The people of Bournemouth have high expectations of their cultural life and there is huge pride in the quality of Bournemouth as a place. Our culture has been shaped by the importance of tourism to Bournemouth’s economy. There is a long tradition of hospitality and an entrepreneurial spirit with many small businesses in the Borough. Catering for visitors enables the town to enjoy a wide range of events, attractions, outstanding gardens and beaches, which are already world class. The town confidently expects to win national and international awards each year.

Bournemouth’s cultural life impacts on every aspect of the town. The natural landscape has been significant in enabling the town to establish itself as a successful resort and the shape of land use and the built environment has been influenced by the needs of tourism. Over 50% of car use is for leisure and tourism activity and many local businesses, be they retailers or suppliers of service, have their turnover influenced by the success of tourism. Larger companies with premises in Bournemouth also value the quality of environment and the
well-being of their workforce.

New initiatives are enhancing our facilities, for example, the Russell Cotes Art Gallery Museum has just re-opened following major refurbishment,  the new Bournemouth Library is open and work is proposed on upgrading Boscombe Gardens with the help of the Heritage Lottery Fund, commencing Winter 2002.

However, the town’s culture is facing changes and challenges:

• The perception of an affluent and healthy population masks some areas of serious deprivation and health problems.
• Our tourism industry is at a cross-roads as businesses cope with rapid change, new technology and intense international competition.
• The town’s outdated ‘elderly’ image is changing, with large numbers of young people and students and a vibrant night-life but this, in itself, has created a generation gap and a ‘split’ culture.
• Our long standing reputation as a cultural centre with a world class Orchestra is felt by many to be wearing thin due to a lack of diversity in arts and entertainment programming.
• Sustainability - achieving the balance between the town’s environmental and economic aims and addressing transport issues in a sustainable way.
• We face a serious shortage of funding to invest in and maintain our cultural facilities. Bournemouth Council, working with staff, voluntary organisations and many businesses from the cultural sector, has re-appraised the town’s cultural identity. We are challenging the balance of provision between public, private and voluntary sectors whilst re-appraising the priorities for cultural services. Bournemouth Borough Council’s Household Leisure Survey (1999) and Citizen Panel Research 2000 revealed that 75% of informal and organised leisure and recreation activities are undertaken in open space and facilities managed by Bournemouth Borough Council. Overall survey
respondents are very satisfied with the recreational services that are provided.

Bournemouth’s cultural identity is complex and diverse, but some clear messages have emerged:

• Bournemouth is the UK resort with most potential to compete as a high quality world class destination. We will be making a strong case to national and regional agencies that an injection of funding is required to achieve this in the medium term.
• Stakeholders continually mention ‘quality’ as their aspiration for cultural services. The Council is developing targets for continuous improvement to quality and value for money and this will involve organisational change.  The aim is to develop a creative and innovative climate amongst all Cultural Strategy partners, which will release resources to deliver priorities.
• The aspirations of our community are to become gradually healthier and more active at all ages and to have more leisure opportunities within their neighbourhood.
• Our environment must be sustained and transport is a key issue in our cultural infrastructure.
• Our cultural industries offer a key to the future; we should make the best use of centres of excellence like Bournemouth University, The Arts Institute and Bournemouth Orchestra.
• We should value diversity; different ages and types of people not just co-existing, but complementing each other; the contribution which both residents and visitors make to the life of the town.
• The town cannot be separated from its hinterland; the rural sub-region of Dorset and The New Forest perfectly complements Bournemouth as a cultural, recreational and tourism centre. We need to work collaboratively with our neighbours.
• We can only make the best of Bournemouth’s cultural life by ensuring voluntary, private and public sectors work together and by raising awareness of opportunities available.
• The importance of maintaining and enhancing the town’s hard and soft landscaping and seascape for the benefit of both residents and visitors.
• The potential of cultural activity to raise self esteem, improve health, life long learning and improve community safety.
• The tension between our desire to achieve best quality of the town’s cultural services and the shortage of funding to achieve this.

Our response to these issues is encompassed in six key aims: -

• Aim 1. Develop Bournemouth’s Cultural Identity as Britain’s World Class Resort.
• Aim 2. Improve people’s quality of life and health through cultural activity.
• Aim 3. Promote the entitlement of every child and young person in Bournemouth to a fully rounded cultural and creative education.
• Aim 4. Include everyone in Bournemouth’s cultural life by valuing diversity.
• Aim 5. Conserve, enhance and promote access to Bournemouth’s environment and heritage.
• Aim 6. Encourage sustainable growth of Bournemouth’s cultural industries.

Each of these aims is explained individually in Section 5 of this Strategy Document, with proposed objectives, actions and targets.