Issue - meetings

Following a request from the Overview and Scrutiny Board for a report of the operating practices for the Commercial Operations Service, this report provides an overview of the service and details in response to the specific items in Key Lines of Enquiry document which has been provided from the Board in relation to this item.

The Portfolio Holder for Destination, Leisure and Commercial Operations presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'A' to these Minutes in the Minute Book. The report was brought to the Board following a request for a report of the operating practices for the Commercial Operations Service, the report provided an overview of the service and details in response to the specific items which were outlined by the Board in Key Lines of Enquiry document which has been provided from the Board in relation to this item. A number of key points were highlighted including:

·      The Commercial Services Team delivered a surplus to the Council’s core budget, supporting key services and enabling investment in leisure and heritage assets.

·      Financial pressures, including energy costs and inflation, were challenges to maintaining cost-neutral operations.

·      The Directorate consisted of five key service areas; Seafront, Leisure and Events, Flood and Coastal Erosion Risk Management, Car Parking and Commercial Operations and there was a workforce of 438 permanent and fixed-term staff, supported by over 500 casual staff and volunteers.

The Board discussed the item and raised a number of key points including:

Beach Huts and Lodges – These were an important asset for the Council and the maintenance of beach huts was funded through core budgets and a £800,000 allocation from the LUF grant from the MHCLG. There were no plans to sell beach lodges, though marketing and occupancy improvements were being pursued.

Cliff Stabilisation - £4.5 million from the LUF grant was earmarked for East Cliff stabilisation works.A Cliff Management Strategy was being developed, supported by a working group and asset database.Concerns were raised regarding long-term infrastructure maintenance and the need for regular updates to Ward Councillors.

Pier Infrastructure - Structural works were planned for Bournemouth Pier, with £9.5 million allocated. The works were expected to commence in March 2026, subject to tender outcomes and weather conditions.Boscombe Pier was reported to require future interventions due to general wear. Mudeford Pontoon had undergone recent refurbishment.

Growth Opportunities - Development of the Film Office was reported to be progressing, with increased enquiries and economic benefits. A joined-up wedding offer across Council venues was being developed.

Hengistbury Head - A request was made for greater engagement with town and parish councils, particularly in Christchurch.

Commercial Operations Structure - Clarification was provided on the new Head of Commercial Operations post, which was confirmed as a strategic role without a dedicated team at present. Leisure, sport, and arts and culture development sat within the Leisure service area. Museums were confirmed to be outside the Directorate, but collaborative work was ongoing. The Flood and Coastal Erosion Risk Management team was included due to the cross-cutting issues with seafront services. However, the Residents Card was due to remain under the Investment and Development team.

Sand Management - Sand clearance was prioritised based on access needs and seasonal conditions. The differences in sand build-up across the seafront  ...  view the full minutes text for item 38