bournemouth’s performance review · 2019. 11. 18. · bournemouth’s performance review 2019 3 1...

Bournemouth’s Performance Review

Ambition 2020

2019

2 Bournemouth’s Performance Review 2019

2008 2008 2009Town Centre Vision

launchedBournemouth

Air Festival launchedBoscombe Spa Village

Leisure Scheme completed

2014£1m visitor centre Hengistbury Headofficially opened

2014Streetlighting replacement

2015MASH - Multi Agency

Safeguarding Hub opened

2015Tricuro set up

short and long term care, support to adults, carers

and their families

2016Seascape Homes

and Property Ltd launched as private sector landlord to

house homeless families

2017Bournemouth and Poole

shared corporate services created

2017Aspire Adoption Agency

set up with Dorset County Council and Borough of Poole

2018

2018Pier Approach

Phase 2 regeneration completed

Christmas Tree Wonderland developed - funding for 5 years

2017Alternate weeks bin collections

introduced

201320 year

Seafront Strategy adopted

2010

2010

Kinson Hub openedlibrary, housing office,

children’s centreBH Live

charitable trust launched

£4m savings

£350m development completed£200m in construction phase

2019Bournemouth in top 20 for growth

2018

2018

Planning consent for £150m Winter Gardens

project

Town Centre investment

Trip Advisor

South CoastTown of the Year

Property Development and Inward investment

THE greenest town in UK

Vitality Index

2018

2018

Best UK Beach5th best in Europe

2018

16,627 LEDs, 1000 lighting columns1638 lit signs & bollards

UK Powerhouse

eventshospitality

active

14

2011Arts by the Sea

Festival launched130,000 visitors in 2018

2012Customer

contact centreopened

Bournemouth’s Performance Review 2019 3

Introduction1

In the past we have provided annual performance updates, but this year as we enter a new era with the formation of the BCP Council, we wanted to celebrate and reflect on our journey towards achieving the Council’s Ambition 2020 priorities.

Bournemouth has continued to be a top performing, efficient Council, leading the town to greater economic prosperity and there have been many successes in a very tough financial climate.

Since 2007 the reductions in council funding have been significant. We have successfully embedded a programme of efficiencies, achieving cumulative savings of £450m against an original target of £326m by 2020 and achieved a balanced budget outturn for 11 consecutive years.

This performance review tells a really positive story about our achievements. It also reports progress against some of the key performance indicators that we have focussed on over recent years and includes some new insight about Bournemouth, its residents, visitors, businesses and services.

The performance and achievements celebrated over the following pages are presented under the headings of Bournemouth’s ‘Ambition 2020’ priorities:

• Developing the Future of Local Governmentin Bournemouth, Christchurch and Poole

• An Efficient Council, delivering value for moneyservices

• An Active Community, supported to take a leadin their future

• An Improving Environment, providing highquality infrastructure for residents, businessesand visitors while protecting and enhancing thebeauty of Bournemouth’s environment

• A Thriving Economy, strengthening our keyindustries and creating new opportunities forgrowth and development.

Cllr John Beesley Leader of the Council

Jane Portman Managing Director

Welcome to Bournemouth Council’s final performance review.

None of the achievements and successes shared through this review could have been realised without the dedication and commitment of our workforce, our councillors and partners throughout the different sectors across Bournemouth.


Developing the future of Local Government in Bournemouth, Christchurch and Poole

We said … we would continue to work closely with central government and our local authority neighbours to develop proposals for the future provision of local government service in south east Dorset.

We would meet the challenge of reduced government funding in Dorset, stimulate economic growth and secure a prosperous future for the residents and businesses of south east Dorset.

• The legislation enabling Local GovernmentReorganisation in Dorset has been approved byParliament and the shadow authority created.In February 2018 the Secretary of State forCommunities and Local Government approvedour proposal – Future Dorset – to replace allnine councils in Dorset with two new unitaryauthorities.

• The new council will be in place by 1 April2019. The Shadow Authority, Bournemouth,Christchurch and Poole (BCP) Council isestablished as well as a Shadow ExecutiveCommittee. The first meeting took place in June2018 and at the meeting on 21 February thefirst BCP Budget was approved.

• Graham Farrant has been appointed as thenew Chief Executive of BCP, the Tier 2 Directorposts have been filled and the Tier 3 recruitmentprocess initiated. A BCP Programme Team is inplace and a BCP shadow authority website andstaff intranet have been launched.

2

BCP Council gives us the clear opportunity to showcase our area on the national and international stage, attracting investment from both outside industry and Government. We are now one of the largest city regions on the South Coast.Cllr Philip Broadhead


An Efficient council – Delivering value for money services 3

We said … we would become a 24/7 council

• The new Council Customer Contact Centre waslaunched during 2012/13 alongside a refreshedcustomer service charter.

• We have increased the range of onlineservices available to residents, resulting in anoticeable channel shift and reduction in thenumber of telephone enquiries. These includereport-it type enquiries, a range of onlinepayment options and online applications aimedat different customer groups. Since its launchin April 2015 the system has captured over480,000 transactions and as at end of March2018 the online take-up had risen from 73% to81%. 57% of customers have chosen to use theonline transactions between 9 a.m. and 5 p.m.

• Customer service satisfaction surveys showa steady increase in satisfaction from 97% in2014/15 to 99% in 2017/18.

• A new adult social care service has beenlaunched to provide emergency care andsupport to vulnerable people outside of usualoffice hours. The “Out of Hours” service isoperational during weekends, bank holidaysand at night to provide essential care, includingmental health assessments to people in crisis.

We said … we would develop our workforce

• Within Housing and Communities we employaround 40 trade apprentices at any one timeand 60% of our current workforce were onceour apprentices. This is workforce developmentin action, supporting local people and thelocal economy. Development of more variedapprentices across other services has grownin recent years and we currently employ anadditional 22 apprentices across areas includingBusiness Administration, Human Resources,Leadership & Management, Environment,Finance, Horticulture, Customer Service andSocial Care.

• Staff sickness absence has reduced from10.53 days per annum per full time equivalentemployee in March 2007 to 9.1 days in January2019. To help manage staff sickness across theAuthority we have delivered mandatory MentalHealth training to 350 Managers/Supervisorsacross all services. This has also beensupported by free public health workshops forall employees on topics including:The Five Ways to Wellbeing; Managing Stressand Starting the Conversation; Supporting &Motivating Others. These have been attendedby 200 employees. Other health and wellbeinginitiatives have been promoted including yogaclasses, nordic walking, reduced rates for localleisure centres through BH Live, on site NHShealth checks, and beneficial deals throughSimply Health.

• Employment data dashboards have beenintroduced and are widely used by services toinform and manage staff attendance at work.

We really value and appreciate our talented and dedicated staff, who contribute so much to the lives of the residents of Bournemouth. I am particularly proud of the apprentices taking their first steps of their working lives with Bournemouth Council and look forward to several of them becoming permanent members of staff.Cllr Anne Filer


• Developing our new and aspiring managers hasbeen a priority with over 330 of our managersattending modules within our Leadership andManagement Development Programme sinceits re-launch in 2016.

• We have also developed our wider workforcethrough other learning and developmentopportunities. This has included personaldevelopment training such as, Resilience &Wellbeing (over 400 employees have attended)and group coaching with specific focus formen, women and mixed gender groups (over270 employees have attended). The internalMentoring programme has been successfulin aligning mentees to mentors with a specificfocus on career and personal development.Additional personal development opportunitiesare offered through our internal e-learningsystem and over 7,800 modules have beencompleted since 2008.

We said … we would achieve “Excellent” in the Equality Framework for Local Government

• We achieved “Excellent” accreditation from theLocal Government Association in 2016.

• We have good knowledge and understandingof the diversity of our communities and use it toimprove services.

• Senior leaders are committed to equality andwe have a strong stance on anti-discriminatorypractice in service delivery.

• We have an inclusive working environment andour staff have a good work life balance.

• We use the Equality Act 2010 as a driver forimprovement to promote inclusive growth.

We said … we would manage sound finances

• We have continued to work within budget overthe course of the Corporate Plan and achieveda balanced or better budget for 11 consecutiveyears, and forecast this will be 12.

• Cumulative savings of £450m have been madeas at the end of 2017/18 since 2007/08. This isagainst an original target of £326m by 2020.

• As part of the council’s financial strategy andin partnership with Bournemouth DevelopmentCompany llp and others, £78.7m of town centreInvestment was generated in 2017/18 makinga total of £357.2m of investment since the2013/14 baseline.

• In December 2018 Bournemouth Councilwas rated as the third most improved localauthority in a national league table. The “WhichCouncil is Best” study by consultancy firmiMPOWER showed that Bournemouth Councilhas improved its performance and productivityacross a range of services at a faster rate thanmost councils across the country. The reportshowed which councils are spending theirmoney most effectively and getting the bestoutcomes for their residents. It analysed 150local authorities on their productivity per poundspent across a range of services.

I am absolutely determined that we drive out inequality and intolerance both within the Council and in our communities. We have a very multi-cultural and multi-faith community in Bournemouth which should be celebrated and encouraged. Cllr Jane Kelly

In local government we are operating in a very challenging financial environment, with significant and ongoing reductions in funding coupled with unprecedented levels of demand for statutory services. The excellent work that takes place throughout the financial year in Bournemouth to deliver planned savings and efficiencies whilst continuing to deliver high quality services to our residents and visitors means we anticipate the budget outcome for Bournemouth in 2018/19 to be in balance or better for the 12th successive year.Cllr John Beesley


We said … we would make the best use of our assets

• The council currently owns 1,154 land andbuilding general fund assets, including 444built assets that support the delivery of councilservices. This includes offices, libraries, youthand community centres. We also manage 5,100council homes as well as a further 529 councilleaseholder homes.

• Rental income on the council’s existing estatehas increased on average 5% a year from2013/14 to 2016/17 and additional income hasbeen earnt on new assets.

• Following on from the success of the MadeiraRoad, Leyton Mount and Berry Courtdevelopments, Bournemouth DevelopmentCompany llp started construction of a 48 unitprivate rented sector scheme at St StephensRoad Car Park which will be held as a valuablecouncil asset. Planning consent has also beengiven on the £150m Winter Gardens mixed usescheme which will be one of the south coast’slargest development projects.

• We updated our 2017-20 Corporate AssetManagement Plan (CS CAMP) which sets outa programme of 76 asset related activities overthe next three years. Already 24% of activitieshave been achieved with 41% on track.

• Despite reduced maintenance budgets, 92% ofthe council’s operational buildings scored either‘good’ or ‘satisfactory’ for meeting service needsthrough recent Suitability Surveys.

• The council shares a range of assets withpartners through leases and managementagreements for community centres, sports clubsand bowls clubs. Leases have been grantedto BH Live, a charitable trust, for the PavilionTheatre, Bournemouth International Centre

and three leisure centres. We work together to develop these assets and the services they offer. None of Bournemouth Council’s assets have been subject to a formal ‘community transfer’ request, which is a testament to the flexible approach the council adopts with partners and groups to sharing its building assets.

• An Office Accommodation Strategy is in placewhich aims to relinquish expensive rentedoffice space, taking advantage of break optionsor leases coming to an end. Overall officeaccommodation floor space reduced by 400m2

following the surrender of Parkway Houseand Dorset House and the Tourist InformationCentre. Recent reductions in staff has left officeaccommodation less well occupied althoughjoint services with Poole has led to staff workingfrom both the Town Hall in Bournemouth andPoole Civic Centre.

• The Kinson Hub was opened in 2010 and ishome to a comprehensive library, housing officeand children’s centre providing the communitywith a one stop shop for local services.

• A new £2m state-of-the-art mortuary, Holly TreeLodge, was opened in 2010 at East Cemetery.The new facilities provide specialised servicesto meet the needs of bereaved families, medicalstaff and clinicians.

With one of the fastest growing economies andpopulations in the UK, we’ve had to adapt quickly.Using innovative, trendsetting structures like theBournemouth Development Company – which isnow being replicated across the Country –we’ve been able to secure new housing,regeneration and economic opportunitiesfor our whole area.Cllr Philip Broadhead


We said … we would work in Partnership

• By 2017/18 we established shared corporateservices between Bournemouth and Pooleachieving savings of £4m across both Councils.There have also been joint working initiativesthat have taken place ahead of BCP inLibraries, Tourism, Adult Social Care and AdultLearning.

• In December 2010 we launched BH Live –a new leisure and cultural trust. By transferringthe management and operation of ourconference and leisure facilities to BH Live,we have managed to generate considerablerevenue savings. In its first year of operation,the Trust saw nearly 47,000 more visits toleisure facilities and increased ticket sales ofover 11,000. In 2017/18 they welcomed over3,000,000 visitors to their venues, hosted440 cultural shows, sold over 500,000 ticketsto a diverse range of cultural, sporting andentertainment events and 100,000 delegatesattended conferences and exhibitions. Thepartnership supported over 4,500 local jobsindirectly and generated £44m of directeconomic benefit for the local community.

• In partnership with Dance South-West weopened Pavilion Dance in 2010. A centre ofexcellence for dance locally, regionally andnationally.

• We work in partnership with BournemouthDevelopment Company llp which is a public-private partnership between BournemouthCouncil and Morgan Sindall Investments Ltd,established to deliver much of the Town CentreVision through the development of Council-owned land. The limited liability partnership isowned jointly (50/50) by the council and MorganSindall Investments Ltd and develops a numberof sites around the town centre for a variety ofuses, in line with the council’s planning policy.

• Shared Lives is a form of care which offers bothsupport and accommodation to individuals withcare needs at an approved Shared Lives Carershome. The services operated by BournemouthCouncil and Borough of Poole have combinedto make the best use of existing resourcesacross the two organisations whilst enablingindividuals to live a full life in the communitywithout having to live alone.

• We have implemented a borough widetargeted enforcement project, expanding thesuccess of Operation Galaxy. The project iscurrently focusing on Boscombe, Eastcliff andSpringbourne areas and the team are co-located with the neighbourhood policing team,working in close operational and strategicpartnership.

• We have expanded our Community SafetyAccreditation Scheme which we run alongsideDorset Police throughout the town centre.

• The Pan-Dorset Youth Offending Service hasbeen successfully established and recognisedas providing high quality services through theOfsted inspection process.

• Through various strategic leadership groups,Bournemouth Council has played a strong rolein helping to shape the Dorset Integrated CareSystem during the past year. This has includedpartnership work to deliver the Dorset CareRecord, and helping shape the development ofnew care models and community hubs throughthe East System Leadership Team. Much of thejoint work has been alongside NHS providers todeliver on the ground integration in communityteams, to reduce delayed discharges, delayadmissions to hospital, and improve the qualityof social care.

• Housing and Communities Service assistedvoluntary groups to bring in at least £439k fortheir work in the community.

• The BH Coastal Lottery was launched at theend of January 2019 enabling Bournemouthcharities and voluntary organisations to getinvolved and encourage people to support localgood causes.


An Active Community4We said … we would help children and young people to achieve their potential

• An increased percentage of children and youngpeople are achieving outcomes at least in linewith the national average at the end of eachKey Stage Assessment process, with somesignificant increases and outcomes in excessof this, particularly at the end of Early YearsFoundation Stage. Ofsted have congratulatedBournemouth on the KS4 Progress 8 figuresand recognise the real improvement in 2017/18.

• The number of disadvantaged pupils achievingthe ‘expected standard’ or better at the endof KS2 in Reading, Writing and Mathematicshas improved from 40% in 2015/16 to 55% in2017/18. Bournemouth is 7.6% higher thanstatistical neighbours and the best in the SouthWest region. The largest subject gap is in thereading test.

• The SEN team completed all statutoryassessments within the statutory 20 weektimescale and Bournemouth is one of a fewlocal authorities to achieve this.

• The percentage of pupils attending schoolsrated as good or outstanding by Ofsted hasimproved from 74% in 2012/13 to 91.9% inJanuary 2019. The national average is 86.6%ranking Bournemouth 39th nationally andthe 2nd highest performing local authority inthe South West region where the average is83.5%. The proportion of pupils in good orbetter secondary schools is particularly good at93.8%, compared to a national figure of 83%.

• Additional secondary school places have beencreated to accommodate increasing pupilnumbers including the development of a newFree School for Bournemouth in the Lansdownearea. Work with the two Bournemouth Grammarschools has led to government grant fundingbeing allocated to support their expansionplans. Investment in the local school estatenow exceeds £100m and has benefited schoolsacross the Town.

• Work continues to reduce the number of16-17 year olds Not in Education, Employmentor Training (NEETS) and the number of‘Not Knowns’. The latest data for November2018 shows that at 5.8%, performance is betterthan the statistical neighbour comparative figureof 6.9%.

• The Early Help Strategy is positively impactingon outcomes for families with evidence thatintervention prevents further escalation.An example of this is where there has been abreak-down in the relationship between a youngperson and the rest of the family. We haveworked with them to address the problems andavoid re-escalation to Children’s Social Care.

• The percentage of contacts accepted byEarly Help has increased in every quarter andhas doubled since the contact outcome wasintroduced, preventing the involvement ofChildren’s Social Care.

• The numbers of children subject to a childprotection plan have reduced from 52.9 in2014/15 to 33.9 per 10,000 at the end ofSeptember 2018, comparing very favourably atnational and other local levels.

Children and young people in Bournemouth achieve well at all stages through their education but we are always aware that there is more to do. We are committed to giving our young people the best start in life, including those who are disadvantaged or who have additional needs and disabilities. Cllr Nicola Greene


• The number of looked after children per10,000 children is currently 70.8. Less thanour statistical neighbours at 72.1 but above thenational level of 62.0.

• 10.7% of looked after children had 3 or moreplacements in the last 12 months which is inline with the national figure and better thanstatistical neighbours where it is 13.4%.

• Aspire Adoption Services was launchedin 2017. This is a Bournemouth Council,Dorset County Council and Borough of Poolepartnership which provides outstanding servicesfor children and adults with links to adoption orspecial guardianship. All three Local Authoritiesand Families for Children have been workingtogether for many years and their strength inpartnership enhances the quality of the servicesoffered as a Regional Adoption Agency.

• A pan-Dorset Protocol to Reduce theCriminalisation of Children in Care has beenimplemented which has been recognised asbest practice at national level by the HowardLeague.

• Children’s Services were judged as ‘requiringimprovement’ following an Ofsted inspection inJuly 2018. Bournemouth, along with Dorset andPoole are amongst 43% of Children’s Servicesdepartments currently rated as requiringimprovement. The report praised the quality ofservices to children with child protection andchildren in need plans, children in care andchildren with a disability, fostering services,private fostering and adoption and services forseparated and unaccompanied children seekingasylum.

• In 2008 looked after young people inBournemouth were getting a taste of adult lifeby living in a “training flat” before they leavecare. The furnished one-bedroom flat wasbeing leased by Bournemouth Council to letyoung people who feel ready to leave foster orresidential care have a trial run at living on theirown. We now offer a whole range of supportedaccommodation and we have provided trainingfor 34 supported lodging carers who offer ahome to care leavers up to the age of 21.

We said … we would help improve older people’s quality of life

• The Better Together programme, a joint venturewith our partners in Dorset aimed to transformservices to ensure people receive better careand support closer to home. Key projectsinclude early intervention and prevention,helping people to stay independent for longerand receive care and support in their homesor closer to their homes, and delay the needfor long-term care and unnecessary hospitaladmissions.

• Substantial progress has been made intransforming the direct payment provisionin Adult Social Care into a model which isproviding both better customer service andstronger financial governance. This activity hasincluded migration of all existing on-line directpayment accounts to a new payment card andthe recovery of £65k in unused direct payments.

• A new Home Care service called Care &Support At Home was commissioned, whichincreases capacity and provides greatercontrol of costs. This work was undertaken inpartnership with the Borough of Poole and hasbeen successfully implemented at a time whenpressure on services has been increasing.


• The social care quality of life survey score in 2017/18 of 19.4 has improved since our 2015/16 score of 19.1 and was the third best outcome over the last eight years. The Personal Social Services User Survey is based on responses to the questions relating to people’s perspective on control, personal care, food, accommodation, personal safety, social life, occupation and dignity and the score is out of a total of 24.

• In Bournemouth care users continue to manage their own support, with 100% of care users over 18 using self-directed support compared to 89.4% nationally.

• Bournemouth and Poole Safeguarding Adults Board received very positive feedback from a Safeguarding Peer Review in September 2016 and all highlighted actions were complete by year end. The number of safeguarding concerns has increased since 2016/17 however, the number where the outcome was taken further and the outcome was either ‘Section 42 Enquiry’ or ‘Other Enquiry’ has decreased from 948 in 2016/17 to 677 in 2017/18.

• Bournemouth has successfully applied the Deprivation of Liberty Safeguards (DoLS) which protect the human rights of people in care homes and hospitals and we are now managing the most urgent/priority cases.

• Delays in hospital discharge attributable to social care in Bournemouth has reduced from a monthly average of 100 days in 2015 to 24 days at the end of November 2018.

• Bournemouth adult social care community teams for older people have restructured to align with GP practices and regular attendance by team members at GP locality multidisciplinary team meetings has supported a preventative approach to avoiding hospital admissions.

We said … we would improve the health and wellbeing and reduce health inequalities for residents

• On 1 April 2013 public health functions transferred from the NHS to local authorities and Bournemouth, Poole and Dorset secured a pan-Dorset arrangement to provide public health services in the most efficient way.

• The LiveWell Dorset service was successfully brought in-house under a transition plan. www.livewelldorset.co.uk was launched at the end of the year and is already supporting more people to improve their lifestyles. The service has supported 4,741 people from Bournemouth over the past 3 years, and expects to double the number supported going forwards. Many of the users report the service makes a significant change to their health through stopping smoking, drinking less alcohol, being more active or losing weight. The service can also be used to sign-post people to local community groups and volunteers to help improve their health and well-being.

• Tricuro Services, set up by Bournemouth Council, Borough of Poole and Dorset County Council in 2015, provides short and long term high quality care and support to adults, their carers and families. They help 7,000 people a year across Bournemouth, Dorset and Poole and have taken on new services in Bournemouth, including Coastal lodge, a new short stay residential care home

• Sexual health outcomes are improving, especially in younger people. Under 18 conceptions continue to fall in line with national trends, and the detection rate for chlamydia in Bournemouth remains above the national target of 2,300 positives per 100,000. The service is undergoing a shift to a more community-based model, with increased access to testing and treatment.

Whilst the demand for Adult Social Care services for older people continues to increase substantially year on year we, together with our partners, have managed to maintain and improve services. This has been made possible through the tireless efforts of everyone in the service, both paid and voluntary, working effectively together. Cllr Blair Crawford

Our Prevention at Scale Programme, alongside LiveWell Dorset, aims to help people live healthier, more active lives, starting from childhood but also for everyone to make small changes to their lifestyle. These changes can prove very beneficial in the long run. Cllr Jane Kelly

http://livewelldorset.co.uk


• In the recent Bournemouth Opinion Survey 73% of residents reported good general health and wellbeing compared to 72% in 2015.

• The Bournemouth & Poole Joint Health and Wellbeing Strategy was refreshed in 2016/17 with a renewed focus on prevention. Public Health Dorset, with the support of system partners worked on developing a Prevention at Scale Programme for wider health and social care partners to accelerate delivery of prevention approaches in settings across the sector.

• Public Health alongside partners such as G.Ps, employers and NHS health providers have focussed on improving detection and treatment of cardiovascular disease following the observation of rising early death rates in males over the past five years. Last year saw the first downward fall in rates for men compared with previous years.

We said … we would support Bournemouth’s communities with a focus on providing regeneration opportunities in Boscombe and West Howe

• Bournemouth has delivered an area action based approach to issues in two key areas of Bournemouth, including the development of a conservation area grant programme, installation of communal bins, improvement of housing standards and external appearance of properties and joint operations with the Police to tackle anti social behaviour and crime.

• Anti-social behaviour in Boscombe West has reduced from a reported 1,494 incidents in 2013/14 to 1,145 incidents in 2017/18. Anti-social behaviour in West Howe has also reduced from a reported 648 incidents in 2013/14 to 472 in 2017/18.

• The 2017 Bournemouth Opinion Survey shows that more residents in Boscombe West felt safe after dark: 32% compared to 22% in 2014, and more residents also felt safe after dark in West Howe: 39% compared to 37% in 2014.

• In Boscombe we have invested in and remodelled the Crescent as well as implemented a new Shared Space at the end of the Precinct.

• In Churchill Gardens we have approved and published a Conservation Management Plan and in Kings Park rebuilt and improved the Kings Park Play area.

• We have built 11 affordable homes at Gladstone Mews in partnership with Bournemouth 2026 as well as purchasing and refurbishing five empty police houses. We also developed an 11 unit shared ownership housing scheme at Palmerstone Road and explored various potential development sites.

• We have bought and refurbished three homes of multiple occupation (HMOs) and provided 10 new self-contained flats to encourage families in to the area.

• Operation Galaxy has been proactively inspecting the houses of multiple occupation in Boscombe since 2017, with more than £100K invested in improving conditions in 600 units of accommodation in this area units and there has been a 4,100% increase in enforcement activity from the 2015 baseline. 149 warning letters have been issued for untidy sites, accumulations and litter.

• We have established Outset Bournemouth with EU and Council funding which assists people to set up their own businesses and supports business growth. We also opened up the Old School House which is a working space for creative and digital enterprises.

• In Boscombe we have also provided a new Youth Service Drop in at the Cotton Exchange.

Operation Galaxy goes from strength to strength and has helped many people to improve their situation. Private landlords must be held to account for the safety and wellbeing of their tenants, we are also requiring them to take some responsibility for the behaviour of challenging tenants and take steps to protect their neighbourhoods. A community must be able to feel safe within their locality and we are working hard to achieve that, which our residents have acknowledged. Cllr Jane Kelly


• In West Howe a community shop was opened in 2009 by local residents and West Howe Community Enterprises was developed. They have since become a registered Company and Charity. They run the ‘Inspiring Change Shop’ which provides low cost items, a place for people to volunteer and learn new skills or simply just a place to meet new friends. They also coordinate a host of activities for the community including Health Helpers, Job Club, Howe Tasty Cafe, Bingo, coffee mornings and give and take days.

• The West Howe Regeneration Partnership has been developed and Bournemouth 2026 funding has been distributed. This has included a community cinema, Henry Brown Youth Centre equipment, street signs, alley naming, Fernheath Sports building surveys and lease, Cunningham Crescent in Bloom, summer and transition school at Bourne Academy and CAB support in schools across West Howe.

• The Money Talk project, undertaken and funded by JP Morgan is a financial education programme that seeks to provide a practical response to the difficulties of living on a low income.

• There have also been a number of other successful projects undertaken in West Howe such as support for hoarders, securing funding with Bournemouth Parks to rebuild a sports pavilion and secure the future of football in the area, Arts festivals, music festivals, Christmas celebrations and other community events.

We said … we would work with others to ensure people are safe and feel safe

• In Bournemouth the number of overall incidents of anti-social behaviour reported to Dorset Police reduced from 16,590 in 2009/10 to 10,773 in 2017/18.

• In the 2017/18 Adult Social Care Survey 86.7% of clients said that the services they receive made them feel safe and secure compared to 72.1% in 2012/13.

• We launched our service for separated and trafficked children seeking asylum, attracting national recognition and a two-year grant of £184k. So far 33 children and young people have been supported through this service.

• We opened our Multi Agency Safeguarding Hub (MASH) for children in partnership with Dorset County Council, Borough of Poole, Dorset Police and Dorset Healthcare in 2015. MASH is Bournemouth Council’s single point of contact for anyone who is worried about a child or young person. The team takes all referrals into Children Social Care and will assess quickly what help and support is required by gathering and sharing vital information.

• The LV= sponsored Kidzone Scheme on the beach has been expanded. In 2007 we reunited 110 missing/found persons on Bournemouth seafront and in 2018 this increased to 192 people. There has also been a significant improvement in how quickly we reunite those people as in 2007 it took an average time of 15 minutes and 7 seconds, whereas in 2018 this was reduced to 8 minutes and 8 seconds.

• During 2007/8 the new CCTV system and control room was launched in partnership with Dorset Police to improve the image of our night time economy and make Bournemouth a safer place to live and visit. A Designated Public Places Order was also introduced to give Police powers to stop anti-social drinking in the town centre.

• Adult social care services have worked with commissioning colleagues across Bournemouth and Poole to support the provider care market to maintain high quality care and keep vulnerable adults safe from harm.


The community in Bournemouth is growing and changing and the population is predicted to continue increasing over the next ten years. This is largely driven by migration into the area.

The most notable increase is for those over 65 where the population is predicted to increase by 18% from 2017 to 2027.

These changes will have an impact on the demand for services in the area, particularly health and social care services and housing services.

People in Bournemouth have a similar life expectancy at birth to the national average. Men are expected to live 79.1 years and women are expected to live 83.

In 2017, 17.2% of children in Bournemouth were estimated to be living in relative poverty, according to the charity, End Child Poverty, with numbers in the East Cliff & Springbourne and Kinson South wards considerably higher. Relative poverty generally means that a person can’t afford an ordinary living pattern and that they are excluded from the activities and opportunities that the average person enjoys.

In Bournemouth 15 Lower Layer Super Output Areas (LSOAs), which are small geographical areas with a population between 1,000 and 3,000, fall into the worst two deciles nationally for the Income Deprivation Affecting Children Index (IDACI), an indicator developed in line with the Indices of Deprivation.

• Bournemouth and Poole Local SafeguardingChildren Board (LSCB) ensures an interagencyapproach to the safeguarding and well beingof children, young people and their families.Bournemouth and Poole LSCB has anindependent chair who is also the independentchair of Dorset Safeguarding Children’s Board.This has enabled an increasing Pan Dorsetapproach and response. The LSCB chair worksclosely with the three Authorities Directors ofChildren’s Services.

• Adult social care has contributed to the workof the Bournemouth and Poole SafeguardingAdults Board, including taking a lead rolefor the development of new multi-agencypolicy and procedures. The need to protectvulnerable adults at particular risk of harm orexploitation has been recognised as a priority

and responded to through the implementation of Multi-Agency Risk Management (MARM) protocols, which bring local agencies together to support and protect adults at risk through a co-ordinated and risk managed approach.

• The local authority has also worked with theCare Quality Commission and other partnersto ensure the quality of care provided by carehomes, nursing homes and domiciliary careproviders is continually improving and thatcontingency plans are in place for the fewinstances when providers cease trading or failto provide an adequate service.

Insight What do we know about our community?

http://www.endchildpoverty.org.uk/poverty-in-your-area-2018/


194,752 mid year estimates 2017

18%aged 65+ 35,300

16.7% aged 0-15

32,532

Lower than national average

Higher than national average

17.2%

In 202765+ population

Insight

Population

Residents sayTop factors for a good place to live

low crime levels good health services

children living in relative poverty

inequalities

+ 6,300

In 20270-15 population

+ 1,400

ethnicity religion 104,8281,2151,2921,3433,2641561,21655,91114,266

ChristianBuddhist

HinduJewishMuslim

Sikhother religion

no religionreligion not stated

84%8%8%

White BritishNon White BritishBME

language91%9%

EnglishENFL

disability9%

10%81%

limited a lotlimited a littlenot limited

diversitycensus 2011

[Source : Population Projections 2016]

The percentage of children achieving a 9 - 4 pass in GCSE Maths and English is 68% in Bournemouth and 59% nationally. The average Attainment 8 score per pupil, which is defined as students’ average achievement across eight subjects, is 47.9, higher than the national per pupil average of 44.2.

The recent residents’ satisfaction survey, the Bournemouth Opinion Survey, found that 80% of respondents were generally satisfied with their lives and the area they live and 75% rated their life satisfaction at 7 out of 10 or above.

Health Services were seen as the most important factor in making somewhere a good place to live followed by the level of crime and clean streets.

Just under a quarter of respondents receive support from someone else to help them with their daily life and 20% provide care of some sort to others.

16% of respondents identified themselves as having either ‘some social contact, but not enough’ or as having ‘little social contact with people and feeling socially isolated’. This indicator has increased since the last survey was conducted in 2015.


An Improving Environment5

We said … we would build a world-class seafront

In 2013, after extensive consultation, the council adopted a 20-year Seafront Strategy with the ambition of delivering seven key projects by 2020 that would act as a catalyst for tourism growth, raising visitor spend by 7% (£33m) and helping to create and sustain 660 new jobs across the tourism economy. The Seafront Strategy aims to place Bournemouth as Britain’s premier resort, competing with the best in Europe.

By May 2018 those seven projects had been delivered, with a further four projects aiming for completion by Summer 2019.

Completed projects include:

• Regenerated Pier Approach, phase 1 (2014/15) included a family waterplay feature, new Tourist Information Centre, lighting and landscaping.

• Pier Approach, phase 2 (2017-18) saw new landscaping on the western portion of the site and was funded as part of a grant from the Government’s Coastal Communities Fund.

• Three developments of Super Huts, one Southbourne and two in Alum Chine between 2014-2017. All huts sold on 25 year leases, generating capital receipts to fund other improvements on the seafront including a refurbished ‘Treasure Island’ themed playground at Alum Chine which makes extensive use of tropical timbers recycled from groyne works at Southbourne.

• Chineside cafe/restaurant at Durley Chine. The development also includes a beach office, shop and public toilets.

• A first phase of innovative overnight stay Beach Lodges at Manor Steps. The Lodges offer short stay visitor accommodation which has exceeded income projections and taken over 1,300 bookings since launch in March 2017 with a number of guests on their fifth booking already. Funding from the scheme has enabled refurbishment of the public toilets, a new catering kiosk on the promenade, and solar lighting to the cliff access slope.

Projects due for completion by Summer 2019 include:

• A second phase of 10 overnight beach lodges at Manor Steps

• An 18 hole adventure golf attraction on the site of the Waterfront at Pier Approach, based on pre-Bournemouth’s 18th century smuggling history.

• An expansion of the Prom Cafe in Pier Approach into a year round offer.

• Works to refurbish the public toilets within the Pier Entrance building.

Some examples of how council investment can lead to increased confidence and private sector investment include the Oceanarium expansion, Penguin house, Rock Reef and zip wire on the Pier and the Pizza Oven at Boscombe.

Latest independent visitor volume and value data shows that between 2014 and 2017 total annual visitor spend in Bournemouth has increased by 7.4%. Most significantly, the value of spend by international staying visitors, the highest spending group, has increased by 55.7% to £120m over the same period.


• Bournemouth continues to achieve four Blue flags and has now won six Seaside awards.

• In the Bournemouth Opinion Survey 88% of residents were satisfied with the seafront and 79% of residents have used the seafront at least once a month.

• The Bournemouth Beach Management scheme has continued with a further six new groynes completed. 24 have been completed since the commencement of the works programme.

• Bournemouth opened the UK’s first purpose built disabled accessible beach huts in 2011.

• In April 2012 Bournemouth was the first place in the UK to offer Beach Hut weddings on the seafront. The first wedding was the result of a competition and televised on ITV Daybreak show.

• By 2008/09 we had completed the leisure scheme at Boscombe Spa Village including Europe’s first artificial surf reef. This also included the renovated Overstrand complex, rebuilt Pier and major landscaping works on Boscombe seafront which was the winner of an LGC Award for Best Regeneration project in 2010. The multi-million pound regeneration project for Boscombe Seafront helped attract a number of events, substantial private sector investment, increased spend per head in the area and proved to be a catalyst for other development, house price increases in the local area and reduce crime.

• In 2012 the council having listened to the views of its residents acted on them by demolishing the Waterfront Building. In its place there has been an outdoor events and arts area.

We said … we would meet Bournemouth’s housing needs

• Last year, 27 affordable housing units were completed. 226 homes have been built or purchased since 2010.

• The £27m Berry Court housing development in the town centre, completed in partnership with the Bournemouth Development Company, delivered 113 new rentable properties.

• Aside from the town centre sites, a further pipeline of approximately 300 new homes on Council owned land is planned for the next few years, most of which will be affordable for those on the Housing Register.

• A grant funded community housing project is underway to bring forward affordable housing led by the community in Boscombe.

• We have developed three housing related companies: Seascape South Ltd, Seascape Homes and Property Ltd and Bournemouth Building and Maintenance Ltd.

• In 2011 we became a ‘preferred partner’ of Homes England (then called Homes & Communities Agency). Council house development of over 200 new homes has recently culminated in the full ‘development cycle’, with Seascape building council homes to the highly energy efficient ‘Passiv-Haus’ standard, importantly with our own workforce. The team are currently building traditionally constructed homes in Townsend. The choice of construction is dependent on orientation to the sun.

I am incredibly proud of the progress that has been made with the Seafront Strategy projects and the significant regeneration we have achieved with public and private sector investment. I look forward to seeing the next phase of projects come to fruition and further enhance Bournemouth’s reputation as the UK’s premier seaside resort. Cllr Pat Oakley

We said we would make housing a top council priority. We have, and in the pipeline there are hundreds of new council homes coming through; some are being built right now. Cllr Robert Lawton


• A £45m property acquisition programme is well underway to purchase existing properties in Bournemouth and let them to households who have approached the council as homeless. As at July 2018, 243 people including 127 children had been accommodated in this newly purchased housing.

• We have seen an increase in the number of households in temporary accommodation and in the number specifically in bed & breakfast in recent years which is reflective of national trends.

• We have opened an additional family hostel, extended another of our family homeless hostels and are currently refurbishing another property to avoid placing families in bed and breakfast.

• Alongside this, numerous homeless prevention projects are in place to avoid the use of emergency accommodation, including the recruitment of eight additional housing options officers who provide early intervention advice and assistance and have implemented the new homelessness legislation.

• Bournemouth was awarded £387.5k from central government to tackle homelessness during 2018/19 and a further allocation of c£350k has been indicated for 2019/20. The grant funds a project manager, four additional outreach workers, five units of specialist rough sleeper accommodation units and a ‘duty to refer’ coordinator. It will also fund an additional mental health specialist for rough sleepers, building on the significant resources already in place to tackle rough sleeping.

• During the last count in March 2019, 18 people were found sleeping on the streets. Although less than the previous year numbers have been generally increasing locally and nationally over the last few years.

• Members of Bournemouth’s rough sleeper team welcomed the Chancellor of the Duchy of Lancaster in July 2018 to discuss the positive work to support vulnerable rough sleepers in the town.

• The Homelessness Strategy was approved during 2017/18 and joint work is underway to deliver this across a wide range of the statutory, voluntary and private sector partners.

• The Landlord Accreditation scheme was launched in 2013/14 and gives local landlords access to online development modules and courses, as well as opportunities to attend seminars, landlord liaison meetings and information days.

• The multi-agency enforcement and support partnership continues in Bournemouth, primarily in the town centre area, to tackle street based ASB including rough sleeping and begging. Issues remain but lots of positive outcomes continue to be achieved with people moving away from the street as a result of the very close operational and strategic collaboration between various Council teams as well as the Police.

We said … we would promote sustainable travel

• 2017/18 saw a dip in the number of passengers on buses in Bournemouth from 17,183,507 in 2016/17 to 16,797,145. There was a corresponding drop in residents satisfaction with local buses from 75% in 2013 66% in 2017.

• Bournemouth’s cycle network increased from 72km in 2008/09 to 86.5km in 2016/17 and the number of cycling trips at selected monitoring sites increased from 4,472 in 2013/14 to 5,024 in 2016/17.

• There has been continued engagement with businesses and schools through the Business Travel Network and School Travel Planning initiatives and wider cycling campaigns such as the Momentum Cycle Challenge to encourage cycling as a more sustainable travel option. We have so far delivered 683 cycling sessions to children aged between 10 and 18 years old and Council staff completed 11,400 commuter challenge journeys.


• Cycling training for children and adults, pedestrian training for young children and our young driver training programme helped Bournemouth win the national award for the best new road safety scheme.

• The average speed per mile on selected routes has remained similar at 23.6 mph in 2016 and 23.9 mph in 2015.

• The number of road casualties – serious/fatal has remained similar to the 2005 baseline of 80, reaching 82 in 2017. However, the number of slightly injured road casualties have reduced significantly from 670 in 2005 to 440 in 2017.

• The Road Safety Project to improve the on-slip onto the A338 Wessex Way at Richmond Hill has been completed.

• Over 1,000 potholes were repaired last year and £45.2m was secured for transport and infrastructure improvements.

We said … we would improve the quality of Bournemouth’s built environment

• The percentage of minor planning applications determined in time has increased from 80% in 2014/15 to 82% in 2017/18.

• Bournemouth was announced as winner of the Association for Public Service Excellence (APSE) for Best Construction and Building Service 2017 and has been officially recognised as Town of the Year at the recent South Coast Property awards - an award focused on the towns and cities in the region that are developing projects for both employers and residents.

• In 2017 we acquired the Mallard Road Retail Park in Bournemouth as part of the Asset Investment Strategy to create a portfolio of investments that support the local economy as well as generate surplus income.

• Works aimed at alleviating congestion have been completed at Blackwater East Junction. These works were funded by Dorset Local Enterprise Partnership’s Bournemouth International Growth (BIG) Programme - a major economic growth plan focused on employment and development in and around Bournemouth Airport and Wessex Fields.

• Beale Place Public Realm and Yelverton Road are two projects designed to enhance pedestrian priority, slowing vehicles and making people feel safer on the street. Works include introducing a 20mph zone, wider footways and new crossing facilities for pedestrians, new trees and seating. Beale Place went out for tender in October 2018 and construction commenced in January 2019. Yelverton Road is in the design stage awaiting funding.

Winning the Transforming Cities Fund investment provides a huge step up in our work promoting sustainable alternatives to car travel. We will use it to find ways of allowing our growing population to travel efficiently and safely around our conurbation.Cllr Mike Greene

I am really pleased that we have continued to carefully consider and protect our beautiful natural environment when determining the location of development in the town.Cllr Dave Smith


We said … we would protect Bournemouth’s parks and natural open spaces

• Bournemouth’s parks and gardens won 11 gold medals from the South & South East England in Bloom Awards in 2017/18 and have been awarded 19 green flags from The Green Flag Award Scheme for well managed parks and green spaces.

• In 2011 and with the backing of British Cycling, we opened our regional 250m Olympic size outdoor cycle track, the first of its kind to be built in the UK for a generation. The Bournemouth Velodrome at Slades Farm will help us to maximise the opportunities associated with the growth in cycling.

• During 2013/14 we worked with AFC Bournemouth to improve the facilities available to the public at Kings Park through the development of the AFC Bournemouth training pitches and car park.

• The number of residents using parks and open spaces at least once a month increased from 75% in 2008 to 79% in 2017.

• Working in partnership with the RSPB and with support from the Heritage Lottery Fund, Kingfisher Barn was opened to the public, providing a wildlife garden, mini-visitor centre, refreshments and toilet facilities.

• New sections of the Stour Valley Trail are now more accessible for wheelchair users, cyclists and pedestrians at Hicks Farm, Tuckton Tea Gardens and Iford Meadows. Spyglass Point at Alum Chine has a new viewing and garden area, developed in partnership with the Open Spaces Society.

• The £1m Hengisbury Head Visitor Centre was officially opened in April 2014 by Chris Packham, wildlife expert and television presenter. The new centre displays internationally important archaeology, geology and ecology in a variety of exhibitions designed to raise awareness of this fascinating area.

• Entente Florale is an international competition to find horticultural excellence in cities, towns and villages across Europe. In 2014 Bournemouth won the Gold medal in this prestigious competition. It also won a gold award and a tourism award from the Royal Horticultural Society in the same year.

• New playground facilities have been completed at Kings Park and Fisherman’s Walk as well as other community facilities for Roebury Lane Greenway, Muscliffe petanque and Queens Park. Work is underway on the refurbishment of the Littledown Playpark, with new equipment being installed to create an exciting play area for young children. The £100k refurbishment has been funded by the council, with a £2.2k contribution from the Local Improvement Fund of Littledown Ward Councillors.

• We were awarded the Institute of Crematorium and Cemetery Management Charter for the Bereaved Gold Standard for both Cemeteries and Crematorium. We were also APSE finalists for the Best Service Team of the year for Cemetery and Crematorium.

• The launch of alternate weekly bin collections has led to a reduction in the cost of waste collection and an increase in the amount of waste recycled.

• We have enhanced the Big Bin, Little Bin service, including continued promotion of food waste collections, supply of caddy liners and expanding the range of dry material collected at the kerbside.


• In the first two years of food waste collections Bournemouth recycled over 4,300 tonnes of food waste, an average of 8.4 tonnes per day. This food waste was composted locally in Dorset and generated enough energy to power the composting facility as well as 300 households for an entire year. A liquid soil improver was also made from the food waste and this has been spread on nearby farming land.

• Bournemouth has promoted waste prevention activities such as subsidised home compost bins, the real nappy incentive scheme and launched reuse events such as Repair Cafes (skill-sharing events), alongside the council’s successful Give or Take days.

• Over 19,000 residents have taken up the opt-in chargeable garden waste service and as a result, in excess of 10,000 tonnes of garden waste has been collected for recycling.

• The Big Give, an end of year recycling collection promotion was launched with Bournemouth University where we arrange for collections from designated roads and Halls of Residence for which the University reimburse us.

• Bournemouth was listed as THE greenest town in the UK in the Vitality Index for 2018 and has had Fairtrade Town status since 2014. 100% of hot beverages served in the Town Hall continue to be Fairtrade certified.

• Bournemouth was the only UK area to be ‘fully compliant’ with the Compact of Mayors global requirements in 2017. This is a global coalition of city leaders addressing climate change by pledging to cut greenhouse gas emissions and prepare for the future impacts of climate change.

• We said we would continue to reduce our carbon emissions to meet a target of 34% by 2020 and met this target early, achieving 40% this year. A new target of 42% has been set for 2020 and an aspirational target of 60% by 2030.

• A streetlight and lighting column replacement programme launched in 2014 has reduced the council’s carbon footprint and is expected to deliver efficiency savings of over £32.2m over the next 20 years.

• There was an increase in the number of households saving money on energy bills through LEAP (Energy Advice Programme). A scheme where eligible residents receive advice and free gadgets to help them cut their home energy bills – over 1,300 households have now been helped to save a total of £800k on energy bills. Some of these have also received new gas boilers and entire central heating systems thanks to grant funding. All these improvements have meant savings on bills and increased income amounting to over £3m.

• We achieved the Public Sector Sustainability Award at the Big Green Awards for our work to be a Green Economy Leader.


Insight What do we know about our environment?

Bournemouth has 7 miles of sandy beaches, 4 of which have received blue flags and 19 green flag public parks and gardens.

According to Visit Britain, 442,000 holiday trips were made to Bournemouth, per year, between 2014/2016, the most in the county. The same group estimate the annual value of these holiday trips to be £122m.

In the 2017 Bournemouth Opinion Survey, parks and open spaces were amongst the top five priorities identified as making somewhere a good place to live. Traffic congestion, road and pavement repairs and affordable decent housing were the three issues most in need of improvement in their local area. 59% of residents said they were satisfied with local transport information and 66% were satisfied with local bus services.

Housing in Bournemouth remains relatively expensive. The median price for private sector rented accommodation is higher than the national average for one, two and three bedroom properties.

The resident based affordability ratio, a ratio that accounts for median earnings and median house prices in an area is 8.75, higher than the national average but lower than Poole and Christchurch.

Current satisfaction with local services

Insight

88% 60% 77%83% 59%beaches refuse

collectionparks &

open spaceslibraries museums

Residents say ... Top factors for a good place to live

access to parks & open spacesaffordable housing clean streets

Blue Flag award

Green Flag award194

[Source : Bournemouth Opinion Survey]


A Thriving Economy4We said … we would improve Bournemouth’s evening and night-time economy

• Bournemouth Council attained Purple Flag accreditation for excellence in managing the evening and night-time economy in 2018/19.

• The Summer Live Festival had its 5th anniversary in 2018 and offered free live music, entertainment, art demonstrations and food in the Square. Again, it was very successful with many people attending the event on a nightly basis throughout the summer.

• 24 premises were accredited with the Best Bar None award in 2016, an accreditation scheme with National Awards supported by the Home Office and the drinks industry. It is a partnership between the local authority, the police, the trade and the private sector to broaden the appeal of an area, more especially its evening and night-time economy.

We said … we would build a smart and connected digital town

• Working with Ordnance Survey, Council resources were provided to help produce a digital twin of Bournemouth, a map which will inform the development of 5G, the next mobile broadband technology.

• Bids have been submitted to Government for investment enabling Bournemouth to have the infrastructure necessary to develop 5G and Smart City networks. Although unsuccessful to date private sector investment and support has been achieved which will enable projects to be developed in the future.

• Investment has been gained from a US company in 5G equipment to develop proof of concept.

• A “Smart Place” Research and Development Consortium has been developed, which includes representatives from the private, public and health sectors, to accelerate the region’s Smart Place programme, increasing productivity, driving innovation and generating value.

• A network of ducting and fibre has been installed to provide gigabit speeds to organisations looking to develop, test and trial new ideas.

• An Internet of Things (I.o.T) network was deployed. This is a network of sensors that help create a vibrant, safe, healthy and prosperous place that meets the current and future needs of citizens, businesses and visitors.

• Workshops have been arranged with Silicon South to enable digital companies to develop Smart city applications and benefit from ‘open innovation’, and more are planned with Public Health Dorset and Dorset Clinical Commissioning Group to develop ‘Smart health’ applications.

Retaining the Purple flag for 2018 confirms that Bournemouth Town Centre continues to be welcoming to everyone and provides a good mix of venues and attractions, appealing to both daytime and night-time visitors. Cllr Pat Oakley


We said … we would grow a vibrant digital and creative business sector

• The number of digital and creative industries in Bournemouth increased to 760 in 2018 from 515 in 2011.

• Tech Nation report 2018 reports Digital Tech jobs have increased by 25% 2014-2017 in Bournemouth & Poole https://technation.io/insights/report-2018/bournemouth/

• We have worked with partners to promote the Old School House in Boscombe as a flexible space to encourage business incubation and acceleration.

• We have worked with private sector landlords to inform their proposals for office space, especially around the provision of co-working and flexible office space which are required by the digital and creative business sector for growth.

• The latest figures show that the percentage of graduates that found work locally was 11.4%, an improvement from the previous year of 10%.

• As part of our Digital Challenge, in 2013/14 the Open Data Portal went live to provide more transparency and improved data for the public. Events such as “HackBmth” were held as part of the National Hack Government Initiative and Bournemouth was only one of four centres outside of London.

• “Think, Create, Do” was created as a not-for-profit resource designed to celebrate and support the creative and digital economy. The Code Club was launched to teach coding to 9-11 year old students.

We said … we would play our part in a thriving conurbation

• Government investment through the Local Economic Partnership in the conurbation grew from zero in 2013/14 to £40m in 2015/16 and £15m of EU Structural and investment funding was also secured in 2016/17.

• The Lansdowne programme is developing well with more investors coming to the area as a result of the regeneration plans.

• In 2008 Bournemouth Council produced a Town Centre Vision following consultation with local people. The vision helped inform emerging planning policy and create the Bournemouth Development Company llp (BDC), which is a 20 year partnership between the council and Morgan Sindall Investments. The vision included a number of development projects, some of which have already been implemented.

• Quality office space is still scarce, and demand is growing, creating investment opportunities for developers and entrepreneurs. Buildings that would have previously been developed for housing are now being turned in to or refurbished for appropriate business spaces.

• The UK Powerhouse study by Irwin Mitchell lists Bournemouth in the top 20 places for growth for 2019.

• At least 10 companies have received investment from the Dorset Business Growth programme, which is underwritten and governed by the council. This grant funding is matched by the employer and is used to invest in capital improvements to their operations, creating jobs.

• Bournemouth has gained recognition and status as a Green Economy Leader, a place that values and works to improve its environment alongside its economic growth.

• We launched BOMO Festival, a season of arts, culture and ideas that brings together a series of thought leadership conferences in technology and creativity alongside a rich mix of film, theatre, visual arts, literature and music events.

• In 2012, two Business Improvement Districts (BID) were set up. The Bournemouth Town Centre BID is a not for profit company with a board of directors made up of representatives of levy paying businesses. Primarily funded by nearly 700 businesses within the BID area, the initiative invested over £3m into the town centre in its first 5 year term, and will invest a further £3m over the second 5 year term in raising the profile of the town centre, increasing footfall and ultimately bringing businesses more customers. In 2012 the Coastal BID was also set up to increase the number of people visiting Bournemouth off-season and persuade them to stay longer and improve their experience to encourage repeat visits.

https://technation.io/insights/report-2018/bournemouth/


We said … we would invest in our tourism economy

• In recent years significant management and efficiency improvements have been introduced across the tourism department’s portfolio. A strong commitment to embracing product innovation and partnership working has helped to transform the department, helping to drive commercial and public sector investment into events such as the annual Air Festival and Christmas Tree Wonderland as well as attract investment into the public realm and leisure facilities across the seafront.

• The council’s direct commercial operations on the seafront are generating a significant net annual surplus which means the Tourism department as a whole this year is on course to contribute over £1.3m net to the council’s budget savings target. For the first time since the council was established in 1892, the council’s tourism function is a net contributor rather than a cost to the taxpayer and delivers exceptional value for money to the conurbation, helping to support a tourism sector worth over three quarters of a billion pounds a year to the local economy.

• A joint tourism service is now in place across Bournemouth and Poole.

• Destination, Seafront and Festival marketing campaigns have been delivered through traditional and digital channels and reached over 72m people nationally and worldwide, reaching over 2m people through social media and e-marketing platforms.

• Bournemouth Air Festival, the UK’s biggest free Air Festival, has been hosted by the council since 2008. It attracts over a million people to the town and reinforces the importance of the tourism sector to the identity and economic wellbeing of Bournemouth.

• The Christmas Tree Wonderland concept 2018-2022 has been developed and we have secured funding over the next five years. Footfall has increased by 50% over last year and the year before, helping to contribute a strong town centre destination feel.

• We continue to work closely with the integrated Education Fund to raise the profile of Bournemouth as an Educational Tourism Destination and following the BREXIT vote have been proactive in support over the issues surrounding visa applications and EU citizen status.

• Arts by the Sea was launched by Bournemouth Council in 2011. It also became an Arts Council England National Portfolio Organisation in 2015. The festival is Bournemouth’s annual celebration of art, culture, people and place, through which we strive to enhance a sense of community and raise Bournemouth’s profile on a national scale as a leader in culture.

• In May 2014 the Wheels Festival was launched and attracted more than one million visitors since it began. It took place for three years until 2016.

Establishing the joint tourism services with Poole has helped deliver significant benefits across the conurbation. The marketing and events activity has been taken to a new level with Christmas Tree Wonderland, Air Festival and Arts by the Sea Festival helping to keep Bournemouth ahead of the game. Cllr Pat Oakley


Insight

Skills37.9 % of residents aged 16-64have an NVQ4+ or equivalent

HousingPublic admin/Education/HealthFinancial/businessOther sectors Wholesale/retail Info. & CommsOther Services Transport Storage Construction Accom. & Food ServicesManufacturing

Sectors

Employment

of commuters travel by cars

& vans

67 %

Sustainable transportOf those who lived less than 2km

(1.25 miles)

40% drove to work ... 24 mins walking 8 mins cycling

Insight

London13.24

England

7.9

Bournemouth9.9

Affordability ratio

median earnings and house prices

Public Admin/ Education/Health

from their workplace

[Source : Insight Team]

Insight What do we know about our local economy?

Bournemouth’s total working age population is 126,913, which represents 65.2% of the total population.

The percentage of working age population who are economically active is 78.2% which is slightly lower than the national of 78.6%.

The unemployment rate is 4.1% which is 3% lower than the national figure.

According to the Business Register & Employment Survey the three sectors that employ the most people in Bournemouth are Health 16.78%, Retail 11.99% and Accommodation & Food Services 10.79%. Understanding the impact of Brexit on employment locally will be key as a large number of EU nationals work in the health sector.

The sectors that generate the most GVA in Bournemouth are Public Services, Real Estate, distribution, transport, accommodation & food and finance & insurance. We know that certain sectors are more productive in terms of GVA per capita (nationally Real Estate, Information & Communication and Finance and Insurance are the greatest sectors) however local authority level data is currently not available.

Housing in Bournemouth is relatively expensive for Bournemouth residents.

Median private sector rent is higher than the national average for one, two and three bedroom properties and the resident based affordability ratio, which is calculated using median earnings and median house prices for Bournemouth is also higher than the national equivalent.

bournemouth’s performance review · 2019. 11. 18. · bournemouth’s performance review 2019 3 1...

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