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[COMMITTEE]Cobtree Manor Estate Charity Committee

[Meeting date here]20 January 2020

 

Report title hereCobtree Manor Estate Update Report

 

Final Decision-Maker

[COMMITTEE]Cobtree Manor Estate Charity Committee

Lead Head of Service

If you are a manager/officer, please fill in you Head of Service’s name. If you are a Head of Service, please fill in your Director’s nameJohn Foster – Head of Regeneration and Economic Development

Lead Officer and Report Author

Fill in the lead officer and anyone who assisted with writing the report.Mike Evans – Leisure Manager

Classification

Public/Private

 

Please note: If you are intending to take a confidential item to CLT you will need this to be authorised by the proper officer as outlined in the constitution. The proper officer for this function is the Head of Policy, Communications and Governance, and the Chief Executive is a backup in case the Head of Policy, Communications and Governance is not available.

 

Wards affected

If your report affects the whole borough you can write ‘all’ in this box.

 

If your report affects some wards more than others, or if your report only affects particular wards, please specify which wards it affects.

 

REMEMBER TO CONSULT WITH WARD MEMBERS BEFORE THE AGENDA IS PUBLISHED, IF ANY WARDS ARE AFFECTED MORE THAN OTHERSBoxley

 

 

Executive Summary

 

Provide a short, one paragraph summary of the report. This section is best filled out once you have written your report.An update report on the estate’s day-to-day work and the work and achievements of the different sites that make up the estate.

 

Purpose of Report

 

To update the Committee on the work of the estate since the last meeting, which was in November 2019.

[Decision/Discussion/Noting]

 

 

This report makes the following recommendations to this Committee:

1.         

1.   That the contents of the update are noted

 

 

 

Timetable

Meeting

Date

Committee (please state)Cobtree Manor Estate Charity Committee

20 January 2020

Council (delete as appropriate)

 



Report title hereCobtree Manor Estate Update Report

 

1.       CROSS-CUTTING ISSUES AND IMPLICATIONS

 

Delete text below once read: Report authors must consider the implications of the recommendations in the report for each of these issues. Where no implications have been identified, this should be stated. It is the report author’s responsibility to ensure that the draft report is read and signed off by relevant officers prior to being considered by management or members. Relevant officers need to be given adequate time to do this. The relevant officers are:

·            The legal team (for all reports which will go before members).

·            The section 151 officer or deputy (for all reports with any financial implications, including those which recommend any expenditure or propose any savings).

·            Other officers as listed in the sign-off column (for all reports where any significant implications have been identified under that issue).

·            Equalities Reviewers

·            Finance Reviewers

·            Health Reviewers

·            Part II Reviewers (only add to the circulation list if your report will be in Part II (Exempt) or you have an Exempt Appendix)

You should fill in your assessment of the implications in the box, and circulate this for review by the appropriate officers. Reviewers may add to this comment or replace it with another. However Reviewers must put their name in the sign off box once they have checked the comment.

 

It is important to ensure this area is filled in, as many of these areas form areas that decision makers are legally required to consider before making a decision. Demonstrating that they have been considered through filling in this section helps to ensure our decision making is legally robust.

 

To help report authors fill out the boxes, some suggested wording is provided below for each of the sections. You do not have to use this wording but it will give you an idea of what is expected.

 

If your wording takes up more than a short paragraph in the box, then you should cover it in the main body of your report and then refer to these paragraphs in the cross cutting issues boxes.

 

 

 

Issue

Implications

Sign-off

Impact on Corporate Priorities

The work of the charity links directly to its charitable objectives and the corporate priorities for the council.

The four Strategic Plan objectives are:

 

Embracing Growth and Enabling Infrastructure

Safe, Clean and Green

Homes and Communities

A Thriving Place

 

We do not expect the recommendations will by themselves materially affect achievement of corporate priorities.  However, they will support the Council’s overall achievement of its aims as set out in section 3 [preferred alternative].

Accepting the recommendations may materially harm the Council’s ability to achieve [corporate priority].  We set out the reasons we think, nevertheless, the proposed action remains the best approach within section 3 [preferred alternative].

Accepting the recommendations will materially improve the Council’s ability to achieve [corporate priority].  We set out the reasons other choices will be less effective in section 2 [available alternatives].

Mike Evans - [Head of Service or Manager]Leisure Manager

Cross Cutting Objectives

The work of the charity links directly to its charitable objectives and the cross cutting objectives of the council.The four cross-cutting objectives are:

 

·            Heritage is Respected

·            Health Inequalities are Addressed and Reduced

·            Deprivation and Social Mobility is Improved

·            Biodiversity and Environmental Sustainability is respected

 

The report recommendation(s) supports the achievement(s) of the xx xx cross cutting objectives by [XX] .

 

The report recommendation(s) impairs the achievement of the cross cutting objectives by [XX]

 

Mike Evans - Leisure[Head of Service or Manager]

Risk Management

Already covered in the risk section – if your risk section is more than just a paragraph in this box then you can state ‘refer to paragraph … of the report’There are no risk management implications in this report. 

 

 

[Head of Service or ManagerMike Evans – Leisure Manager]

Financial

Financial implications from this update are managed day-to-day in line with council procedures and policies. The proposals set out in the recommendation are all within already approved budgetary headings and so need no new funding for implementation.

Accepting the recommendations will demand new spending of £x.  We plan to fund that spending as set out in section 3 [preferred alternative].

We expect accepting the recommendations will result in net extra income of £x.  This income is above/within amounts already accounted within the Council’s financial planning.

 

[Section 151 Officer & Finance Team]Paul Holland – Senior Finance Manager

Staffing

Staffing implications are managed day-to-day in line with council procedures and policies.We will deliver the recommendations with our current staffing.

There will be Staffing implications and these are set out in section 3

We will need access to extra expertise to deliver the recommendations, as set out in section 3 [preferred alternative].

Accepting the recommendations will lead to a need for savings that may put staff at risk of redundancy.  We will bring forward specific proposals soon.

 

[Head of Service]John Foster – Head of Regeneration & Economic Development

Legal

Under the Council’s Constitution the Committee as Corporate Trustee is responsible for all matters relating to the Charity with the exception of daily management which will be undertaken by the Director of Finance and Business Improvement. There are no specific legal implications at present as this report is presented for noting only. Legal implications are managed day-to-day in line with council procedures and policies.Accepting the recommendations will fulfil the Council’s duties under [act].  Failure to accept the recommendations without agreeing suitable alternatives may place the Council in breach of [act].

Acting on the recommendations is within the Council’s powers as set out at [x].

 

[Legal Team]

Privacy and Data Protection

There are no new implications as a result of this update report and recommendation. Privacy and data protection implications are managed day-to-day in line with council procedures and policies.Accepting the recommendations will increase the volume of data held by the Council.  We will hold that data in line with our retention schedules.

We recognise the recommendations will impact what personal information the Council processes and so have completed a separate data privacy impact assessment [at reference].

 

Equalities and Corporate Policy Officer[Policy and Information Team]

Equalities

No impact identified as a result of as a result of this update report and recommendation. Equalities implications are managed day-to-day in line with council procedures and policies.We recognise the recommendations may have varying impacts on different communities within Maidstone.  Therefore we have completed a separate equalities impact assessment [at reference].

The recommendations do not propose a change in service therefore will not require an equalities impact assessment

[Policy & Information Manager]Equalities and Corporate Policy Officer

Public Health

 

 

The Cobtree Estate works towards improving the health of residents through its day-to-day operationsWe recognise that the recommendations will have a positive impact on population health or that of individuals.

We recognise that the recommendations will not negatively impact on population health or that of individuals.

We recognise the recommendations may have varying impacts on the health of the population or individuals within Maidstone. Therefore we have completed a separate health impact assessment.

In accepting the recommendations the Council would be fulfilling the requirements of the Health Inequalities Plan

[Public Health Officer]

Crime and Disorder

The recommendation will have a negative impact on Crime and Disorder. The Community Protection Team have been consulted and mitigation has been proposedCrime and disorder implications are managed day-to-day in line with council procedures and policies

[Head of Service or Manager]Leisure Manager

Procurement

·            On accepting the recommendations, the Council will then follow procurement exercises for [listed parts of the action].  We will complete those exercises in line with financial procedure rules.

The actions need procurement that for [reasons] we cannot complete in line with financial procedure rules.  So we will seek a waiverProcurement implications are managed day-to-day in line with council procedures and policies through [procedures]

 

[Head of ServiceJohn Foster – Head of Regeneration and Economic Development & Section 151 Officer]

 

 

 

 

 

 

 

2.      INTRODUCTION AND BACKGROUND

 

2.1     [Introduce and establish the context for the report, outline the background issues, and explain what has changed to necessitate the action recommended in the report]. This report covers the period from November 2019 to January 2020.

 

Cobtree Manor Park

 

2.2     Maintenance of the park over this period covers winter works.  Further tree works have been completed, lifting some of the crowns and removing dead limbs.  Shrubbery works have continued and grass maintenance work was carried out on the top meadow area in the arboretum.

 

2.3     External interviews for a new Cobtree Manager did not lead to an appointment.  Further discussions with some suitable internal candidates and an internal application process have identified a candidate who will begin in the role of Cobtree Manager in due course.

 

Park Management Plan and Green Flag

  

2.4     The park management plan for 2014-2019 expired recently.  The Leisure Manager has begun the process of a new plan being written, which will set out the park’s ambitions for the next five to ten-year period.

 

2.5     The Green Flag submission for the park must be made by 31 January 2020. Leisure Manager has agreed with the Green Flag assessors that the submission can be made by 29 February 2020, when it is hoped the new park manager will be in post, and the management plan can then be submitted for judging at a later date.

 

Visitor Numbers

 

2.6     Analysis of the car park income for the year to date gives a figure of 48,047 paid vehicle visits to the end of December 2019.  This compares to 55,051 paid vehicle visits up to the end of December 2018, which included the hot summer of 2018.

 

Cobtree Manor Park Golf Course

 

2.7     MyTime Active will be submitting their planning application for the golf course works imminently.  They had a successful Christmas period with events and parties.  The course was closed for a few days because of heavy rainfall in December.  The visitor numbers and usage is as expected for this time of year.

 

Kent Life Farm Attraction

 

2.8     Kent Life won the silver award in the best large attraction category at the Visit Kent awards.  They also won Silver in Tourism South East’s Awards for Excellence for the best Tourism/Festival Experience for Christmas at Kent Life 2018. Christmas 2019 was very successful with sell-out grotto experiences a highlight.

 

2.9     The timber treatment works on the play barn, as agreed by Committee at the 7 November 2018 meeting, are being completed between 6 January and 24 January 2020. 

 

Forstal Field

 

2.10 Work to progress the lease to the Cobtree Young Farmers is progressing with the legal department.

 

2.11 Conversations with the OCND funding team and Natural England about creating a pond on the Forstal Field for the re-homing of endangered species displaced by housing development in the area have progressed.  This proposal will require Committee approval and a report on the matter will be brought to this Committee in due course.

 

Cobtree Railway

 

2.12 The Leisure Manager has been pursuing the Kent Life operator’s involvement in the project before a report on the feasibility work is put forward to Committee.  Planning Solutions would be interested in taking operation of the railway but would not be able to invest in its creation.  Further discussions over the annual fee for that operation are needed. 

   

 

 

3.   AVAILABLE OPTIONS

 

3.1     [Outline the options available for responding to the situation described in Section 1. Wherever possible this should include at least three options, one of which should be the ‘do nothing’ option. For each of these options, provide a brief analysis of advantages and disadvantages, together with a summary of why each option except that described in more detail in the next section is not recommended. Where there are no alternative options to the one discussed in the next section, for example because the report is essentially for information rather than decision, this section should be deleted]. Committee can note the information contained in this report

 

3.2     Committee can choose not to note the information in this report, however the committee has requested regular updates on the operations of the estate.

 

 

 

 

4.        PREFERRED OPTION AND REASONS FOR RECOMMENDATIONS

 

4.1     [Describe the option being recommended in detail, clarifying what will be involved and what outcomes are expected. This section should also explain why this is the best of the options considered in the previous section]. It is recommended that the information in this report is noted.

 

Un-numbered subheadings

 

[This section can be broken up by using un‑numbered subheadings].

 

 

 

 

5.       RISK

5.1     Assess if within the council’s risk appetite and any mitigating actions proposed if needed.
This report is presented for information only and has no risk management implications.

 

3.1        The purpose of the risk section of the report is to understand the risks to the council of the options that members are considering, including the risk of not taking action, and assess them against the council’s risk appetite. For more detailed guidance on how to do this see the council’s ‘Risk Appetite Statement’ and seek guidance from the Mid Kent Audit Team. The flow chart below can be used to fill in the ‘Risk Management’ section on the cross cutting implications section of the report template (PLEASE DELETE ONCE REPORT WRITTEN):



 

 

 

Standard Text A

 

Option 1 (report purely for information): This report is presented for information only and has no risk management implications.

Option 2 (update report on previous or forthcoming decision): Risks related to this matter [were/will be] detailed in the [report] [dated]. Since that report the risks identified [have not significantly changed/have changed as detailed at [paragraph]].

 

Standard Text B

 

The risks associated with this proposal, including the risks if the Council does not act as recommended, have been considered in line with the Council’s Risk Management Framework. [That consideration is shown in this report at [paragraph]].  We are satisfied that the risks associated are within the Council’s risk appetite and will be managed as per the Policy.

 

Standard Text C

 

The risks associated with this proposal, including the risks if the Council does not act as recommended, have been considered in line with the Council’s Risk Management Framework.  That consideration is shown in this report at [paragraph] and identifies some risks assessed rated as “RED” or “BLACK” [provide further information if needed].  However, we are satisfied that the further responses to those risks shown at [paragraph] are sufficient to bring their impact and likelihood within acceptable levels.  We will continue to monitor these risks as per the Policy.

 

Standard Text D

 

The risks associated with this proposal, including the risks if the Council does not act as recommended, have been considered in line with the Council’s Risk Management Framework.  That consideration is shown in this report at [paragraph] and identifies some risks assessed rated as “RED” or “BLACK” [provide further information if needed].  The report details mitigation strategies for those risks at [paragraph] but they remain assessed as “High” or “Critical”.  However, we believe the opportunities outweigh the risks [because…].

 

 

 

6.       CONSULTATION RESULTS AND PREVIOUS COMMITTEE FEEDBACK

 

3.1             [Summarise any consultation which has been undertaken or which is planned to inform the development of the proposal described in the previous section. Detailed consultation results should be provided in an appendix where relevant. This section can also be used to summarise viewpoints expressed in committees as the report goes through the sign-off process, where these have not been accommodated through changes to the report].

 

6.1     No consultation has taken place since the last report.

 

 

 

7.       NEXT STEPS: COMMUNICATION AND IMPLEMENTATION OF THE DECISION

 

3.1             [Provide a brief summary of the action which will need to be taken once the recommendations have been agreed to put them into effect, including how they will be communicated. Where the report is for information only, this section may be deleted].Any comments from the Committee will be passed on to the relevant parties.

3.1              

7.1          

 

 

 

8.        REPORT APPENDICES

 

[The following documents are to be published with this report and form part of the report:

·         Appendix 1: [Title]None

·            Appendix 2: [Title]

 

 

9.        BACKGROUND PAPERS

 

·         None

Delete text in italics once read: Background papers to a report are any documents which are relevant to the report and which in the opinion of the report author disclose any facts or matters on which the report is based and which were relied on in preparing the report. By law, all background papers must be published with agendas on council websites. Report authors need to be mindful of this when including such background papers, and where information is used to inform the recommendations in a report, it is better to refer to or cite this information directly within the report. Nonetheless, if there are background papers which were specifically required to produce the report, such as regulatory reports, national research or any other published information, this requirement can be met by including weblinks to the papers here.