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Bournemouth Performance Review 2019

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Bournemouth Performance Review 2019 2019 Bournemouth’s Performance Review Ambition 2020 1 4 2008 2008 2009 2010 Town Centre Vision Bournemouth Boscombe Spa Village Kinson Hub opened launched Air Festival launched Leisure Scheme library, housing office, completed children’s centre 2010 BH Live charitable trust launched events hospitality active 2014 2013 2012 2011 £1m visitor centre 20 year Customer Arts by the Sea Hengistbury Head Seafront Strategy contact centre Festival launched officially opened adopted opened 130,000 visitors in 2018 16,627 LEDs, 1000 lighting columns 1638 lit signs & bollards 2014 2015 2015 2016 Streetlighting MASH - Multi Agency Tricuro set up Seascape Homes replacement Safeguarding Hub short and long term care, and Property Ltd launched opened support to adults, carers as private sector landlord to and their families house homeless families £350m development completed £200m in £4m construction phase savings 2018 2017 2017 2017 Town Centre investment Alternate weeks Bournemouth and Poole Aspire Adoption Agency bin collections shared corporate services set up with introduced created Dorset County Council and Borough of Poole Vitality Index Trip Advisor 2018 2018 2018 2018 Planning consent for Pier Approach THE greenest Best UK Beach £150m Winter Gardens Phase 2 regeneration town in UK 5th best in Europe project completed South Coast UK Powerhouse Town of the Year 2019 2018 2018 Bournemouth in Christmas Tree Wonderland Property Development top 20 for growth developed - funding for 5 years and Inward investment 2 Bournemouth’s Performance Review 2019 1 Introduction Welcome to Bournemouth Council’s final performance review. In the past we have provided annual performance The performance and achievements celebrated updates, but this year as we enter a new era with over the following pages are presented under the formation of the BCP Council, we wanted the headings of Bournemouth’s ‘Ambition 2020’ to celebrate and reflect on our journey towards priorities: achieving the Council’s Ambition 2020 priorities. • Developing the Future of Local Government Bournemouth has continued to be a top in Bournemouth, Christchurch and Poole performing, efficient Council, leading the town to greater economic prosperity and there have been • An Efficient Council, delivering value for money many successes in a very tough financial climate. services Since 2007 the reductions in council funding have • An Active Community, supported to take a lead been significant. We have successfully embedded in their future a programme of efficiencies, achieving cumulative savings of £450m against an original target of • An Improving Environment, providing high £326m by 2020 and achieved a balanced budget quality infrastructure for residents, businesses outturn for 11 consecutive years. and visitors while protecting and enhancing the beauty of Bournemouth’s environment This performance review tells a really positive story about our achievements. It also reports progress • A Thriving Economy, strengthening our key against some of the key performance indicators industries and creating new opportunities for that we have focussed on over recent years and growth and development. includes some new insight about Bournemouth, its residents, visitors, businesses and services. 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. Cllr John Beesley Jane Portman Leader of the Council Managing Director Bournemouth’s Performance Review 2019 3 Developing the future of Local Government in 2 Bournemouth, Christchurch and Poole We said … we would continue to work • The legislation enabling Local Government closely with central government and our Reorganisation in Dorset has been approved by local authority neighbours to develop Parliament and the shadow authority created. In February 2018 the Secretary of State for proposals for the future provision of local Communities and Local Government approved government service in south east Dorset. our proposal – Future Dorset – to replace all nine councils in Dorset with two new unitary We would meet the challenge of reduced authorities. government funding in Dorset, stimulate economic growth and secure a prosperous • The new council will be in place by 1 April future for the residents and businesses of 2019. The Shadow Authority, Bournemouth, south east Dorset. Christchurch and Poole (BCP) Council is established as well as a Shadow Executive Committee. The first meeting took place in June 2018 and at the meeting on 21 February the first BCP Budget was approved. • Graham Farrant has been appointed as the BCP Council gives us the clear opportunity new Chief Executive of BCP, the Tier 2 Director to showcase our area on the national and posts have been filled and the Tier 3 recruitment international stage, attracting investment from process initiated. A BCP Programme Team is in both outside industry and Government. place and a BCP shadow authority website and We are now one of the largest city regions staff intranet have been launched. on the South Coast. Cllr Philip Broadhead 4 Bournemouth’s Performance Review 2019 An Efficient council – 3 Delivering value for money services We said … we would develop our workforce • Within Housing and Communities we employ around 40 trade apprentices at any one time and 60% of our current workforce were once our apprentices. This is workforce development in action, supporting local people and the local economy. Development of more varied apprentices across other services has grown in recent years and we currently employ an additional 22 apprentices across areas including Business Administration, Human Resources, We said … we would become a 24/7 council Leadership & Management, Environment, Finance, Horticulture, Customer Service and • The new Council Customer Contact Centre was Social Care. launched during 2012/13 alongside a refreshed customer service charter. • Staff sickness absence has reduced from 10.53 days per annum per full time equivalent • We have increased the range of online employee in March 2007 to 9.1 days in January services available to residents, resulting in a 2019. To help manage staff sickness across the noticeable channel shift and reduction in the Authority we have delivered mandatory Mental number of telephone enquiries. These include Health training to 350 Managers/Supervisors report-it type enquiries, a range of online across all services. This has also been payment options and online applications aimed supported by free public health workshops for at different customer groups. Since its launch all employees on topics including: in April 2015 the system has captured over The Five Ways to Wellbeing; Managing Stress 480,000 transactions and as at end of March and Starting the Conversation; Supporting & 2018 the online take-up had risen from 73% to Motivating Others. These have been attended 81%. 57% of customers have chosen to use the by 200 employees. Other health and wellbeing online transactions between 9 a.m. and 5 p.m. initiatives have been promoted including yoga classes, nordic walking, reduced rates for local • Customer service satisfaction surveys show leisure centres through BH Live, on site NHS a steady increase in satisfaction from 97% in health checks, and beneficial deals through 2014/15 to 99% in 2017/18. Simply Health. • A new adult social care service has been • Employment data dashboards have been launched to provide emergency care and introduced and are widely used by services to support to vulnerable people outside of usual inform and manage staff attendance at work. office hours. The “Out of Hours” service is operational during weekends, bank holidays and at night to provide essential care, including We really value and appreciate our talented mental health assessments to people in crisis. 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 Bournemouth’s Performance Review 2019 5 • Developing our new and aspiring managers has We said … we would manage sound been a priority with over 330 of our managers finances attending modules within our Leadership and Management Development Programme since • We have continued to work within budget over its re-launch in 2016. the course of the Corporate Plan and achieved a balanced or better budget for 11 consecutive • We have also developed our wider workforce years, and forecast this will be 12. through other learning and development opportunities. This has included personal • Cumulative savings of £450m have been made development training such as, Resilience & as at the end of 2017/18 since 2007/08. This is Wellbeing (over 400 employees have attended) against an original target of £326m by 2020. and group coaching with specific focus for men, women and mixed gender groups (over • As part of the council’s financial strategy and 270 employees have attended). The internal in partnership with Bournemouth Development Mentoring programme has been successful Company llp and others, £78.7m of town centre in aligning mentees to mentors with a specific Investment was generated in 2017/18 making focus on career and personal development. a total of £357.2m of investment since the Additional personal development opportunities 2013/14 baseline.
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