To review the annual Business Plan for Torre Abbey together with details of performance against the previous plan and make recommendations to the Cabinet.

The Leader of the Council, Councillor David Thomas presented the submitted report which provided an update of the Torre Abbey Business Plan and responded to questions together with the Head of Culture and Events, Phil Black and Director of Pride in Place, Alan Denby.

 

Members asked questions in respect of the following:

 

·                Was the chapel now open, and if not, what remaining work was required and what was the timeline for completion?

·                Why was the café still failing to generate profit, and what structural or operational constraints prevent it from becoming financially viable?

·                How much revenue do events (e.g. the Christmas market/Winterfest) actually generate, and were these events contributing enough to justify continued investment?

·                Were current event spaces being fully utilised, or were there opportunities to expand community events, cultural programmes, or partnerships?

·                Was the Napoleonic history of the Abbey and wider Bay being adequately promoted, and could a stronger heritage narrative attract more visitors and income?

·                Was the Friends of Torre Abbey group now active, and what role will they play in supporting events, heritage activities or volunteer coordination?

·                How was Torre Abbey being marketed as a wedding venue, and was the marketing approach effective in converting enquiries to bookings?

·                Could additional Abbey spaces (e.g. Spanish Barn, undercroft or Palm House) be made more usable year?round, and what investment would be required?

·                What benchmarking data exists to illustrate whether Torre Abbey could ever break even, considering visitor numbers, secondary spend, and event income?

·                What percentage of target visitors was Torre Abbey trying to capture, and how will this be monitored within the 2026–2030 Business Plan?

·                What were the long?term plans to reduce subsidy requirements for Torre Abbey, and what scenarios exist for financial sustainability?

·                How does Torre Abbey integrate with the wider Destination Management Plan, including heritage trails, walking routes (e.g. Monk’s Walk), and connections across the Bay?

 

The following responses were provided:

 

·                No, the chapel is not yet open, and more work was required.  The Team was focusing on the New Beginnings project, and progress had been slowed by staff absence on site.  A Funding bid was likely later this summer.

·                The reasons the café was still unprofitable include:

·                public sector employment costs (salaries, pensions, overheads) making it significantly more expensive than privately-run cafés;

·                successful café operations typically rely on couples or small owners who do not draw formal wages; and

·                similar issues were seen with Cockington Court café.

Therefore, the public sector cannot run cafés profitably.

·                Events like Winterfest have been held (two weekends).  They help with footfall but:

·                income data was not detailed in the agenda;

·                several events do not translate into significant revenue (e.g. Bay of Lights raised profile but did not produce income and negatively affected weddings)

·                Event spaces were not being fully utilised.  Members noted opportunities to:

·                attract more community events;

·                increase heritage?themed activities;

·                enhance links to wider Bay heritage stories (Napoleonic);

·                use the Spanish Barn as a year?round venue once heated; and

·                review how Torre Abbey integrates with the Destination Management Plan (due March).

·                The Napoleonic history and wider heritage were currently underplayed.  Officers agreed this should be expanded within the 2026–2030 Business Plan, as the historic narrative (including 800+ years of Abbey history) was a strategic opportunity for tourism, education, and events.

·                The Friends of Torre Abbey group had paused activities due to discussions around charitable status, but will now be reactivated to support:

·                volunteer activity;

·                heritage events; and

·                community engagement.

·                The Team works with the Council’s weddings service to market weddings, including:

·                attendance at wedding fairs;

·                information made available online;

·                promotional brochures; and

·                Wedding bookings have been affected in previous years by clashes with events (e.g. Bay of Lights).

·                The following spaces could be utilised more:

·                the undercroft;

·                the Palm House; and

·                the Spanish Barn.

·                Improvements such as heating the Spanish Barn could turn it into a 12?month venue, supporting more events and weddings.

·                Members noted the lack of numerical data and benchmarking.  Torre Abbey has always been said that it will never break even, but a proper financial model was required to confirm this.  Officers recognised the need to provide:

·                footfall data;

·                projections;

·                secondary spend figures; and

·                financial scenarios.

·                Visitor targets and monitoring had not yet been defined.  Visitor key performance indicators (KPIs) will be shaped by:

·                the Destination Management Plan (due March);

·                the “New Beginnings” project; and

·                revised business plan for 2026–2030.

·                Current figures: 16,000 paying visitors, 26,000 total footfall.

·                Will Torre Abbey will always require a subsidy.  Officers will develop options showing:

·                operational efficiency improvements;

·                income generation (events, weddings, exhibitions);

·                heritage-based programming; and

·                improved retail and catering secondary.

·                Officers confirmed Torre Abbey will link into the Destination Management Plan through:

·                English Riviera Walking Tours;

·                Monk’s Walk;

·                town?wide heritage interpretation; and

·                Bay?wide partnerships.

·                The new DMP (draft early March) will help define visitor markets, messaging, and year?round opportunities.

 

Resolved (unanimously):

 

1.       that the Cabinet Member Cabinet Member for Tourism Culture & Events & Corporate Services is recommended to include the following within the 2026- 2030 business plan for Torre Abbey:

 

·                Napoleonic links;

·                promote historical links across the whole of the bay; and

·                Monk’s walk tie into English Riviera Walking Tours;

 

2.       that Members of the Board email Councillor Jackie Thomas any additional suggestions they have for inclusion;

 

3.       that the Torre Abbey Business Plan 2026/2030 be presented to the Board prior to final sign off; and

 

4.       that a written response be provided to the Board on the data on footfall and projections of footfall and what the financial business case is.  What the Council is doing to mitigate requirements for any subsidy.  Will it always require a subsidy and what is the Council doing to manage this.