SCOPING STUDY - HILLSBOROUGH FOREST SOCIAL ENTERPRISE CAFÉ NOVEMBER 2018
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HILLSBOROUGH
FOREST
SOCIAL
ENTERPRISE
CAFÉ
SCOPING STUDY
NOVEMBER 2018
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 1
VISION STATEMENT
“A PLACE THAT
INSPIRES HEALTHY
ACTIVE LIVING IN
HARMONY WITH
THE FOREST AND
TRANSFORMS THE
LIVES OF YOUNG
PEOPLE.”
2 | HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ
CONTENTS
SECTION 1: EXECUTIVE SUMMARY.................................................................................................................................................... 4
SECTION 2: INTRODUCTION AND BACKGROUND ............................................................................................................. 6
2.1 INTRODUCTION AND REPORT STRUCTURE .................................................................................................................................. 7
2.2 BACKGROUND ................................................................................................................................................................................................... 8
SECTION 3: VISION AND CONCEPT ................................................................................................................................................ 10
3.1 OVERVIEW OF THE HILLSBOROUGH FOREST CAFÉ (HFC) ................................................................................................ 11
3.2 VISION, MISSION AND VALUES .............................................................................................................................................................. 12
3.3 AIMS AND OBJECTIVES ................................................................................................................................................................................ 12
3.4 THE BUILDING CONCEPT ........................................................................................................................................................................... 14
3.5 SERVICE PROVISION ..................................................................................................................................................................................... 16
3.6 TARGET MARKETS ............................................................................................................................................................................................. 16
SECTION 4: STRATEGIC CONTEXT .................................................................................................................................................... 18
4.1 STRATEGIC CONTEXT SUMMARY ........................................................................................................................................................... 19
4.2 STRATEGIC CONTEXT REVIEW ................................................................................................................................................................ 20
SECTION 5: ASSESSMENT OF NEED AND DEMAND .......................................................................................................... 30
5.1 SOCIO-ECONOMIC PROFILE AND NEEDS ASSESSMENT .................................................................................................... 31
5.2 HILLSBOROUGH VILLAGE MARKET SURVEY ................................................................................................................................. 37
SECTION 6: BENEFITS AND IMPACT REALISATION ............................................................................................................ 47
6.1 MONITORING AND EVALUATION FRAMEWORK ....................................................................................................................... 47
6.2 OUTCOMES BASED ACCOUNTABILITY (OBA) .............................................................................................................................. 48
6.3 SPATIAL ANALYSIS USING GIS PLATFORMS .................................................................................................................................... 49
6.4 SURVEY DAYS AND THE USE OF QUESTIONNAIRES ............................................................................................................... 49
6.5 MEASURING AND MAPPING THE ECONOMIC IMPACT ......................................................................................................... 50
6.6 CASE STUDY INTERVIEWS ........................................................................................................................................................................... 51
6.7 CAPTURING OUTCOMES AND DISSEMINATING THE RESULTS ......................................................................................... 51
SECTION 7: CURRENT MARKET PROVISION ............................................................................................................................ 53
7.1 CAFÉS AT HILLSBOROUGH CASTLE ..................................................................................................................................................... 53
7.2 CAFÉS IN HILLSBOROUGH VILLAGE AND SURROUNDING AREAS .............................................................................. 53
SECTION 8: OPTIONS APPRAISAL ..................................................................................................................................................... 58
8.1 OPTION ONE: DO NOTHING .................................................................................................................................................................... 59
8.2 OPTION TWO: SOCIAL ENTERPRISE MODEL ................................................................................................................................. 60
8.3 OPTION THREE: PRIVATE SECTOR MODEL ..................................................................................................................................... 61
SECTION 9: FUNDING AND IMPLEMENTATION .................................................................................................................... 62
SECTION 10: RISK ASSESSMENT ......................................................................................................................................................... 66
SECTION 11: PROPOSED CONCEPT OPTIONS ......................................................................................................................... 70
SECTION 12: CONCLUSION AND RECOMMENDATIONS ............................................................................................... 76
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 3
SECTION 1 EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
Lisburn & Castlereagh City Council (LCCC) commissioned this Scoping
Study to determine the need for and inform the development of a social
enterprise café in Hillsborough Forest Park. Hillsborough Forest Café
(HFC) is part of a wider £3.9m Hillsborough Forest Park development
plan that includes new footpaths, bridges, a digital sculpture trail and a
woodland-themed play area.
The concept for HFC was developed in partnership by LCCC, the Health
and Social Care Trust (HSCNI) and the Public Health Agency (PHA) to
address two key social themes:
1. Improving health and wellbeing by promoting physical activity; and
2. Providing employment and training for young people, aged 18 to 25
years, who are or have been in care.
VISION STATEMENT These themes provided the foundation for determining the vision and
mission of the café, along with the need to protect the surrounding
“A place that inspires healthy environment and provide a sustainable delivery model.
active living in harmony with the
Forest and transforms the lives HFC will operate on a social enterprise model that supports the transition
of young people.” of young people in care to positive destinations by providing training and
employment. It will be a family-friendly café offering value-for-money,
MISSION STATEMENT healthy food options and it will cater for dog walkers by providing dog
drinking fountains and a sheltered rest area.
“Provide an exceptional café
experience that promotes healthy A strategic context analysis revealed that HFC positively contributes to
active living and creates career- several government and departmental policies as it focusses on training
orientated opportunities for and employing young disadvantaged people, promoting physical activity
young people.” and addressing health inequalities. In particular, it supports the Health and
Social Care Trust Northern Ireland (HSCNI) ‘Transforming Your Care’ and
the Public Health Agency (PHA) remit.
A local survey revealed that 90% of respondents supported the idea of a
social enterprise café in Hillsborough Forest that would promote healthy
active living and provide training and employment opportunities for young
disadvantaged people.
Four potential sites for HFC have been identified in Hillsborough Forest
Park. The preferred option is location C, which is southeast of the lake and
approximately 20m from an existing road. The proposed building concept
has a café which is 45m2 and exhibition space of 19m2.
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 5
SECTION 2
INTRODUCTION
AND
BACKGROUND
INTRODUCTION AND BACKGROUND
2.1 INTRODUCTION AND REPORT STRUCTURE
Lisburn & Castlereagh City Council (LCCC) commissioned this Scoping Study to determine the need for, and
inform the development of, a social enterprise café in Hillsborough Forest Park. Table 2.1 outlines the structure
and content of the Scoping Study. The key outputs of the study include:
• Identification of HFC’s vision, mission, values and strategic objectives.
• An analysis of how the thematic objectives of LCCC / HSCNI and PHA could be met, particularly supporting
young people in care and by promoting physical activity and improving health and wellbeing.
• A needs assessment and a competitive analysis.
• Identification of the potential benefits and impact realisation and a potential evaluation framework.
• Measures required to adopt a robust, sustainable income model.
• Identification of potential risks and risk management strategies.
• Proposed concept options to include potential locations and concept drawings.
Table 2.1: Structure of the Scoping Study
Section and title Description
1 Executive summary A summary of the salient points detailed in the Scoping Study.
2 Introduction and background Provides the context to the project, highlighting its origins and background.
3 Vision and concept Introduces HFC’s vison, mission, values and objectives, describes the
concept and identifies target markets and target marketing strategies.
4 Strategic context An analysis of how HFC is aligned to the thematic objectives of LCCC,
HSCNI and PHA.
5 Assessment of need and A series of local socio-economic datasets are analysed to explore how HFC
demand could address socio-economic and educational inequalities, including those
experienced by young people living in care. The findings of the market survey
is included.
6 Benefits and impact A review of the potential and anticipated benefits and impacts of HFC set in
realisation the context of a recommendation for a monitoring and evaluation framework.
7 Competitive analysis An assessment of current and potential competition in the marketplace.
8 Options appraisal An appraisal of the potential options, to include do nothing, adopt a social
enterprise model and establish HFC as a private sector business.
9 Funding and A review of the funding requirement and identification of key steps for
implementation successful project implementation.
10 Risk assessment Identification of the main risks associated with setting up HFC.
11 Proposed concept options Presentation of the location options, site layout and proposed
building concept.
12 Conclusions and Key conclusions and recommendations are presented.
recommendations
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 7
INTRODUCTION AND BACKGROUND
2.2 BACKGROUND
Hillsborough Forest is set within the historic landscape of the Large Park. Located on the edge of
Hillsborough village, it offers 150 acres of mixed woodland and a lake. LCCC commissioned a Hillsborough
Tourism Masterplan in 2015 and associated Action Plan for developing the tourism product in the village
and surrounding areas. This followed the announcement of a plan by Historic Royal Palaces (HRP) to invest
£16m in the Hillsborough Castle and Grounds.
As part of the Hillsborough Tourism Master Plan, LCCC are proposing the development of Hillsborough Forest,
which is adjacent to Hillsborough Castle and village. This £3.9m project will be delivered in phases, with some
elements of Phase 1 to be completed in summer 2019. Examples of Phase 1 components are new footpaths,
bridges, a digital sculpture trail and a woodland-themed play area. Currently, Hillsborough Forest Park has an
estimated 226,000 visitors each year. However, because of HRP‘s investment, an additional 200,000 visitors
are anticipated annually. To complement these developments, additional facilities and amenities such as a
café will be required.
LCCC has agreed draft Concept Plans, after extensive consultations with the community, and stakeholders for
improving the forest facilities, activities and amenities. As part of this initial exercise, the potential to set up a
social enterprise café located within a 10 to 15-minute walk inside the forest was considered. It was envisaged
the location would increase ‘walk-time’ in the forest. The café would include toilets, baby changing facilities,
dog drinking facilities and a visitor information point.
The concept for HFC was developed by the partners / management team, comprising LCCC, HSCNI and
PHA, with a focus on addressing two key social themes:
• Improve the health and wellbeing of increasing numbers of people across Northern Ireland by supporting the
level of physical activity that the population undertakes through encouraging and facilitating usage of
Hillsborough Forest Park and café.
• Establish a sustainable social enterprise café that will provide a year of paid employment and training for
young people aged 18 to 25 who are/have been in care. Improving outcomes for looked-after children is a
priority in both the draft Programme for Government and the LCCC Community Plan. It is envisaged that
this project will assist these vulnerable young people to gain skills, experience and qualifications in a range
of areas including retail, catering, cooking, hospitality and tourism.
8 | HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 9
SECTION 3 VISION AND CONCEPT
VISION AND CONCEPT
3.1 OVERVIEW OF THE HILLSBOROUGH FOREST CAFÉ (HFC)
A Community Partners Management team, consisting of LCCC, HSCNI and PHA, developed the idea of HFC
with the aim of addressing two key social themes:
• Improve the health and wellbeing of increasing numbers of people across Northern Ireland by supporting the
level of physical activity that the population undertakes through encouraging and facilitating usage of
Hillsborough Forest Park and Café.
• Provide a year of paid employment and training for young people aged 18-25, who are/have been in care.
This Scoping Study presents four options for the location of HFC in Hillsborough Forest Park (see Section 11).
The preferred option is location C, which is south east of the lake and approximately 20m from an existing road.
The proposed building concept has a café, exhibition space, a floating deck that extends to a boardwalk on the
lake, a covered seating area and a small play area for children. The estimated cost of the capital works is £TBC.
In the first instance, it was envisaged that HFC would operate on a seasonal basis. However, given the need to
provide employment and training for young people, it may be more appropriate to operate on a year-round
basis. The most appropriate operational model will be developed as part of the business plan.
Figure 3.1: HFC location C site layout
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 11VISION AND CONCEPT 3.2 VISION, MISSION AND VALUES A principle outcome of the Scoping Study was to develop the vision, mission and values for HFC. The social themes provided the foundation for determining these, along with the need to protect the surrounding environment and provide a sustainable delivery model. VISION STATEMENT “A place that inspires healthy active living in harmony with the Forest and transforms the lives of young people.” MISSION STATEMENT “Provide an exceptional café experience that promotes healthy active living and creates career-orientated opportunities for young people.” VALUES Progression: Developing, improving and progressing will be at the heart of everything we do. Focus: We are committed to working towards our vision and mission and managing our resources well. Integrity: We do the right thing for our people, our Forest and the environment. Safety: We are firmly committed to ensuring the safety of our beneficiaries, staff, customers, visitors, dog walkers and their dogs, the Forest and its inhabitants. Diversity and inclusion: We pursue diversity and inclusion because we recognise that the best solutions require different backgrounds, new perspectives and open minds. Sustainability: We will strive to preserve and protect the environment and operate on a sustainable financial model. Heritage: We will preserve and protect our natural and built heritage for future generations. Quality: We are committed to pursuing operational, organisational and service delivery excellence. 3.3 AIMS AND OBJECTIVES This Scoping Study has identified five strategic aims which have been aligned to the key social themes and the vision and mission of HFC. Where possible, SMART objectives have been identified. However, it is envisaged that the objectives will be developed further at the business planning stage. PROMOTE HEALTHY LIVING AND WELLBEING A core aim of HFC is to promote healthy living, primarily by supporting physical activity. This aim is directly aligned to the first social theme. Research consistently suggests that public spaces, such as community cafés, 12 | HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ
VISION AND CONCEPT
have a positive impact upon people’s wellbeing.1 HFC aims to promote healthy living and wellbeing in the
following ways:
• Increase the levels of physical activity by Forest users by providing incentives to walk further into and stay
longer in the Forest.
• Provide access to a children’s play area, thereby encouraging physical activity such as climbing, running
and jumping.
• Encourage health and wellbeing through the provision of healthy food options and healthy eating programmes.
• Establish a programme of events which contribute to improved health and wellbeing of Forest visitors,
employees and volunteers.
• Reduce health inequalities amongst young people by teaching healthy cooking skills and healthy eating.
TRANSFORM THE LIVES OF DISADVANTAGED YOUNG PEOPLE
Improving outcomes for looked-after children is a priority in both the draft Programme for Government and
the LCCC Community Plan. HFC aims to transform the lives of young people in care in the following ways:
• Provide on an annual basis paid, career-orientated employment for three young people in care or who have
been in care.
• Support three young people annually to gain at least a Level 2 qualification.
• Generate in young people a sense of responsibility for and ownership of the actions they undertake and
develop their citizenship and involvement in their communities.
• Support young people to improve their health and wellbeing.
• Work with younger people, support their development needs and help them to raise their aspirations while
addressing social, health, educational and unemployment issues.
• Provide a structured programme of training and support in a wide range of roles and industries.
PROTECT THE FOREST AND THE ENVIRONMENT
A key priority of HFC is to operate in harmony with the Forest and protect its heritage. HFC aims to protect
the Forest in following ways:
• Always operate in a manner that protects the Forest and its habitats and species.
• Encourage Forest users and young people to become more connected with the natural built environment.
• Ensure recycling of food, plastics and other material.
• Help minimise impacts of climate change through awareness raising and education.
• Support LCCC to implement its litter campaigns and strategies.
• Support LCCC to address dog fouling.
1
Warner, J., Talbot, D. and Bennison, G. (2013) The cafe as affective community space: Reconceptualizing care and emotional labour in
everyday life. Critical Social Policy, 33(2), 305-234.
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 13VISION AND CONCEPT
ADOPT A SUSTAINABLE DELIVERY MODEL
HFC operates in a sector that is faced with a number of growing challenges, including a narrowing of funding
opportunities, Brexit, increasing competition in the marketplace and wider economic issues. Given this
reality, it is necessary to ensure that HFC adopts a financially sustainable delivery model to ensure long-
term sustainability in the future. HFC aims to adopt a sustainable delivery model in the following ways:
• Establish a sustainable social enterprise model that incorporates a broad and flexible income spectrum.
• Ensure that income model is based on sustainable income sources.
• Prepare financial budgets on a quarterly basis.
• Conduct a financial analysis on a quarterly basis that includes a breakeven analysis, sensitivity analysis and
a ratio analysis.
• Ensure that HFC is financed in such a way that its long-term financial health is secured.
• Account for and record its financial transactions in accordance with best practice as well as the requirements
of the regulatory framework.
• Continuously monitor financial risks and implement risk reduction and mitigation strategies immediately.
• Ensure that all resources are directed towards achievement of HFC social objectives whilst recognising the
need to be financially sustainable.
• Establish appropriate social clauses in the delivery model.
• Incorporate a reserves policy.
BE OPEN, TRANSPARENT, EFFECTIVE AND EFFICIENT IN ITS WORK
A key priority of HFC is to operate in a transparent, effective and efficient manner. This will be achieved in the
following ways:
• Adhere to relevant accounting and reporting requirements.
• Produce and publish an annual report every year.
• Promote collaboration / partnership working.
• Implement and monitor key performance indicators.
• Promote best practice in all aspects of the service delivery and operations.
3.4 THE BUILDING CONCEPT
LCCC commissioned AECOM to develop a concept plan for the development of the Hillsborough Forest Park,
which included HFC. Fig 3.2 presents an artist’s impression of the HFC building. The design takes into account
the need to ensure the building is designed in harmony with the Forest.
14 | HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉVISION AND CONCEPT
Fig 3.2: HFC building concept
The building will have two floors. The ground floor will have the café, which is 45m2, and the first floor will have
exhibition space of 19m2 and office and meeting space. The floating deck will extend to the boardwalk. There will
be a covered seating area, which can be used by dog walkers. A small children’s play area will be at the back of
the café. A larger, woodland-themed play area will be available in another part of the Forest. The total GIA
is 174m2, which includes the kitchen, offices, auxiliary, circulation and plant.
Fig 3.3: HFC building sections
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 15VISION AND CONCEPT 3.5 SERVICE PROVISION HFC’s market differentiation strategy will be training and employment for young disadvantaged people and health and wellbeing. TRAINING AND EMPLOYMENT HFC will provide career-focused training and employment opportunities for young people who are in care or about to leave care. Section 5.1.4 of this study revealed the number of children living in care for 12 months or longer in Lisburn and Castlereagh is currently 111, and it is estimated that the total annual cost to social services in this local government district is approximately £5.8 million. This figure could be slightly higher, depending on the number of young people living in residential care, which is costlier than fostering. HFC will provide a year of paid employment and training for young people aged 18-25, who are or have been in care. This could be delivered using an apprenticeship model. After the year is complete, HFC will support the young people to transition to positive destinations. It is envisaged that HFC will assist these vulnerable young people to gain skills, experience and qualifications in a range of areas, including retail, catering, cooking, hospitality and tourism and sales and marketing. It is anticipated that funding will be sought to support these placements, e.g. from HSCNI, PHA and the Department of the Economy. HEALTH AND WELLBEING HFC will have a focussed health and wellbeing agenda. A core objective is to improve the physical activity of people by encouraging them to walk further into and stay longer in the Forest. This will be achieved by providing toilets and baby changing facilities, a rest area and services for dog walkers, e.g. a drinking facility for dogs, food for dogs and dog waste bins. Physical activities such as walking clubs and nature trails will be encouraged and supported. HFC will offer value-for-money healthy food options and it will provide guidance on healthy eating. The exhibition space and meeting space could be used to host health and wellbeing events. HFC will also consider the needs of people with autism and dementia. 3.6 TARGET MARKETS Table 3.1 illustrates the target markets of HFC, their needs and wants and the targeting strategies that will be adopted. If a trainee is interested in hospitality and tourism or sales and marketing, they will be supported to get involved in the marketing activity. 16 | HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ
VISION AND CONCEPT
Table 3.1: Target market and targeting strategies
Target market & needs and wants Targeting strategies
Tourists • Include details in all relevant visitor websites and information sources linked
• Tourist information to Hillsborough, Hillsborough Forest and Hillsborough Castle, e.g.
• WiFi - Trip Advisor (Cafes/Restaurants in Hillsborough)
• Healthy food - Historic Royal Palaces https://www.hrp.org.uk/hillsborough-castle/visit/
- http://visitbelfast.com/things-to-do/member/hillsborough-forest
- http://www.outdoorni.com/local-outdoors/venues/hillsborough-forest/
- LCCC tourist information
- Northern Ireland Tourist Board (NITB) listings
• Leaflet distribution at visitor information points, e.g. visitor centres, hotels,
NITB locations
• Contact NI Tour Guides
• Work in partnership/collaboration with key stakeholders and groups such as
HRP, Hillsborough Old Guards and NITB
Families with young children • Hand out leaflets to families when they arrive at the park
• Facilities: toilets, nappy • Conduct a leaflet drop in the local area, e.g. cars in the car park, local houses
changing facility, breast- • Social media marketing
feeding area • Facebook competition
• Play/activities: play area, • Viral video launch featuring a family walking in the park
nature information, nature • Word of mouth
trails, paths • Promote amongst family-related groups and organisations, e.g. crèches,
playgroups, mother and toddler groups
Dog walkers • Hand out leaflets to dog walkers when they arrive at the park
• Water for dogs • Leave leaflets on cars
• Dog food and treats • Place posters near dog litter points, specifically targeting dog walkers
• Activity and play-related dog • Social media marketing
accessories, e.g. ball throwers • Social media video launch conducted in partnership with a dog related
and Frisbees organisation, e.g. Assistance Dogs NI
• Covered outside area to eat • Promote amongst dog-related groups and organisations, e.g. Assistance
• Rest areas Dogs NI, Guide Dogs for the Blind
• Dog litter provision
Retired • Hand out leaflets to retired people when they arrive at the park
• Combat loneliness • Promote amongst retired people’s groups and organisations, e.g. Age NI
• Rest zone and local church groups, e.g. St Malachy’s Church Bridge Group.
• Activities and events
Schools & youth groups • Direct contact with teachers and year heads
• Activities and events • Hold health and wellbeing open day for local schools
• Nature walks • Host a free forestry and environment education event
• School trips • Direct contact with youth groups such as Scouts
• Duke of Ed support service,
e.g. packed lunch
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 17SECTION 4 STRATEGIC CONTEXT
STRATEGIC CONTEXT
The aim of this strategic context analysis is to understand how the aims of HFC and those of key stakeholders
interact, under the wider scope of national and regional policy. The analysis is broken down into the following sections:
• Strategic context summary – an overview of the analysis
• Strategic context review – in-depth analysis of the policies and stakeholders
4.1 STRATEGIC CONTEXT SUMMARY
A thorough review of the relevant policies was conducted as part of the strategic context analysis. These policies,
which were chosen based on how they relate to the strategy and decision making of the Community Planning
Partners and the relevance to the project’s aims and outcomes, are as follows:
• Improve health and wellbeing of people across NI by encouraging and increasing levels of physical activity
• Provide training and employment opportunities for young people who have been in care
• Establish a sustainable social enterprise
• Support tourism provision - HRP investment in the Castle is expected to bring in many more tourists to the
Forest, and HFC will provide additional facilities and amenities for these visitors.
Unsurprisingly there is considerable support for improving health and wellbeing, especially in relation to improving
activity levels via walking in the Forest and providing healthy eating options at HFC. At the national level, one
of the draft outcomes of the Programme for Government (PfG) is that ‘We enjoy long, healthy, active lives’. At
the local level, a key supporting outcome in LCCC’s community plan reiterates this by stating that young people
should engage in more physical activity. The HSCNI Transforming Your Care (TYC) review focuses on preventing ill
health in the first place by promoting better decision making in relation to health. The Making Life Better 2013-
2023 strategic framework goes further and specifically states reducing the number of obese people in our society
as one of its key actions.
The aim of providing training, education and employment opportunities for young people leaving care is supported
across various policies. One of the draft PfG outcomes is to care for those in need, with specific focus on young
people leaving care as a key target for education and employment. The South Eastern Health and Social Care
Trust tracks the number of young people leaving care who are in education or employment and aims to provide
apprenticeships for a number of them. One of the key actions in Making Life Better is to provide support for young
people leaving care in relation to further and higher education. At the local level, one of the supporting outcomes
of LCCC’s Community Plan is that looked-after children experience positive transitions into adulthood.
There is broad support for the idea of establishing HFC as a sustainable social enterprise. In Making Life Better, one
of the key actions under the theme of ‘Thriving Communities’ is to support investment via social enterprises. An
objective of the Hillsborough Tourism Master Plan is to seek social enterprise investment that enhances the local
economy whilst preserving the environment. Furthermore, one of the actions in LCCC’s Community Plan is to
develop opportunities for new social enterprises based on green spaces and health for the benefit of young people.
The potential of HFC to add to the tourism provision in the Hillsborough area is also important and relates
to policy from the national to the local level. Nationally, the PfG draft outcomes focus on tourism spend by
external visitors and ‘creating a place where people want to visit’. LCCC’s Community Plan identifies growth
in tourism based on natural assets as a key supporting outcome. The HFC project fits very well into the
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 19STRATEGIC CONTEXT
Hillsborough Tourism Master Plan as it covers many of the recommendations for the forest, including
improved amenities, shelter, seating and children’s play areas.
The idea of the PHA, HSCNI and LCCC collaborating on this project has strong support across the policies.
One the TYC’s Principles for Change was integrated care, i.e. different bodies working together to provide
care. Moreover, one of the outcomes stated in Making Life Better is to maximise opportunities for collaboration
between the PHA and local authorities. LCCC’s Community Plan specifically states developing a ‘multi-agency
support system for 18-23 year olds who have left care’ as one of its actions.
There are some key issues that arose during the strategic analysis that are important to address. Firstly,
the policy review showed a strong trend towards tackling inequalities in health and social care, especially in
disadvantaged areas. This is evidenced both in the PfG draft outcome of ‘Having a more equal society’ and in
the focus in Making Life Better on empowering communities in disadvantaged areas. Hillsborough, of course,
is not a disadvantaged area, so there is an argument as to why this project is being supported in this area as
opposed to another, less affluent area. One counter to this is that this project could be used to trial the social
enterprise / multi-agency collaboration model in an area which can support and sustain the business long
enough to ensure that the necessary lessons are learned prior to replication in a disadvantaged area.
Secondly, there are some possible environmental issues that must be considered. Concerns were raised in the
LDP POP Public Consultation Report that increased tourism development in the Forest Park area should be
sensitive to the natural environment. The initial market research also highlighted strong concerns from park
users that any café development would damage the forest and look out of place.
In summary, there is strong support for the project across the board in terms of policy from the national,
higher-level strategy right down to the regional and local level. The project provides an interesting opportunity
for an innovative, multi-agency model that can provide sustainable support for care leavers and simultaneously
facilitate healthier living for locals and tourists alike. The aforementioned issues in relation to inequalities and
the environment will have to be handled sensitively if the project is to be successful long term.
4.2 STRATEGIC CONTEXT REVIEW
4.2.1 PROGRAMME FOR GOVERNMENT 2016-2021 DRAFT OUTCOMES
The highest-level policy strategy that relates to this project is the Programme for Government (PfG) 2016-2021
Draft Outcomes.2 These outcomes will help to guide regional and local policy and it is important to consider
how this project relates to these broad outcomes. Each outcome has key indicators that will be used to track
progress towards that outcome. The table below breaks down the key indicators for each relevant outcome and
how HFC fits within this framework.
2
NI Executive (2016). Programme for Government Consultation Document. pp.12-13
20 | HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉSTRATEGIC CONTEXT
Table 4.1: PfG Draft Outcomes and HFC strategic fit
PfG Draft Outcomes Indicator HFC strategic fit
1. We prosper through a Employment rate by The project will improve employment rates by
strong, balanced, regionally council area providing three jobs per annum.
competitive economy
Rate of innovation activity Working collaboratively is a core element of this
social innovation project.
2. We live and work % of journeys made by walking The project encourages walking.
sustainably - protecting the
environment
3. We have a more equal Employment rate of 16-64 Disadvantaged young people will have ring-fenced
society year olds by deprivation roles and they will be employed for at least one year.
quintile
The project prevents disadvantaged young
Economic inactivity rate people from being unemployed and receiving
unemployment benefits.
4. We enjoy, long, healthy % of people who are satisfied Young people leaving care will have better
active lives with health and social care opportunities as a result of engaging with a
programme supported by HSCNI and PHA.
% of population with GHQ12
scores ≥4 (signifying a possible Young people in care have a propensity to develop
mental health problem) mental health problems and this project will support
them to improve their health and wellbeing.
The project is designed to improve levels of physical
activity.
5. We are an innovative, Confidence (as measured by The roles for young people leaving care will increase
creative society where self-efficacy) their self-efficacy in relation to jobs and education.
people can fulfil their
potential % school leavers achieving at Young people will gain at least a Level 2 qualification.
least a Level 2 qualification or
above
6. We have more people Proportion of the workforce Young people will gain at least a Level 2 qualification
working in better jobs qualified to Level 1, 2, 3, 4 and and will be encouraged to progress to higher levels of
above qualification.
7. We have a safe community Prevalence rate of crime Young people leaving care can be vulnerable to being
where we can respect the law, drawn into crime, these opportunities will help to
and each other combat this issue.
8. We care for others and % of population with GHQ12 Young people in care have a propensity to develop
we help those in need scores ≥4 (signifying possible mental health problems and this project will support
mental health problem) them to improve their health and wellbeing.
9. We are a shared, Average life satisfaction of Some roles may be given to young people leaving
welcoming and confident people with disabilities care who have disabilities.
society that respects
diversity Confidence (as measured by Confidence building in disadvantaged young
self-efficacy) people is a key aim of the project.
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 21STRATEGIC CONTEXT
PfG Draft Outcomes Indicator HFC strategic fit
10. We have created a Total spend by external visitors HFC will provide an extra outlet for tourists to visit
place where people want to whilst in Hillsborough.
live and work, to visit and Nation brands
invest HFC is a core component of the Hillsborough
Tourism Plan to develop the Hillsborough Forest
Park to become a top tourist attraction in the area.
11. We connect people and Proportion of premises with Provision of WiFi in the Hillsborough Forest Park.
opportunities through our access to broadband services at
infrastructure speeds at or above 30Mbps Use of our natural heritage to create opportunities
for young disadvantage people.
12. We give our children and % of care leavers who were This project especially meets this indicator by
young people the best start in education, training or providing employment and training.
in life employment at age 19
This project serves young people leaving care and
Gap between % of non-FSME should improve their prospects to engage in further
school leavers and % of FSME education and achieve at least a Level 2 qualification.
school leavers achieving at
Level 2 or above including
English and Maths
% of school leavers achieving
at Level 2 or above including
English and Maths
4.2.2 TRANSFORMING YOUR CARE: A REVIEW OF HEALTH AND SOCIAL CARE
IN NORTHERN IRELAND 2011
One of the key policy documents relating to this project is Transforming Your Care: A Review of Health and Social
Care in Northern Ireland 2011 (TYC). This document and follow-on policy documents such as Transforming Your
Care - Vision to Action 2013 lead the way for change within the HSCNI. It is important to consider how this
project relates to the planned changes. Broadly speaking, the TYC review proposed four key aims for a reshaped
model of care.3 The table below outlines those aims and how they relate to the project.
Table 4.2: TYC Care and HFC strategic fit
TYC Care HFC strategic fit
Promoting good health decisions HFC will have a range of healthy eating options, including low-calorie options and
approximate macro-nutrient content. Other proposed complementary activities
at HFC include walking and running groups which will which will encourage people
in the area to exercise.
3
HSCB (2013). Transforming Your Care - Vision to Action. p.3.
22 | HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉSTRATEGIC CONTEXT
TYC Care Aim HFC strategic fit
HFC will be a facilitator for exercise and increased activity, e.g. increased walk
Preventing ill health in the first
place time in the Forest. Good nutrition plays a vital role in preventing disease and ill
health, and the food options at HFC will support this.
Achieving better outcomes when Some of the proposed activities such as exercise classes and healthy eating classes
ill health does occur could be beneficial in rehabilitation and recovery from ill health.
Enabling people to live healthily Many of the people that use the park are older members of the community. One
and independently for as long as of the key findings from the market research is that having toilet facilities at that
possible side of the forest would encourage them to walk further and spend more time in
the park.
The TYC review proposed a new model of care, based on 12 major guiding principles for change.4 The project could
align with a number of these principles. The table below shows how each principle could be met through this project.
Table 4.3: TYC Principles for Change and HFC strategic fit
TYC Principle for Change HFC strategic fit
A focus on prevention and Prevention: Because HFC will be located within the Forest, people will have to
tackling inequalities walk in order to use it. Alongside the proposed healthy eating options, this will
help make them healthier and could prevent health issues from lack of exercise
and a poor diet.
Inequalities: HFC will provide training and employment opportunities for people
who have been in care, who may not get those opportunities elsewhere. Moreover,
those coming from care tend to be from low-income areas that have poorer health
outcomes generally; learning about nutrition whilst working at HFC could help
tackle this inequality.
Integrated Care - working Integrated Care: HFC will provide an opportunity for the LCCC, HSCNI and
together the PHA to work together, and to promote better outcomes for looked-after
children.
Promoting independence and Independence: HFC will provide opportunities for people leaving care to gain
personalisation of care experience and knowledge, providing a stepping stone to becoming completely
self-sufficient.
Safeguarding the most Safeguarding: By ring fencing roles for young people leaving care, HFC can
vulnerable support this principle for change.
Ensuring sustainability of service Sustainability: The social enterprise model can provide a self-sustaining service
provision option that also enhances the local economy.
Realising value for money Value: The social enterprise model can provide an excellent ROI for public funds
as it becomes self-sustaining over time.
Incentivising innovation at the Innovation: HFC could serve as a model for other areas and sectors in the country,
local level providing employment and care provision in an innovative, community partners-
based social enterprise.
4
HSCB (2011). Transforming Your Care. pp.37-38.
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 23STRATEGIC CONTEXT
4.2.3 TRANSFORMING YOUR CARE – STRATEGIC IMPLEMENTATION PLAN 2013
The policy document, Transforming Your Care – Strategic Implementation Plan 2013,’ outlines the specific next
steps for implementing the changes outlined in the TYC review. Some of the key points in that document that
relate to this project are included in the table below.
Table 4.4: TYC Strategic Implementation Plan and HFC strategic fit
TYC Strategic Implementation Plan HFC strategic fit
Transitional Funding: Funding will be focused on areas of This project fits within the remit of transitional funding
change and integrated care partnerships.5 as it offers a collaborative sustainable approach to
supporting young people in care and improving health
and wellbeing.
Spreading Innovation: A key aim is to manage and This project is highly innovative with regard to the social
support the spread of innovation in the sector.6 enterprise / community partners combination.
Apprenticeships: A key outcome for the South Eastern This café could provide both types of apprenticeship in a
area specifically is to provide 12 paid and 12 unpaid sustainable format.
apprenticeships for young people leaving care.7
4.2.4 SOUTH EASTERN HSC POLICIES AND STRATEGIES
As Hillsborough falls under the remit of the South Eastern Health and Social Care Trust, it is useful to look at
their publications and policies to see what specific strategies and targets are in place in relation to the proposed
project. The table below highlights some key findings.
Table 4.5: South Eastern HSC Policies and Strategies and HFC strategic fit
South Eastern HSC Policies and Strategies HFC strategic fit
Care Leavers Targets: In its 2017 annual report, the The proposed café would help to meet and even exceed
Trust states that it is meeting its target of at least 75% the baseline of 75%.
of young people leaving care being in employment,
education or training.8
Vision, Purpose, Values: The Trust states a number of The proposed café could meet both of these focus
focus points, including delivering value for money and points, providing value via a social enterprise and
working in partnership.9) working in partnership with LCCC and possibly a
private enterprise.
Key Themes: The Trust states a number of key themes, The proposed project clearly promotes health and
including the promotion of health and wellbeing. wellbeing by facilitating longer walks and healthy eating.
5
HSCB (2013). Transforming Your Care – Strategic Implementation Plan. p.25
6
HSCB (2013). Transforming Your Care – Strategic Implementation Plan. p.30
7
HSCB (2013). Transforming Your Care – Strategic Implementation Plan. p.71
8
SEHSC (2017). Annual Reports and Accounts. p.25
9
Setrust.hscni.net. (2017). Our Vision, Purpose and Values. [online] Available at: http://www.setrust.hscni.net/about/2082.htm
[Accessed 12 Oct. 2018]
24 | HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉSTRATEGIC CONTEXT
4.2.5 MAKING LIFE BETTER 2013 - 2023
Another key strategy document is Making Life Better 2013 – 2023. This lays out a 10-year public health
framework for Northern Ireland with the following key aim: ‘Achieve better health and wellbeing for everyone
and reduce inequalities in health.’ 10 The framework is based around six key themes, along with key long-term
outcomes and supporting actions / commitments for each theme. The table below explores how the proposed
project relates to this framework.
Table 4.6: Making Life Better key themes and HFC strategic fit
Making Life Long term Associated Action HFC strategic fit
Better - Key Theme outcomes
1. Giving every child Outcome 3: Action C: provide young people with Training and skills development
the best start in life children and young access to a broad and balanced range of is key outcome of this project.
people are skilled courses, including Essential Skills, that The aim is to progress young
for life have coherent pathways to HE, FE, disadvantaged people to
training or employment, and that meet positive destinations including
the needs of the local economy. HE, FE and employment.
2. Equipped Outcome 4: Action G: maintain appropriate The project would clearly meet
Throughout Life children and young support for young people in and this outcome and action.
people are ready for leaving care in relation to higher and
adult life further education.
3. Empowering Outcome 7: Action A: develop and implement The project will increase walk
Healthy Living Improved health and strategies, action plans and targeted time in the Forest and provide
reduction in harm programmes to reduce the number of healthy eating options for
people who are overweight or obese. customers.
4. Creating the Outcome 12: Action B: enhance the capacity of The project would increase
Conditions making the most our physical infrastructure to protect, walk time in the Forest and
of the physical support and provide access to healthy increase activity through the
environment and active living and wellbeing through proposed play park.
ensuring easier access to and sustainable
use of publicly owned land, including
forests, for sport and physical recreation.
5. Empowering Outcome 14: Action D: promote healthy and This project fits the social
Communities thriving thriving communities at the local enterprise element; however,
communities level, with a particular focus on Hillsborough is not a
disadvantaged areas, through disadvantaged area. The project
supporting investment in social could be justified as testing
enterprise growth to increase the the social enterprise and
sustainability of social enterprises collaborative working model
and the broader community sector. before attempting to implement
it in a disadvantaged area.
6. Developing Outcome 18: Action A: maximise opportunities to This project provides a good
Collaboration strengthened strengthen local collaboration through opportunity for the PHA,
collaboration for the joint working arrangements HSC and LCCC to work
health and wellbeing between PHA and local government. together.
10
PHA (2014). Making Lives Better. p.36.
HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉ | 25STRATEGIC CONTEXT
4.2.6 TOURISM
The health and care strategic context is related to and supported by the tourism strategic context. This section
will focus on understanding how the proposed project fits into the national, regional and local tourism policy. The
most relevant document in relation to the proposed project is the Hillsborough Tourism Master Plan 2015. This
document was commissioned by LCCC, with the aim of taking advantage of the £16m investment by Historic
Royal Palaces (HRP) in Hillsborough Castle and Grounds. This investment is expected is increase yearly visitors
to the Castle and Grounds from 8,000 in 2014 to 200,000 in 2019/2020.11 It is expected that 10% of these
visitors may also visit areas outside of the Castle. This document outlines the plans in place to deal with this
expected increase in tourism. The Master Plan lays out a set of clear objectives to guide the development of
tourism in Hillsborough.12 The table below outlines how the proposed cafe relates to those objectives.
Table 4.7: Hillsborough Tourism Master Plan objectives and HFC strategic fit
Hillsborough Tourism Master Plan Objectives HFC strategic fit
To nurture and creatively present Hillsborough’s landscape HFC will be designed to fit into the forest environment
with minimal intrusion. This was of particular importance
to older people in our market research findings.
Seek public, social enterprise and private sector investments HFC will adopt a sustainable income model that will
that enhance the local economy while conserving the incorporate investment.
environment and enriching the life of the community
To work in partnership with the forestry service HFC will embrace a collaborative working model that will
include the Forestry Service.
The master plan specifically makes recommendations for the forest park area in section 7.5.1.13 The table below
outlines how the proposed project could match some of those recommendations.
Table 4.8: Hillsborough Tourism Master Plan Forest Park and HFC strategic fit
Hillsborough Tourism HFC strategic fit
Master Plan Forest Park
Improved amenities e.g. The project could easily provide much needed amenities such as toilets at that side of
toilets the forest. Other features such as baby changing and breast-feeding facilities and a
dog-friendly area have been mentioned during market research with Forest Park users.
Improved way marking The project could provide a hub for information on that side of the Forest, including
and information maps and guides to the local plants and animals.
Shelter and Seating The project will provide shelter and seating. Market research indicates that this is
particularly important for older users and parents with young children and infants.
Children’s play area The project could easily provide a small play area for children alongside HFC using
the natural material available.
11
TTC International (2015). Hillsborough Tourism Master Plan. p.4
12
TTC International (2015). Hillsborough Tourism Master Plan. pp.38-39
13
TTC International (2015). Hillsborough Tourism Master Plan. p. 50
26 | HILLSBOROUGH FOREST - SOCIAL ENTERPRISE CAFÉSTRATEGIC CONTEXT
4.2.7 LCCC LOCAL DEVELOPMENT PLAN (LDP) AND LCCC COMMUNITY PLAN
The next key documents in relation to the strategic context of the project are:
• LCCC Local Development Plan (LDP)
• LCCC Community Plan
Local Development Plan (LDP)
The LDP has yet to be completed, however the Preferred Options Paper (POP) and the subsequent LDP
POP Public Consultation Report 14 did mention tourism in Hillsborough in some detail, and therefore are useful
to consider. The table below outlines some of their key findings and how they play into the wider strategic
context of this project.
Table 4.9: LDP POP Public Consultation Report and HFC strategic fit
LDP POP Public Consultation Report Finding HFC strategic fit
Majority of respondents supported decision to promote This seems to show support for increased tourism and
Hillsborough Castle, but the top comments were about promotion of additional tourist attractions in the area
promoting the wider tourism in the area. such as the Forest Park. HFC would be a key addition
to the Forest Park.
DfC Historic Environment Division highlighted the role that The project will have to have a clear focus on being
the wider area of Hillsborough plays in supporting the Castle. sensitive to the local area, especially the wild life in
Any tourism should be sensitive to this heritage area. the park. This echoes comments from the park users
surveyed.
One representative pointed out that the Forest Park is an This comment was made in relation to
historic park, garden & demesne and a Local Landscape accommodation and a touring caravan site; however,
Policy Area (LLPA). As such, it would be difficult to obtain it further underlines the need to be sensitive to the
any planning permission for accommodation if it affected environment in planning this project.
the environment adversely.
The Royal Society for the protection of Birds (RSPB) Again, this underlines the challenge involved in putting
emphasised that any tourism development in the area this project directly in the middle of the Forest Park
should be sensitive to the biodiversity in the area. It was whilst respecting the wildlife in and around it.
advised that the LDP should steer tourism development
away from sensitive areas.
14
LCCC (2017). LDP POP Public Consultation Report. pp.74-76
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