities:

1. Peace Plus Programme (SEUPB) 2. DAERA Strategic Project Call 3. Social Investment Fund (Tranche two)

Other opportunities are likely to emerge from Tourism N.I and Sport N.I. However, these will be new programmes and no placement exists for criteria or intervention rates.

1. 3,650,000 (this funder has the potential to fund at a 100% intervention rate

2. 500,00 (up to 80%) …could be used for one element of phase two

3. Announced in the budget but depending on a functioning Executive (typically up to 80% funding for projects in the range of £500k-£2 million

January 2020-December 2024

Total £4,000,000 - £4,000,000 -

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For the purposes of the feasibility study and the financial appraisal element of it the following assumptions are made:

• The overall capital funding requirement has been rounded up to £4m to allow for inflation (on the basis that the majority of the project will be delivered some 3-4-year post development of this feasibility study)

• It is assumed that the promoter (even if it establishes a new Company Limited by Guarantee governance vehicle for the project) will be VAT registered on the basis that it will trade at a level of turnover in excess of current and future VAT threshold levels; this will allow it to recover VAT on capital expenditure associated with the delivery of the Guysmere project and associated fixtures and fittings. This will reduce the overall level of public funding required (on the basis that any non-VAT registered community organisation cannot recover the VAT on the construction which adds 20% to the overall project delivery costs)

• The promoter will secure 80% of the overall capital cost of the project; it will seek a 10% equity investment from the General Assembly and will be required to borrow 10% of the capital delivery costs which will be repayable over a 20 year timeframe at a 2% interest rate (assuming that the promoter can work in a collaborative manner with the local authority to secure the borrowings through the proposed Financial Transaction Capital model

Revenues Generated Central to the viability of the project is its ability to generate revenues sufficient to meet operating costs, repay any borrowings and accumulate reserves which could be used to implement an appropriate repairs, maintenance and reinstatement regime over the lifespan of the project. The following table sets out the projected revenues for the project over its initial 5-year timeframe (these revenue projections are based on consultation feedback relating to need, the learning captured from precedent or similar projects and existing published information e.g. Tourism NI which can inform the revenue projection modelling process):

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Projected Revenues for the Guysmere Project Revenue Source Assumption Y1 Y2 Y3 Y4 Y5

Café/Eatery Lease The lease of the Café unit (phase one of the overall site devolvement plan as articulate din Option 4) will result in the promoter developing a unit and leasing it to an operator which respects the overall vision for the site. Based on precedent projects in the area the lease should return £20k per annum. This factors in the exclusion of an alcohol licence. (It is recommended that an independent valuation exercise is completed as part of the recommended Project Technical Development Process (Phase One of the preferred option)

20,000 20,000 20,000 20,000 20,000

Accommodation Earnings

Consultation set out in section 5 of the feasibility study confirms that the range of cost per night for the proposed accommodation is £12.50 pp per night (self-catering) to £30 pp per night full board. For the purposes of the feasibility study it is assumed that:

• 30% of visitors will be on a self-catering basis @ £ 18 per night reflecting the quality of the building and setting.

• The remaining 70% of visitors will be on a full board basis @ £30 per night

• Occupancy will reach 100% of target in Year 3, building on 80% Year 1 and 90% Year 2

22,932 128,419

25,798 144,471

28,665 160,524

28,665 160,524

28,665 160,524

Food Revenues The assumptions underpinning the revenues generated from food sales are:

• 35% annually is projected as full occupancy

• Full occupancy will be reached by Y3

• 70% of visitors will require food

• The revenue yield per visitor on full board per day will be £12 per visitor (included in accommodation earnings)

• Vending machine income will generate a revenue yield of £4,000 per annum

4,000

4,000

4,000

4,000

4,000

Fitness and wellness programmes and

The multi-function/studio space would be used to run fitness and wellness programmes (this could include circuits, bootcamps, yoga, Pilates, spin as examples).

10,800 4,000

10,800 4,000

10,800 4,000

10,800 4,000

10,800 4,000

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access to the multi-use studio space

Based on the location, the local population, the incoming summer population and the lack of local provision it is projected that the following would be delivered:

• 30 programmes per annum x an average of 6 weeks per programme x 12 participants x £30 per participant =10,800 per annum

• Hire of space to other providers (e.g. PTs, dance tutors) 10 hours per month x 10 months x £20 per hour = 4,000

Showers and drying access

Consultation feedback has confirmed that surfers and water sport users (e.g. Tri athletes) would pay an annual subscription for access to showering and drying facilities. The following assumptions are made on the basis of their feedback:

• An annual subscription of £30 would be acceptable

• Approximately 100 people per annum would avail of this offer

• 75% uptake in Year 1

• 90% uptake in Year 2

• 100% uptake in Year 3 and ongoing

2,250 2,700 3,000 3,000 3,000

Public Toilets and Showers access

Consultation during the recent Council led and resourced Village Planning process confirmed that the current public toilets are inadequate and that a shower block for beach and water sport users. It is projected that a collaborative arrangement can be reached with Council that accessible toilets and showers could be provided as part of Phase Two of the preferred option. In line with precedent a Service Level Agreement (SLA) would be negotiated with Council for an annual consideration of £10,000.

10,000 10,000 10,000 10,000 10,000

TOTAL 202,401 221,769 240,989 240,289 240,989

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Operating Costs The viability of the project is determined by projecting the relationship between the revenues generated and operating costs. The following table sets out the projected operating costs for the project over it initial five years and based on the information available at the time of developing the feasibility study:

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Cost element Assumption Y1 Y2 Y3 Y4 Y5

Staff Costs Allowed @ 33% of turnover based on precedent projects

66,792 73,183 79,526 79,526 79,526

Repairs and Maintenance/ Reinstatement

Allowed @ 10% of turnover based on precedent projects 20,240 22,176 24,098 24,098 24,098

Cleaning and Consumables

Allowed at 5% of turnover based on precedent projects 10,120 11,088 12,014 12,014 12,014

Food

66% of food sales 51,367 57,788 64,209 64,209 64,209

Operating costs e.g. HLP, Telecoms and tutors

Allowed @ 15% of turnover based on precedent projects 30,360 33,265 36,148 36,148 36,148

Marketing and Promotion

Budgets include year one launch @ £2,000 and £12,000 per annum

8,000 6,000 6,000 6,000 6,000

Loan Repayments

Assumed as 10% of phase two funded via Financial Transaction Capital @ 2% interest rate over 20 years

18,622 18,622 18,622 18,622 18,622

TOTAL 205,501 222,122 240,617 240,617 240,617

Financial Appraisal The following table sets out the projected financial performance of the Guysmere project over the initial five years post capital delivery of the project (i.e. its first five years’ trading). It sets out the relationship between projected revenue generation and projected operating costs:

Factor Year 1 Year 2 Year 3 Year 4 Year 5

Revenues Generated

202,401 221,769 240,989 240,989 240,989

Operating Costs

205,501 222,122 240,617 240,617 240,617

Surplus/Deficit

(3,100) (353) 372 372 372

Cash Flow (3,100) (3,453) (3,081) (2,709) (2,337)

An analysis of the five year revenue and operating costs projections confirms the following: On the assumption that the project carries no more than 10% borrowing and that the revenue projections are met and operating costs budgets adhered to the proposed project can operate in a financially viable manner. The following points are noted at this stage:

• There is no assumption of revenue grant aid being attracted to support the early stage management and delivery of the project; given that this will be a social enterprise there may be some opportunities to secure revenue assistance which could contribute to revenue costs such as employment, marketing and marketing and promotion

• Achieving 100% capital funding (and thus not carrying the 10% loan responsibility have a major impact on project viability)

• An element of prudence has been applied to occupancy rates – these being estimated at 35% occupancy rather than the NI norm of 40%

Capital Funding Opportunities In order to inform the feasibility study process, the Venture International team has carried out a review of the existing and projected capital funding environment over the short- medium term timeframe. The following narrative sets out an understanding of any capital funding programmes which are currently available or may become available over a three year timeframe and which can therefore resource Option 4 Phase 1:

DAERA As part of the feasibility study process Venture consulted with the Department of Agriculture Environment and Rural Affairs (DAERA) to identify if there is any possibility of a capital funding call in the medium term (1-2 years). Feedback is as follows:

• Currently the Department is focused on the delivery of the Rural Development Programme through the Local Action Groups (LAGs). These partnerships have responsibility for allocating the Rural Development Programme funding on a Council by Council basis. Therefore, the first opportunity for Rural Development funding

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which should be examined by the promoter is the availability of funding through the LAG

• It is recognised that each of the LAGs are at a different stage of allocation of the funding available to them. Given that the project is based in Causeway Coast and Glens Borough Council area the promoter should engage with the LAG Manager to determine if there will be a further Basic Services call

• It is recognised that some of the LAGs are on target to spend their full allocation of the Rural Development Programme Fund; equally there are others which are clearly falling behind their projected spend profile. During the last Rural Development Programme there was a strategic project call (potential allocation of up to £1m per project which was rural and strategic in nature). Whilst it is not anticipated at this point that a strategic call will happen it is clearly a tactic which the Department may have to consider later in the year if the current underspend situation exists across a number of the LAGs. If it does happen it is unlikely that the quantum of money funding £500,000

• Currently the Department does not have an open capital funding call. This does not mean that a capital call will not happen in the future. However, it does mean that regardless of the quality or viability of the project, there is no merit in presenting it to the Department requesting a funding contribution in the absence of a capital call

Causeway Coast and Glens Borough Council Consultation was held with the Council in relation to the current position with the Rural Development Programme and the potential availability of capital funding through its annual capital funding call. The current position is as follows:

• The LAG is on target to reach its full allocation within its planned timeframe. On that basis it is not anticipated that there will be a future call by the Causeway LAG for Rural Basic Services projects

Presbyterian Church in Ireland It is anticipated that PCI would contribute to the project in the form of site value and /or financial investment or interest free loans from established Trust funds to support capital development at Guysmere.

Technical Assistance funding Actioning Option 4 will require sourcing technical assistance resources, estimated at £75,000 over a three year period to ensure planning and technical compliance, fully costed drawings and robust business planning. Potential sources where this can be sourced include:-

• Causeway Coast and Glens Borough Council

• Strategic Investment Board

• Coastal Communities Fund

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10.0 Recommendations It is recommended that the General Assembly retain the site and support the promoter to implement Option 4. Sufficient demand has been identified at the feasibility study stage to give comfort that the site can be developed in a manner which achieves the following:

• Creates the conditions for Christian renewal work meeting the needs of local faith groups/congregations while equally meeting the needs of faith groups and communities from outside Northern Ireland

• Has the potential to be developed to maximise the beach front location and embed best practice environmental design and approaches to sustainability

• Can augment and support mission work via a number of income streams Redevelopment of Guysmere as a residential facility has significant potential to impact positively on a range of agendas and priorities across key policy areas (such as health and wellbeing, families and children, environment, inclusion, rural development, tourism and recreation) in addition to contributing to the aims and ethos of the PCI’s ministry work in a way which also benefits the Castlerock congregation and wider community. It must be noted, however, that given the complexities and potential of the project, a robust project development process should be developed in order to bring about a project which promotes mission and ministry underpinned by a sound business model and is technically compliant. Technical compliance is of particular importance given the site’s coastal location. In recognition of that, the following recommendations are made:

• It is recognised that the Guysmere project relates to both rural and community development; depending on funding availability the promoters might want to target DAERA or DfC for a contribution to the delivery of the project subject to all of the technical project development process being undertaken in full. Equally, given the potential for the project to attract ‘out of state’ visitors (especially in relation to Christian renewal initiatives, surfing and golf) it is important that the project is presented to the Capital Funding Manager for Tourism NI. Currently Tourism NI does not have an open capital call. It is unlikely that one will be launched until the current impasse at Stormont has been resolved. However, subject to political progress, it is likely that a scheme such as the Tourism Development Scheme (TDS) will be launched. This might support key elements of the project

• Potential funding for Sport NI might be available post political progress; there is some discussion around a Facilities Fund. If some elements of the project met Sport NI’s specification for facilities (gym, multi-activity space or changing facilities) which would work for both the wider public, participants in renewal focused initiatives and surfers/golfers there may be an opportunity to part fund some of this capital investment

• The strategic nature of the site is recognised (proximity to the train station and hence a main transport route between Derry/Londonderry and Belfast but also adjacent to the beach). It is recognised that Castlerock beach is a Blue Flag standard beach. The promoter must be aware of this within its technical project development processes. It is clear that any planning application will be subject to significant environmental impact assessment challenges. This must be factored into any cost projections associated with the development of the project to RIBA Stage 3. In addition, the

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impact on the timeframes associated with acquiring planning permission must also be factored into the group’s timelines and expectations

• It is recommended that a number of options may be available to the promoter (and the General Assembly) which have potential to deliver on its mission, impact on the performance of Castlerock as a destination, create economic opportunities and be financially self-sustaining (subject to acquiring sufficient public sector or General Assembly investment). It is recommended that the General Assembly agree a timeframe for capital project development (technical and funding) which allows the local promoting group sufficient time to work through all of the activities required to refine and define its preferred option, secure planning consent and secure the required capital funding to effectively deliver the project

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11.0 What Happens Next? The feasibility study identifies that there is a strong possibility of a viable option being developed for the Guysmere site. Equally, the feasibility study recognises that the development of this option will require a meaningful timeframe and is also dependent upon the ability of the promoting organisation (supported by the General Assembly) to undertake a technical project development journey. This journey will refine the outputs of the feasibility study and help position the project to attract the technical consents and external public capital funding required to deliver the project in a way which respects the core mission of the promoter both locally (through the Presbytery of Coleraine and Limavady, Guysmere Committee and Castlerock congregation) and for the General Assembly at a regional level. Key actions are required as follows:

• Examine the findings of the feasibility study and use it to work with the appointed architect to develop and cost options to deliver the vision for the Guysmere Centre; based on the range of potential uses and the likelihood that capital funding will be acquired on a phased rather than ‘one off basis’ options should be phased

• The substantive elements of each option should be individually costed; this capital cost projection should be done on a measured basis with inflation factored into the cost over a three year timeframe; assuming that it will take that period of time to secure technical consents and acquire external capital funding to deliver each or all of the elements. Projected capital costs including the factoring of inflation over a three year timeframe ensures that expectations are managed and there is both prudence and realism associated with the capital required to deliver the promoters vision

• To begin to position the product to secure potential investment of Departmental or public funding the promoters should progress the development of the business case process; this is an independent assessment of the project through what is known as a Strategic Outline Case (to convince Departments of the NI Executive that the project is strategically important to them and should be examined by them. Equally this process should lead to the appointment of a Senior Departmental Officer to act in the role of project sponsor. Based on the focus of the project this could be either Department for Communities or Department for Enterprise (possibly through Tourism NI given the location and the ‘out of state’ nature of some/many of the potential users)

• Having developed the SOC and secured a Departmental project sponsor, progressed to the development of an Outline Business Case (OBC) and Full Business Case (FBC)

• Progress the architect’s concept to full planning permission (RIBA Stage 3) and obtain valuations for both the site as a whole and café/restaurant lease potential

• Ensure that all applicable environmental impact assessments are conducted and Council Planning department is kept fully informed

• As an output of the RIBA Stage 3 process, secure full planning permission for all of the elements of the vision on the site. This allows the promoter to be in a position to react quickly to any call for capital funding … or to be in a position to accept any in year underspend should it arise within any of the Departments which have a strategic interest in the project. As part of an overall ‘state of readiness process’ the promoter should examine its ability to provide match funding as a contribution towards the delivery of the project; if Departmental money is to be available it is likely that there

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will be some element of match funding required. Equally, the availability of a contribution by the promoter (through its own resources, third part resources or another grant or Trust Fund source) means that the project presents better value for money for the ‘public purse’ and this will be reflected in any assessment process.

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12.0 Project Management and Proposed Governance

The Presbytery of Coleraine and Limavady has established a dedicated sub-committee (Guysmere Committee) to take forward the project. Through this management model, the promoter brings relevant management skills and experience to the proposal in key areas such as:-

• Ministry and mission

• Community engagement and outreach

• Partnership working

• Youth work

• Volunteer development and support

• Building supervision and maintenance

• Governance

As is evident from the skills base above, the group charged with taking the project forward recognises the importance of ensuring access to a range of relevant skills and experience from which the capital project will benefit, including in the key areas of ministry, outreach, financial management and accountability. Governance With regards to governance and management, the recommendation is that this should be undertaken locally rather than centrally, it being felt that this would provide local direction and greater management efficiency. The following governance model has been developed as a potential management approach:-

1. The Trustees of The Presbyterian Church in Ireland 2. The General Council 3. The Presbytery of Coleraine and Limavady 4. Board of Management

The Board of Management would be appointed by the Presbytery and would consist of twelve members. (i) Of these at least seven would be ruling elders or teaching elders belonging to

congregations in the Presbytery of Coleraine and Limavady. (ii) The remaining five members would be individuals who fully supported the vision of a

Christian residential centre in Castlerock. Some of these would be from businesses such as Downhill Hostel, Longline Surf School etc. with whom we would hope to co-operate. Others would be people with relevant expertise to contribute to the governance of Guysmere.

(iii) The Board would appoint two people:-

a. one to work as a Director of Mission (with strategic responsibility for promoting the centre/managing the budget/ organising programmes for visiting groups/developing contacts etc.)

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b. and a Building Manager to take care of the daily running and maintenance of the facility including checking in and out visiting groups and the organisation of cleaning, catering etc.

Given the experience outlined above and the proposed governance model, it is the view of Venture International that the group has the necessary skills and structure to take the proposal forward.