2002 - Leisure spend and leisure time is still growing. The 1996 Leisure Strategy provided a good planning base, as acknowledged by the Leisure Strategy Working Party Review Group in December 1999, with over 75% of the recommendations being implemented.

2001 - Central Government recognises the significant contribution Cultural Services can make to the economic, social and environmental well being of an area. The Local Government Act 2000 gives powers to Local Authorities to promote and improve economic, social and environmental well being and under Best Value it is a requirement for Local Authorities to prepare a Cultural Strategy. Provision of a wide range of quality leisure opportunities for residents and visitors remains a key priority for Bournemouth as an integral part of the Cultural Strategy vision of positioning the Town as a world-class resort.

2002 - The Council has been extremely successful in attracting private sector leisure investment, e.g. Meyrick Park Health and Fitness Facilities, Bournemouth Eye Balloon, and a range of new attractions on the Seafront including Hot Rocks, the Oceanarium and West Beach Cafe. As a Unitary Authority Leisure's input to the Town's Health Improvement Plan has levered in further funding for Active Lifestyle Programmes and links with Education and Social Services have resulted in increased leisure opportunities for disenfranchised people and school children. There has also been increased support by the voluntary sector, in the facility management of bowls sites and in conservation work in the Parks and Countryside. Successful Lottery applications have included Bournemouth Indoor Bowls Centre, artificial pitches at Littledown Centre and recently Boscombe Chine Gardens - restoration works, and Sports Development outreach work funding for Boscombe. Draft Supplementary Planning Guidance – Planning Obligations for the Provision of Open Space and Recreation Facilities 1999 - provides for financial contributions in respect of new developments in Bournemouth. The breakdown of these contributions is as follows (below):

To date in excess of £1 Million has been collected and is now available for release following adoption of the Bournemouth District Wide Local Plan in 2002. The Supplementary Planning Guidance will be further reviewed in 2005 to fit with this Leisure Strategy, the Green Spaces Strategy due for publication in 2005 and the District-wide Local Plan or its successor, the Local Development Framework.

The 1996 Strategy acknowledged this as one of the fundamental issues that needed to be addressed. The Cultural Strategy Working Papers highlighted that more outreach work in sports and arts development was needed and, in the 1999 Household Survey, residents prioritised the need for more outreach work in Parks and Gardens.

Social inclusion is a key driver in the strategy and can only be achieved through a stronger emphasis on resuming outreach activities.

The Corporate Asset Management Plan quantifies backlog maintenance and the condition, suitability and sufficiency of the Council's buildings and land. This Strategy will assist in determining the future asset base required for leisure facilities and could potentially release resources for leisure development initiatives and new leisure facility provision.

Development work has been extended since 1996 with the strengthening of sports development, events management and health development work and the transition of Parks Inspectors to a Community Parks Team.

Effective links have been established with Social Services and Education and the Freestyle Card has been used as a mechanism for differential pricing. Progress has however been limited because of tight staffing resources and high income targets for leisure facilities as a result of budgetary pressures. Small but effective projects like the Leisure Link Project at the Littledown Centre giving better access to leisure for people with learning difficulties have been achieved with grant support.

Significant progress has been made over the last 5 years with a reduction of over capacity particularly in the north of the Borough, and the development of improved provision in areas such as the south east and central parts of Bournemouth. However, adequate funding has not been made available to fully implement the playground proposals adopted in 1996 and consequently a further review has been necessary. The revised provision levels set out in Paper 4 are consistent with the resources now available.

There is a need to continue to review the levels of supply of leisure facilities and alternative management arrangements to achieve a more sustainable future. This will involve further partnerships with the private and voluntary sectors.

Progress over the last 5 years has included private sector investment at Meyrick Park Golf Course and Kings Park Indoor Bowls Centre, externalisation of facility management at most bowls and tennis sites to voluntary sector and/or private contractors and provision of the Sir David English Sports Centre through Bournemouth School Sports Trust.

Continuing investment by the private sector has been attracted including Hot Rocks, the Oceanarium and West Beach Cafe. Remaining major projects include redevelopment of the Honeycombe Chine, Bournemouth Pier and the Happylands sites. The development of new attractions together with the extension of services such as land trains has extended the season and sustained income generation for the Seafront. Establishment of management plans for the cliffs and chines provides essential planning tools to ensure the sustainability of the town's heritage and attraction.

Considerable effort has been put into maintaining floral and horticultural excellence which has been rewarded by winning of competitions such as Britain in Bloom and gaining 'Green Flag' Awards at key parks and gardens within the town.

There is a requirement for significant reinvestment in the infrastructure within the towns Parks & Gardens. A successful bid to the Heritage Lottery fund for Boscombe Chine Gardens will resolve the reinvestment issue for this particular site.

The preparation and implementation of management plans for significant open space sites is the cornerstone of sustainable management and much progress has been made. The 1996 Strategy saw the need to develop green links in Parks, Gardens and Open Spaces to provide effective transport links to leisure facilities and reduce the temptation to travel to areas like the Purbecks and New Forest. Limited progress has been made but the need for an effective network of green links and safe access for walking and cycling has been reinforced in the Cultural Strategy.