Cobtree Manor Estate Charity Committee |
26th January 2017 |
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Is the final decision on the recommendations in this report to be made at this meeting? |
Yes |
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Cobtree Manor Park Visitor Centre/Café Update |
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Final Decision-Maker |
Cobtree Manor Estate Charity Committee |
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Lead Head of Service |
Head of Regeneration and Economic Development |
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Lead Officer and Report Author |
Jason Taylor – Parks and Leisure Manager |
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Classification |
Public |
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Wards affected |
Boxley |
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This report makes the following recommendations to this Committee: |
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1. The Committee is asked to note the contents of Visitor Centre/Café Update. |
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This report relates to the following corporate priorities: |
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· Keeping Maidstone Borough an attractive place for all - · Ensuring that there are good leisure and culture facilities |
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Timetable |
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Meeting |
Date |
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Cobtree Manor Estate Charity Committee |
26th January 2017 |
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Cobtree Manor Park Visitor Centre/Café Update |
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1. PURPOSE OF REPORT AND EXECUTIVE SUMMARY
1.1
The information in the report is to update the committee on
the performance of the Cobtree Manor Park Visitor Centre as agreed at the
Committees 3rd August 2016 meeting.
1.2
Within this report is a table which shows the financial
performance of the Visitor Centre/ Café since it opened in August 2015.
1.3
Appendix 1 gives an update of the Cobtree Manor Park Café
Business Review which initially took place in July 2016. It details the
perceived problems at the time and the remedial action taken.
2. INTRODUCTION AND BACKGROUND
2.1
The
Cobtree Manor Visitor Centre/ Café opened in August 2015, and has been
operational for 18 months.
2.2
The
financial performance of the café and visitor centre is included in the report
on the Cobtree Manor Estate Financial Position elsewhere on this agenda. The
table below is taken from that report shows the full year budget net
expenditure for the café/visitor centre of £72,940, but the forecast outturn is
now predicting a net expenditure of £94,670, which is £21,370 greater than the
budget.
2.3
Below
is a breakdown of the month on month café/ visitor centre costs and income from
when the facility opened to the current time
2.4
Observations
from this table are:
2.5
There
is now less reliance on employment agency staff, which has resulted in a
reduction in total staffing costs. Agency staff are now only used as a last
resort to cover staff sickness.
2.6
Sales
(income) has continually increased. Particularly when compared to the same
months in 2015.
2.7
Service
costs include utilities, waste disposal, cleaning, building maintenance, IT and
equipment servicing. These are costs of running the whole visitor centre
building not just the café.
2.8
The
café is now attracting customers who only come to the park to eat. This not
only results in café income but also increases car parking income.
2.9
Currently
we are looking at ways to improve the speed that customers are served at busy
times, by increasing the counter space to allow for self-service and a second
till. It is hoped that this will include an outdoor serving hatch to reduce queuing
inside the building.
2.10
Enclosed
as Appendix 1 is the update of the Cobtree Café Business Review previously
brought to this Committee for information.
3. AVAILABLE OPTIONS
3.1 The committee could choose not to note the information contained in this report and Appendix 1, and do nothing, however the committee has requested regular updates on the Visitor Centre/ Café performance.
4. PREFERRED OPTION AND REASONS FOR RECOMMENDATIONS
4.1 It is recommended that the information in this report and Appendix 1 regarding the performance of the Café/ Visitor Centre is noted.
5. CONSULTATION RESULTS AND PREVIOUS COMMITTEE FEEDBACK
5.1
The committee has previously resolved to receive regular updates
on performance of the Café/ Visitor Centre.
6. NEXT STEPS: COMMUNICATION AND IMPLEMENTATION OF THE DECISION
6.1 Any comments from the Committee will be passed on to the relevant parties.
7. CROSS-CUTTING ISSUES AND IMPLICATIONS
Issue |
Implications |
Sign-off |
Impact on Corporate Priorities |
The work of the charity links directly to its charitable objects and the corporate priorities of the Council. |
Head of Regeneration and Economic Development |
Risk Management |
Risks to running the estate are dealt with in the annual Estate Risk Management Report. |
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Financial |
Financial risks are considered in the ongoing finance updates. |
Cobtree Finance Officer |
Staffing |
No implications. |
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Legal |
No implications. |
Deputy Head of the Legal Partnership |
Equality Impact Needs Assessment |
No implications. |
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Environmental/Sustainable Development |
No implications. |
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Community Safety |
No implications. |
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Human Rights Act |
No implications. |
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Procurement |
No implications. |
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Asset Management |
No implications. |
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8. REPORT APPENDICES
The following documents are to be published with this report and form part of the report:
· Appendix 1: Cobtree Manor Park Update Report January 2017
9. BACKGROUND PAPERS
None