Service Plan 2015/16

Tourism and Corporate

Communications

Page
1. Service Scope
What do we do and how are we organised? 2
What are our key risks and assumptions? 5
What are our key achievements? 6
Customer and stakeholder analysis 6

2. Key Activities 2015/16

What are the core service activities we 8
deliver?
What new projects, activities and service 10
improvements will we undertake in 2015/16?
New activities in 2016/17 and 2017/18 18
What services/activities will we be stopping? 18
Fees and Charges Proposals 2015/16 19

3. Resourcing Statement
Financial Resources 20
Staffing Resources 21
Savings and Efficiencies 22
Service Unit Reserves 22
Service Plan Sign Off 23
Glossary 23
1. Service Scope

What does the service unit do?

Tourism is Bournemouths most important industry as a result of its major contribution to the
economic and social life of the town. Our aim is to deliver strategic development of the resort
and a service including excellent destination management that is unrivalled in the UK. This
means providing an inspiring and efficient tourism marketing, events programme, town centre
management, seafront operations and arts service. Both our seafront operations and arts and
heritage development offer is vital to sustain the vibrancy of the town for local people and
visitors.

The service unit delivers these key areas:

Destination Management
Tourism Strategic Planning
Tourism / Town Planning
Night Time Economy
Arts development
Destination Marketing and reputation management
Events Management and Development
Quality improvement
In-Resort Visitor Management & Marketing
Tourism Industry Liaison
Seafront management
Russell-Cotes Art Gallery & Museum
Council Communications & service marketing
Council reputation management
Council branding and quality assurance
Internal Communications
Council digital engagement
Development of digital communications activities
Market research and resident consultation

Our Service Plan forms part of the working document for Bournemouth Tourism Management
Board (BTMB) to help achieve the agreed tourism objectives and the annual strategic priorities.

2
How are we organised?
To provide these services efficiently, the team is organised into four delivery arms that work in a
fully integrated manner: Destination Development & Strategy, Operations, Destination Marketing
& Events and Council Communications & Marketing.

Destination Development and Strategy:

Tourism Strategic Planning - Co-ordinating destination development, market intelligence and

policy development necessary for a prosperous tourism industry. Monitoring and refreshing the
delivery of the Bournemouth & Poole Strategic Framework / Action Plan and the Bournemouth
Tourism Management Board 2014 Priorities within the Bournemouth Tourism Strategy.

Tourism / Town Planning / Night Time Economy - Creating an attractive, sustainable offer.
Guidance on provision of tourism facilities to meet current and anticipated demand. Retention of
viable bed stock by providing the Planning Board with expert advice on tourism market forces.
Stimulating economic regeneration and facilitating appropriate developments. Major input to
Local Development Framework. Steering and contributing to the Town Centre Master Vision
(TCMV) and Night Time Economy (NTE) related development.

Arts Bournemouth - Aiming to enhance and market Bournemouth's arts offer. Working in
partnership and in collaboration with many organisations, it supports, develops and delivers arts
events and activity to make Bournemouth a more enjoyable place to live, work, study and visit. It
directs, produces and delivers the Bournemouth Arts by the Sea Festival.

Resort Representation & Advocacy is essential to ensure that national policy assists
Bournemouths development as a prosperous destination with the National Coastal Tourism
Academy (NCTA) working with tourism businesses to help them reach their commercial
potential and provide the best possible experiences for their visitors

Operations Team:

The Seafront Team manage all the activities along the seven miles of Bournemouths coastline
- the resorts largest attraction. This work generates an operating profit for the Council, supports
the tourism industry and provides a major amenity for local residents. There are approximately
35 permanent staff supplemented with seasonal staff during the tourist season. The
development of the Seafront Master Plan will create a blueprint for a more contemporary
seafront offer.

The Russell-Cotes Art Gallery & Museum aims to inspire and enrich the lives of
Bournemouths residents and visitors by creating an internationally acclaimed cultural flagship
around a unique Grade II listed historic house and international art collection.

The Resort Information Team provide an objective and high quality advisory service through
Tourist Information Kiosk (Pier Approach ), Seafront Office, telephone, e-mail and publications
to ensure the best experience and increase visitor loyalty and work with trade partners to deliver
tourism information in a variety of formats.

3
Destination Marketing & Events Team:

Destination Marketing - Managing the umbrella brand of Bournemouth. UK, European and
Global level marketing of the resort through the most cost-effective marketing tools to increase
market share and improve the tourism support for the economy. Marketing activities will
continue to maximise the opportunities in rapidly growing e-channels, particularly within the
arena of social media. Inspiring and co-ordinating opportunities to promote the Town Centre in
the regional context in order to have a positive impact on footfall trends.

Service Unit Marketing - Within the new Service Structure the team are now fully responsible
in delivering marketing activities and plans for Russell-Cotes Art Gallery and Museum and the
Seafront. The scope includes supporting commercial ventures on the Seafront and at the
Russell-Cotes.

Festival Marketing As part of a growing Festival portfolio greater focus is now placed on
successfully creating awareness and driving commercial revenues to attract 2 million people to
a wide range of Festivals and Events in the Town. The team is not only responsible for
Festivals the Council organises but also works in partnership with external organisers including
the BIDs companies to promote the Christmas Festival - Gardens of Lights, Shake and Stir, the
Powerboat Festival and the Bournemouth Marathon.

Events Management and Development Administering over 570 requests per annum for
events in parks, gardens, open spaces, seafront and the town centre to ensure they are both
entertaining and safe. Organising, promoting and supporting major events assisting the strategic
development of tourism, including the Bournemouth Air Festival, Arts by the Sea Festival,
Bournemouth Wheels Festival, Christmas Festival Gardens of Lights, Bournemouth Marathon,
On Stage at Pier Approach Music Programme, Bournemouth Bay Run, Family Fiesta, Food
Festival and Light Nights etc. Consider and evaluate the optimum nature and location of event
applications and their relevance to the town

Corporate Communications & Marketing:

Strategic communications & service development High-level communications and

reputation management advice & activity to support the organisations leadership. Ensuring a
fit-for-purpose, modern communications, PR and service marketing function. Maximising income
streams to give security of service funding for the future.

PR & Communications Providing an effective day-to-day reputation management service in

an account management (business partner) structure. Service delivery involves proactive &
reactive communication including campaign planning, media relations and social media & digital
engagement, as well as incident communications in which the team has a statutory role to warn
& inform the public.

Marketing & branding Ensuring maximum visibility and recognition for the Council in its
service delivery, through effective brand management and service marketing advice & delivery.
Brand quality assurance for the Councils information shop window bournemouth.gov.uk,
effective print information provision and management including BH Life production. Offering a
quality traded service to Council departments, providing photography, copy writing, video
production, print management and web development.

4
Internal and change communications Maximising staff engagement via excellent internal
and change communications to support the Councils extensive transformation agenda.

Digital and social communications Developing communications activities to meet public

expectations in a digital age and to support the Councils Digital by Default Agenda.

Market Research and Consultation ensure a full programme of resident, staff and targeted
opinion and market research, utilising a variety of qualitative and quantitative methods, including
the e-panel, Bournemouth Opinion Survey, employee engagement survey, focus groups and
other methodologies. Traded services offered to departments on a commissioned-basis.

What are our key risks and assumptions?

Reducing budgets and impact on front facing service delivery. Reducing budgets and
staff capacity provides limited ability and flexibility to meet new challenges and business
requirements from both within and outside the organisation
Post election budgeting
Sustained poor weather will have a considerable negative effect on the budget
Successfully embedding new business models and staff structures
Securing future financial sustainability for Council Organised Festivals Bournemouth Air
Festival, Arts By the Sea Festival and Bournemouth Wheels Festival
Meeting income and sponsorship targets for Festivals in particular for the Bournemouth
Air Festival, Bournemouth Wheels Festival and Bournemouth Arts by the Sea Festival
Securing funding traditionally from the recession fund Gateway Funding particularly for
Bournemouth Wheels Festival 2016, Friday Night Family Fiesta 2016, Bournemouth Air
Festival 2016 and the entertainment programme for The Waterfront at Pier Approach
2016
Securing future financial sustainability for the Russell-Cotes Art Gallery & Museum
Beach replenishment and lack of potential funding could mean a lack of beach width and
undermining the promenade?
Market conditions for major seafront developments
Loss of key personnel
Securing sufficient income to sustain existing capacity within Corporate Communications
in order to satisfactorily deliver on the organisations stated communications business
requirements
Ability to effectively source, fund and rollout required IT support system for the effective
running of communications activity across the Council (digital asset management, social
media management)
Managing any potential funding cuts arising from the 2015 Local Government Spending
Review?
Negative impact of infrastructure developments such as highway improvements and
Wind Farm
Level of external activity by competitor resorts
Ability to resource tourism planning team in response to increasing number of planning
applications

5
What were our key achievements last year?
Delivery and embedding of major structural changes
Delivery of the major festivals and events programme including the inaugural Wheels
Festival
Achieving 4 Blue Flags,2 Seaside awards and Purple Flag
Delivery of the stage 1 seafront strategy projects including significant works to Pier
Approach & Alum Chine
Clear up and post event response from the February storms
Setting up new Governance arrangements for the Russell-Cotes Art Gallery and Museum
Nominated for significant National Museum awards
Launch of the Coastal Activity Park
Gaining National Portfolio Organisation status for Bournemouth Arts by the Sea Festival
Completion of the Wayfinding System for Bournemouth (completion Dec. 2015)
Undertaking full Communications CST (Core Service Transformation) review
Launch and implementation of the new Building A Better Bournemouth brand and vision
for the Council
Achieving improvements in two key indicators year-on-year (value for money 51%
2013, 47% 2012; Council acts on concerns of residents (64% 2013, 63% 2012) and
maintaining performance in key indicators well informed (57%) and trust (65%), along
with an additional indicator for 2013: Council is Building a Better Bournemouth: 53%
agreed
Finalist in five categories of the Chartered Institute of Public Relations Pride South of
England Awards including Outstanding Public Relations Team of the Year, Crisis
Management, Best Integrated Campaign, Community Relations and Best Use of Social
Media
Finalist in two categories of the Social Media Awards 2014
Led the design and content upload of the Councils new website, achieving a 2nd in the
UK unsolicited ranking by independent analysts SiteMorse 2015 quarter 1
Strong working relationships established with Research & Information colleagues across
the authority
Transferring the delegate reservation service to the private sector and securing its future

Customer and stakeholder analysis

The teams routinely engage and work with different groups and stakeholders including:

Tourism Industry - Bournemouth Tourism Management Board and its seven sector groups,
Bournemouth Tourism Marketing Group, Coastal and Town Centre BIDS, Poole and
Bournemouth Joint Management Board, National Coastal Tourism Academy, Bournemouth
Town Watch, Bournemouth Chamber of Trade and Commerce and Federation of Small
Business. A variety of smaller trade groups associated with commercial areas in the town -
Detached Youth group, Operation Globe (crime liaison group), Bournemouth Reducing Crime
Initiative.

Arts and Culture Board - Comprises representatives of the Councils arts and culture teams and
external arts and culture organisations. Responsible for the creation and strategic development
and management of the arts and cultural strategy and its integration into tourism strategy and
activity.

6
Russell-Cotes Art Gallery & Museum - Customer satisfaction is regularly monitored through self-
completion visitor feedback forms and specifically for events, exhibitions, workshop/ learning
sessions and questionnaires for group leaders/ teachers/ keyworkers. TripAdvisor is also
monitored and the museum won a TripAward Certificate of Excellence in 2012 and was the top
rated attraction in Bournemouth

Seafront Strategy project extensive stakeholder consultation. Seafront Strategy Staff and
external engagement through a series of detailed workshops held at key decision making points
through the project. Additionally, two local primary schools are working on their vision of how the
seafront should look and feel.

Beach Hut Association - Regular meetings and correspondence with representatives of the
association.

Coastal Activity Park Stakeholders group meeting regularly to provide strategic feedback and
direction to the development and operation of the park.

Residents: All KPIs continue on an upward trend (source: BVPI survey pre-2012; Bournemouth
Opinion Survey 2012 onwards)
Residents well informed: 2008 39% / 2013 58%
Residents get Value for Money from Council: 2008 22% / 2013 51%
Residents feel Council acts on their concerns: 2008 44% / 2013 63%
Residents trust the Council: 2012 65% / 2013 67%
Council is Building a Better Bournemouth: 2013 53%

Internal customers: All Service Units consulted on changes to central team as part of Core
Service Transformation for Corporate Communications. Elected Member engagement via active
Task & Finish Member and Corporate Cabinet Lead.

Press & Media: Representatives of the press and media consulted via online survey regarding
the quality of the Corporate Communications Media Relations Service.

Bournemouth Arts by the Sea Festival Annual visitor/ audience survey. This years on-line
survey asked a range of questions about the quality of the visitor experience. Overall 87% of
respondents agreed that their overall experience of the festival was positive.

Seafront visitor survey 2013 & 2014 snapshot- Visitor survey to be repeated bi annually and
used to inform future service improvements. Results once again show very high levels of
customer satisfaction with Public toilets being highlighted as the key area to make
improvements.

Equality and Diversity - The Council is committed to equality and diversity. Each service unit is
obliged to produce an Equality Action Plan. Our action plan is available here:
http://www.bournemouth.gov.uk/CouncilDemocratic/EqualityDiversity/ServiceEqualityActionPlan
s.aspx

Employee Engagement Key issues following the results of the most recent staff survey:
http://biz/BusinessUnits/TCC/DDS/default.aspx

Appraisal Conversations

7
The Appraisal Conversation Policy sets out that Annual Appraisal Conversations will take place
within a two month window defined by Service Directors. Interim reviews take place six months
later. Our department will have completed required PADRs by end of November 2015.

8
2. What are our key activities in 2015/16?

What are the core service activities we deliver?

Table A
2015/16 Other key
Council priority outcome / Associated Performance service
Key activity/action Performance
objective / driver performance measure manager dependencies
target
Operate Russell-Cotes Art Gallery & IE1 Building a world class Number of users, Within Chris Marketing team
Museum and deliver a museum service for seafront income, visitor approved Saunders
local people and visitors to Bournemouth satisfaction resources and
team plans
Delivery of effective and relevant seafront EC3 Managing sound Within approved Within Chris Marketing team
services on budget and in accordance with finances resources and team approved Saunders
the team plans plans resources and
team plans
Continue to deliver and develop the Coastal IE1 Building a world class Revenue costs v income Chris NCTA, Parks
Activity Park (CAP) seafront make the Park Saunders
sustainable
Delivery and transformation of the Resort IE1 Building a world class Within Chris Seafront
Information service seafront approved Saunders strategy works
resources and
team plans
Undertake contract/ lease renewals and IE1 Building a world class Chris
tenders as sites become vacant and in line seafront Saunders
with the seafront strategy aspirations. Review
options to operate in house where more
profitable.
Design & deliver behaviour change EC1 Becoming a 24/7 council Improve the percentage Dependent Georgia Turner Budget
marketing campaign to encourage digital of people using 24/7 upon budget availability from
service take-up and support the digital by facilities availability lead client,
default agenda (including social media from lead Customer
enhancements & targeted e-newsletter client,
capability) Customer

9
 2015/16 Other key
Council priority outcome / Associated Performance service
Key activity/action Performance
objective / driver performance measure manager dependencies
target

Deliver full PR, comms & marketing service EC1 Becoming a 24/7 council Increase the percentage Contribution to Georgia Sufficient take-
to the organisation of Bournemouth income target Turner up of services to
residents who agree 80K deliver income
that the Council target
provides value for
money
Engage staff in showcasing delivery of the EC2 Developing our Increase the percentage Staffing Georgia Turner Effective
Councils building a better Bournemouth workforce of staff who are satisfied capability involvement by
narrative, through effective application of the with the Council as an funded via client teams
brand and execution of communications to employer Management and other
support building a better Bournemouth of Change central services

Conduct and fully delivery 2015 Employee An Efficient Council EC2 Increase in participation; Within Lisa Effective
Engagement Survey Developing our workforce increase in staff allocated Stuchberry involvement by
engagement score resource client teams
and other
central services
Complete Bournemouth Opinion Survey An Efficient Council EC3 Target response rates Within Lisa Effective
including full report Managing sound finances achieved; increased allocated Stuchberry involvement by
customer satisfaction resource client teams
score and other
central services
Operate Arts Bournemouth and deliver an TE5 Investing in our Tourism Number of users 120,000
arts service for local people, businesses and economy
visitors to Bournemouth

Review quarterly the principle risks and Core Business Risk register and BCP Risk register All service
business continuity within the service reviewed quarterly and BCP managers
reviewed
quarterly

10
 2015/16 Other key
Council priority outcome / Associated Performance service
Key activity/action Performance
objective / driver performance measure manager dependencies
target

Ensure the service unit fully supports the Equality & Diversity Council achieves Council All service
Council in its Equality and Diversity work equality standard achieves managers
excellent status equality
standard
excellent
status
Retain 4 blue flags and 2 quality coastal IE1 Building a world class Awards achieved Chris Bathing water
awards for the beaches seafront Saunders quality testing

What new projects, activities and service improvements will we undertake in 2015/16?
Table B
2015/16 Other key
Council priority outcome / Associated Performance service
Key activity/action Performance
objective / driver performance measure manager dependencies
target
Develop and deliver the 2015 Bournemouth IE1 Building a world class Number of people 100,000 Amanda Barrie Corporate
Arts by the Sea Festival seafront engaging with the funding in line
Festival with the
TE5 Investing in our tourism requirements of
economy the NPO
application
Delivery of key priorities identified in the TE1 Improving 11 key priorities identified Progress in Amanda Barrie
Bournemouth By Night report via the Night Bournemouths evening and in report, adopted by delivery in all
Time Economy strategy group and engaging night-time economy strategy group as initial 11 areas by
and managing all other service units in objectives Dec 2015
delivery

Retention of Purple flag award TE1 Improving Retention of and award Pass interim Amanda Barrie
Bournemouths evening and of Purple Flag status assessment
night-time economy
11
 2015/16 Other key
Council priority outcome / Associated Performance service
Key activity/action Performance
objective / driver performance measure manager dependencies
target

Review and develop the Bournemouth TE5 Investing in our tourism Report production and Adoption of Amanda Barrie
Tourism Strategy 2011 2020 economy policy establishment. report in
Identify key objectives Council.
and direction Identify key
Review and develop the Bournemouth Arts & EC2 working in partnership
Culture Strategy objectives by
Sep 2015

Supply data and support for Wind Farm IE5 Protecting Decision in Amanda Barrie
appeal Bournemouths parks and 2016
natural open spaces
TE5 Investing in our tourism
economy
Co-ordinate Tourism input into development TE5 Investing in our tourism Report production and Implemented Amanda Barrie
of new Tourism Supplementary Planning economy policy establishment. by Jun 2015
Document (SPD) by Planning Department Identify key objectives
and direction
Manage the arrangements of the National TE5 Investing in our tourism Final NCTA financial Jan 2016 Amanda Barrie
Coastal Tourism Academy (NCTA) linked to economy return submitted to
the end of their funding EC5 Working in partnership Department Communities
& Local Government

Review and develop the Planning process IE1 Building a world class Updated systems in May 2015 Amanda Barrie Planning
and monitoring systems for tourism related seafront place and better
planning applications TE5 Investing in our tourism monitoring of applications
economy and appeals
Put together detailed capital bid for IE1 Building a world class Funded scheme that Sep 2015 Chris Planning &
Bournemouth Pier structure works post the seafront phases works over a Saunders Transport -
Pier survey number of years and engineers
minimises disruption
Delivery of the phase 2 seafront strategy IE1 Building a world class Funded and delivered Amanda Property
projects as agreed at Gateway Board seafront schemes in line with the Barrie/ services,
12
 2015/16 Other key
Council priority outcome / Associated Performance service
Key activity/action Performance
objective / driver performance measure manager dependencies
target
including: business plan and budget Apr 2016 Chris Planning &
agreed at EGB Saunders Transport
Southbourne beach huts
Manor Steps
Durley Chine cafe development
Pier Approach Phase 2
East Cliff lift site
Coasters
Toft steps watersports site
Happylands site
Procurement of replacement land trains IE1 Building a world class Route extensions agreed Feb 2016 Chris
seafront and new stock funded Saunders
and sourced
Replace beach hut stock as budgets allow IE1 Building a world class Increased number of Achieve Year Chris Availability of
seafront sites and income 1 actions by Saunders funding
generating opportunities Dec 2015
Delivery of the Coastal Activity Park (CAP) IE1 Building a world class Delivery of phase 2 Chris Planning
project in conjunction with the National seafront projects by March 2016 Saunders consent &
Coastal Tourism Academy (NCTA) engineering
advice
Review the procurement of catering supplies EC3 Managing sound Improved revenue, 5% reduction Chris Procurement
inclusion ice cream, drinks and food finances improved satisfaction in costs Saunders team

Develop the beach catering offer & provide 3 IE1 Building a world class Improved revenue, Good Chris
new ice cream kiosks seafront improved satisfaction customer Saunders
satisfaction.
100k extra
net revenue
Undertake Yellow fishes clean bathing water IE1 Building a world class Improved bathing water Chris Planning &
campaign. seafront results at Bournemouth & Saunders Transport
Boscombe officers
assistance.
13
 2015/16 Other key
Council priority outcome / Associated Performance service
Key activity/action Performance
objective / driver performance measure manager dependencies
target
Parks,
Cleansing &
Waste.
Implement the findings from the In Resort TE2 Building a smart and Yet to be determined but Achieve Year Chris
information marketing review as part of the connected digital town likely to be One actions by Saunders/
CST process including the conference service feedback from Industry Dec 2015 Jon Weaver
through traditional marketing, and consumers.
e-communications and satellite tourism
Identified suitable
business premises
alternative for TIC
Finalise the release of Westover road VIB EC4 Making best use of our Staff relocated and Jul 2015 Chris Property
site assets building released, Saunders services, FM
savings achieved

Undertake feasibility to move arcade to adopt EC4 Making best use of our Adopted scheme but only Sep 2015 Chris Accountancy,
redemption for the pier arcade assets if financially Saunders procurement
advantageous
Undertake feasibility on museum storage EC4 Making best use of our Bid to EGB for funding Sep 2015 Chris Property
centre relocation to Southcote road and assets but only if financially Saunders services leading
release of current site advantageous on the feasibility
funding
Undertake and embed new governance TE5 Investing in our tourism New governance Oct 2015 Chris Legal, Finance,
arrangements for the Russell-Cotes Art economy arrangements in place Saunders democratic
Gallery & Museum and easy to use/ services
understand
Undertake review of charging policy for the TE5 Investing in our tourism Pricing review Sep 2015 Chris
Russell-Cotes Art Gallery and Museum economy undertaken and Saunders
acceptable changes
agreed with the gov.
arrangements
Undertake options review in relation to the EC3 Managing sound Costs reduced and offer March 2016 Chris Property
Russell Cotes Art Gallery & Museum finances maintained Saunders / Service, Legal
Amanda Barrie Services,

14
 2015/16 Other key
Council priority outcome / Associated Performance service
Key activity/action Performance
objective / driver performance measure manager dependencies
target
Finance.
Industry Liaison - Promote the IE1 Building a world class Sector representatives 70% positive Jon Weaver
importance and recognition of the seafront and businesses are response from
Bournemouth Tourism Management Board positive about their Chairman of
involvement and informed
(BTMB) and its sub sectors as the main about the Board and
strategic decision and communicating developments/marketing Sectors
channel of Bournemouth as a
destination
Monthly trade newsletter sent out to all EC5 Working in partnership Sector representatives 40% open up Jon Weaver
tourism sector business on latest news and businesses are rate plus 80%
and BTMB updates positive about their positive
involvement and informed
about the feedback from
developments/marketing Bournemouth
of Bournemouth as a Tourism
destination marketing
group
Regularly liaise with BID companies, EC5 Working in partnership Sector representatives 70% positive Jon Weaver
Conference sector, BAHA, International and businesses are feedback from
Education sector, Transport sector, positive about their sector board
involvement and informed
Leisure & Attractions sector, Town about the developments members and
Centre sector, Arts & Culture sector, and marketing of trade
Chamber of Trade, Town Watch, Poole Bournemouth as a members
Tourism Management Board, NCTA, destination
Dorset Local Enterprise Partnership,
Tourism South East, Visit Britain and
Visit England
Through the Bournemouth Tourism IE1 Building a world class Guides requested 100,000 Jon Weaver
Marketing Group and working in partnership seafront Mini Guides Requested 40,000
with the Coastal BID undertake UK,
European and Global destination marketing Advertising Value Million
campaigns using PR above the line Equivalent
advertising and E-communications to Website Hits 8 million
promote Bournemouth as a visitor Tourism Facebook likes 20,000
destination
15
 2015/16 Other key
Council priority outcome / Associated Performance service
Key activity/action Performance
objective / driver performance measure manager dependencies
target
Manage and develop working with other TE5 Investing in our tourism All activities delivered 95% Jon Weaver
stakeholders for over 570+ events organised economy with high levels of satisfaction of
in Parks, Gardens, Seafront, Open Space customer satisfaction and event
commercial income.
and Town Centre including Bournemouth Air Targets maximised. organisers and
Festival, the successful delivery of the SAG members
Bournemouth Marathon and Bournemouth Major Attractor
Wheels Festival, Bournemouth Christmas events achieving
Festival - Gardens of Lights including the targeted numbers
effective programming and management of a. Bournemouth Air 1.2 million
the On Stage Waterfront at Pier Approach Festival
Events area and Arts by the Sea Festival b. Bournemouth 500,000
Wheels Festival 70,000
c. Family Fiesta
25,000
d. Bournemouth
Marathon 25,000?
e. e. Arts by the
Sea

Development and delivery of marketing TE5 Investing in our tourism Campaigns delivered on 80% positive Jon Weaver
campaigns for Bournemouth Seafront, economy time. Meet agreed feedback from
Russell-Cotes Art Gallery and Museum, Arts outputs for numbers colleagues
by the Sea Festival, Bournemouth Air attending Russell-Cotes, responsible for
Festival, Bournemouth Wheels Festival and bookings for Weddings, each area of
Bournemouth Christmas Festival - Gardens numbers attending operation in
of Lights Festivals, commercial meeting
targets for Festivals, and targets.
seafront operations Media
Exposure
reaching in
excess of 6
million people

16
 2015/16 Other key
Council priority outcome / Associated Performance service
Key activity/action Performance
objective / driver performance measure manager dependencies
target

Introduce central print contract to enhance EC1 Becoming a 24/7 Increase the percentage 2015 Georgia Procurement
the Councils brand & visibility, and produce council of residents who agree Bournemouth Turner support; service
all branded & printed materials more cost- that the Council provides Opinion take-up
effectively VfM Survey (BOS)
Rollout central advertising sales contract to EC3 Managing sound Achieve net nil outturn or Income target Georgia Procurement
bring income to the Corporate finances better at end of financial of 20k Turner support
Communications Team in order to sustain year
agreed capacity; includes introduction of Achieve a 5% increase in
advertising on the Councils website, other EC4 Making the best use of
our assets the rate of return earned
digital assets, service assets and new assets on all Council assets
such as billboards
Design & deliver paid-for marketing EC4 Making the best use of Increase Council Income Georgia Budget
campaigns to support the commercial our assets revenues in 2015/16 from contribution to Turner availability from
activities of The Bournemouth Group positive surpluses the service The
achieved on commercial Bournemouth
endeavours Group and its
companies
Design & deliver paid-for marketing AC4 Supporting Reduce perception of Measured via Georgia Budget
campaigns to support the regeneration of Bournemouths communities anti-social behaviour in 2015 BOS Turner availability from
Boscombe and West Howe with a focus on providing Kinson South Boscombe and
regeneration opportunities in Reduce perception of West Howe
Boscombe and West Howe anti-social behaviour in Regeneration
Boscombe West Partnerships
Design & deliver paid-for marketing IE1 Building a world class Increase the percentage Measured via Georgia Budget
campaigns to support the delivery of the seafront of residents satisfied with 2015 BOS Turner availability from
Councils Seafront Strategy the seafront Seafront Strat.
Introduce new in-house paid-for provision of EC3 Managing sound Achieving net nil outturn Contribution to Georgia
key communications functions currently finances or better at end of income target Turner
sourced externally (photography, video financial year of 80k
production, graphic design, copy writing, web
17
 2015/16 Other key
Council priority outcome / Associated Performance service
Key activity/action Performance
objective / driver performance measure manager dependencies
target
development, service marketing)
Complete restructure of the PR EC3 Managing sound Increase team Contribution to Georgia
communications and marketing team and finances performance and ability team income Turner
embed new account manager structure within EC4 Making best use of our to attract new business
the organisation assets income from tradable
services
Review and delivery of new Corporate EC2 Developing our Improved staff Improved Georgia Human
Induction workforce engagement scores feedback from Turner Resources and
EC4 Making best use of our Better retention of staff new staff EDT support
assets members
joining Council
Communications activity in support of Local EC1 Becoming a 24/7 Increase electoral turnout Voter turnout Georgia
Elections 2015 Council on Polling Day Turner
Development of digital communication TE2 Building a smart and Increased numbers of Numbers Georgia Corporate
services connected digital town residents engaging with accessing Turner funding for
the Council online and Council procurement of
through social media services digital systems
digitally and
how well
informed
measured by
2015 BOS
Launch and promote new Staff Engagement An Efficient Council EC2 Improved staff Increased staff Lisa Human
Panel Developing our workforce engagement scores engagement Stuchberry Resources &
Better retention of staff score in EDT support
employee
engagement
survey
All Adult Social Care consultation work An Active Community AC5 Statutory requirement Statutory duty Lisa Support
transferred and delivered efficiently working with others to fulfilled Stuchberry resource from
ensure people are safe Adult Social
and feel safe Care required

18
 2015/16 Other key
Council priority outcome / Associated Performance service
Key activity/action Performance
objective / driver performance measure manager dependencies
target
Further restructure of staffing resources EC3 Managing sound Reduction in budget Contribution to
across the teams to achieve budget savings finances pressures the budget of
130k
Increase the commercial offer within the EC3 Managing sound Reduction in budget Contribution to Chris
waterfront site, working around the agreed finances pressures the budget of Saunders
dates for major events 130k

New activities in 2016/17 and 2017/18

.
During 2016/17 there is likely to be significant opportunity to expand the advertising sales contract to link in with more targeted digital
communications and advertising platforms in order to further support the capacity of the central Communications Team, which will have income
targets of 170k from 2016/17. This will include billboard advertising across Council assets.

What services/activities will we be stopping?

Table C

Activity that will be stopped during 2015/16 Reason for stopping activity

Remove funded public bands programme and Kids Free Fun Festival in the Budget reductions impact destination reputation
Lower Gardens
Reduction in the illuminations budget Budget reductions
Remove winter beach lifeguarding at Boscombe Risk assessment reviewed and no longer necessary. Helps achieve budget
reductions
Coastal Recreation and sports development will be removed Financial savings

Reduction of destination marketing activity in particular PR of the Helps to achieve budget reductions but impacts reputation of the resort and
destination loss of destination marketing competence

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Activities likely to stop in 2016/17 and 2017/18
If income targets are not achieved, 2016/17 and beyond will see a significant reduction in communications, public information, service marketing
and reputation management activities, potentially up to a 35% capacity reduction.

Fees and Charges Proposals 2015/16

An inflationary increase of approximately 3% will be applied across the board. A further review of the winter charging policy for the Museum will
be undertaken.

Table D
Proposed change from 2014/15 to 2015/16 Reasons for applying non-inflationary changes
Description of Fees/Charges either a % or variation including freezing charges
To provide commissioned communications and None new charge N/A
marketing services to Council departments and The
Bournemouth Group for services provided by
Corporate Communications.
All support for The Bournemouth Group would fall
outside core service provision.

Increase charges to achieve a minimum 3% growth 3% uplift as a minimum. Additional 80k N/A
across the board. income.

Increase museum charges to accommodate rising 1 per person increase Process has been frozen since 2012
costs

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3. Resourcing Statement

Hard Assets Usage (Indicative) Tourism and Corporate Communications

Planned disposals:
000
Feasibility into the disposal of the current Russell-Cotes Study Centre- museum Unknown at this
store? and relocation of the facility stage
Release of the Tourist Information Centre in Westover Road as per the lease
80k annual saving
conditions with the Meyrick Estate
Tractor
20k
New acquisitions:
000
15 overnight stay beach huts at Southbourne 600k
Replacement land trains 300k
Replacement tractor for beach cleansing 50k
Replacement mobile ice cream kiosks tbc

Financial Resources Tourism and Corporate Communications

2014/15 2015/16 2016/17 2017/18
Expenditure description
000 000 000 000
Direct salary costs 3,579

Other employee costs 327

Premises costs 1,317

Transportation costs 202

Supplies and services 1,907

Internal recharges expenditure 973

Other direct costs 1,688

Service expenditure 9,993

Fees, charges and rents (6,560)

Grants and contributions (52)

Internal recharges income (565)

Other income (2)

Service income (7,179)

Total net budget 2,814

Explanation of year on year variances

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 Staffing Resources Tourism and Corporate Communications
2014/15* 2015/16*
No. of No. of
Grade description FTEs FTEs
employees employees
Service Directors 1 1 1 1

Heads of Service / Service Managers 4 4 4 4

Managers (grades 11 13) 3 2 2 2

Operational (grades 8 10) 21 17.5 21 17.5

Admin/Service (grades 5 7) 51.5 43 43.5 37

Admin/Service (below grade 5) 30 18 29 17

Seasonal / Casual - 100 - 100

Total 110.5 185.5 100.5 178.5

Recorded sickness rate #
(latest rolling 12 months)
% of available staffing resource

* 2014/15 FTE figures include vacant posts hours

2015/16 figures are subject to change after Corporate Communications CST (Jan 2015) and Tourism
restructure (Apr 2015) takes place

# sickness rate not accurate due to staff changes since CST

Explanation of year on year variances

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 Savings and Efficiencies Tourism and Corporate Communications
Already 2015/16 2016/17 2017/18
achieved
000 000 000 000
Release of TIC in Westover Road 80

CST projects 215 100

Seafront Strategy projects 50 100

Seafront attractions income increases (net) 80 80

Increased Seafront Catering Profitability (net) 100

Increased Commercial use of the waterfront
80 70
space (net)
Further Staff restructure 260
Stretched income target for best weather &
450
improved economic climate (net) *
Removal of funded public bands programme 18

Removal of Winter Lifeguarding 25

NCTA contribution to team costs 15

Reduce illumination budgets 20

Removal of kids free fun festival 20

Reduction in resort marketing budget 50

In Year Total 215 1178 200 100

Cumulative Total 1393 1593 1693

* The 450k double stretched income target figure set in addition to the original stretched
Tourism net income target of 260k is to be reviewed monthly as achievement of this figure will
depend on external factors. Corporate contingency will be required if business conditions do
not move to make this target realisable.

Service Unit Reserves Tourism and Corporate Communications

Opening Proposed Estimated
balance transfer closing
Reserve description Purpose in/transfer balance
out
000 000 000
N/A

Total value of reserves 0 0 0

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Service plan sign off

This service plan has been agreed for operation from 1 April 2015 by:

Portfolio Holder: COUNCILLOR WILLIAMS Date:

Executive Director: BILL COTTON Date:

Service Director: MARK SMITH Date:

GLOSSARY

BAHA Bournemouth Accommodation and Hotel Association

BCP Business Continuity Plan
BID Business Improvement District
BOS Bournemouth Opinion Survey
BTMB Bournemouth Tourism Management Board
BVPI Best Value Performance Indicators
CAP Coastal Activity Park
CST Core Service Transformation
EDT Employee Development & Training
EGB Executive Gateway Board
FM Facilities Management
FTE Full Time Equivalent
KPI Key Performance Indicator
NCTA National Coastal Tourism Academy
NI National Insurance
NPO National Portfolio Organisations
NTE Night Time Economy
PADR Performance Appraisal and Personal Development Review
PR Public Relations
SAG Safety Advisory Group
SPD Supplementary Planning Document
TCMV Town Centre Master Vision
TIC Tourist Information Centre
VfM Value for Money
VIB Visitor Information Bureau

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