The Council has been a Unitary Authority since 1997 and the benefits of joined up working have been highlighted previously. At a national and regional level a number of strategic decisions impact on the provision of leisure services in the town: -

a) Establishment of Best Value Regime.

This requires the Council to develop a 5-year improvement plan, which reviews the services it provides and how they are to be delivered in the future. The review has encouraged more joined up thinking in how services are delivered both within and outside of the organisation. The review for Cultural Services was based on the objectives and targets of both the Cultural Strategy and the draft of this Leisure Strategy.

b) The increased drive towards a bidding culture for new Government resources.

Capital funding increasingly has to be secured through a bidding process. Mechanisms include Lottery funding, Capital Challenge, PFI, and European Funds.

c) Modernisation of local authorities.

The modernisation agenda, which is being driven by Central Government, is aimed at improving local accountability, the speed of decision-making and the engagement of local people in the process. The increasing emphasis on consultation with users and non-users is an important opportunity.

d) The reduction of Central Government Funding to Local Authorities for other services.

Whilst funding levels for Education have increased, the allocated funding for 'other services', which includes Cultural Services, is gradually reducing. This, together with expectations under Best Value of further economies of a minimum of 2% per annum and rising customer expectations, compounds the problem and poses significant questions for the future sustainability of Cultural Services in the Local Authority environment. More imagination and resources will need to be applied to maximise funding streams.

e) E-Government.

Increasing use will be made of ICT in delivering services, which will require a fundamental review of how we design information systems for both colleagues, customers and external partners and access information. Opportunities include bookings, purchasing and effective fast public consultation.

A more buoyant economy than 1996 is leading to increased leisure spending in both Bournemouth's domestic and tourism markets.

However, as a result of low unemployment, it is now becoming more difficult to recruit and retain staff. An effective human resource strategy and a stable resource base will be essential to both recruit and retain highly motivated staff to deliver the strategic objectives of the Leisure Strategy.

a) We have a more litigious society and whilst we have to aim provide maximum enjoyment in a variety of activities we have to weigh up the increased cost of insurance with more risk assessment and additional manning.

b) The polarisation of time rich and time poor society . For the future, Leisure Services will need to find a balance between providing facilities for an ageing time rich population and, at the same time, offering purposeful convenient leisure with appropriate childcare provision for the working population. There is however some recent social research that suggests a shift towards seeking reduced working hours to improve quality of life.

The need to protect the environment is greater than ever, with tough new recycling targets to be achieved, air and bathing water quality to be maintained and the need to reduce the emissions of greenhouse gases. The challenge is to develop Bournemouth's leisure economy in ways that address the environmental needs of this and future generations.