Agenda item

In September 2023, Cabinet approved the establishment of an Investment and Development Directorate which would be responsible for the delivery of the priority programmes for regeneration, Council Newbuild and Acquisition delivery and Smart Places.

This report provides an update on the establishment process and progress against the Council’s approved regeneration priorities. The four priorities approved by Cabinet in September 2023 are the former Holes Bay power station site, redevelopment of the Dolphin Leisure Centre, proposals for the Bournemouth International Centre (BIC) and the Winter Gardens development.

The Leader of the Council presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'B' to these Minutes in the Minute Book.

The Leader provided an overview of progress in delivering the priority programmes for regeneration. Following the closure of FuturePlaces, a new ‘in house’ Investment and Development Directorate had been established to continue this work. The current focus was on delivering the first four priority sites, before the ability to deliver more. Factors affecting the delivery of these projects had now been identified and an effective delivery model had now been established with input from partners. The delivery model aimed to work more efficiently across regeneration and housing, based on the priorities set out in paragraph 10 of the report and linked to the corporate strategy. In the context of the national housing crisis, It was noted that housing delivery was the driver for two of the sites in particular. The Leader referred to the challenges which had emerged over the last five years, including the current financial climate and the impact on funding and borrowing, changes to legal and planning obligations, the labour and skills shortage and changes to affordable housing grants.

The Board was advised that decisions on the following four sites were due to be made through the democratic process in March 2025:

1) Holes Bay former power station site – the next step was to prepare a development brief to ensure the site delivered what was required and to attract a partner at an early stage. The advantages of the site had attracted interest and investment from Homes England. 

2) Dolphin Leisure Centre – there was more flexibility in considering options now the leisure centre had been brought back into council ownership. The outcome of the structural surveys was awaited. Options were to improve the current centre or redevelop it completely. It was noted that the use of some of the land in the area to finance the build was no longer viable (but this land could still be used for housing)

3) Winter Gardens – the previous planning consent had expired and was no longer viable but it had established a blueprint. The current car park provided a good revenue stream and an option was to see if the revenue stream could continue alongside the delivery of homes on site.

4) Bournemouth International Centre (BIC) – consideration of the building being functional/operational balanced against the question of whether it was best use of a landmark location. Options were to consider external funding, if there was interest, or to work with what was already there in partnership with BH Live.

The Leader explained that a more collective approach was now being taken to the regeneration projects across the three relevant Cabinet portfolios.

A number of points were raised and responded to including:

• Would the Dolphin Leisure Centre likely become housing? It would not be replaced by housing. The area was being considered as a whole to try and maximise its potential, taking a place-based approach. The leisure centre remained the focus.
• Had the inclusion of a datacentre beneath the leisure centre been considered? Not specifically but the Council had looked at other leisure facilities around the country and was willing to consider all options which encouraged a low carbon footprint.
• Decarbonisation should be at the forefront of development, including transportation and reducing the need to travel. The Board was assured that the Council’s Corporate Strategy was clear in its priorities. It was also important not to lose opportunities for biodiversity net gain and the provision of greenspace.
• What was happening to the other sites which FuturePlaces had been looking at? There would be a renewal of focus once the four regeneration priority sites had been dealt with. The Board was advised that sites had been placed correctly, with some sites being dealt with in house as part of CNHAS programme and others being  led by external stakeholders (e.g, Poole Marina).
• The focus on regeneration and the economy should work in tandem with housing but the focus should not be lost.
• There was a lack of information about the BIC. It was suggested that there needed to be an assurance to BH Live that they would be involved in any remodelling plans for BIC. It was noted that the BIC was now disaggregated from the Winter Gardens. The reasons for this and the reasons why the two sites had previously been coupled were discussed.
• On the Winter Gardens, there was a concern that the loss of income from car parking may service as a disincentive. It was also suggested that removing car parking would have a detrimental impact on the town centre at a challenging time. The Board was assured that this was not the intention. The role of the Bournemouth Development Company (BDC) was questioned. It was explained that there was a need to have discussions with BDC, not only on the Winter Gardens but also to keep the Council informed should they not be able to take forward other sites in their portfolio.
• Who was providing advice on viability for the Holes Bay development brief? As detailed in the report the Council was working closely with Homes England to develop a plan for the site. The Board was informed that Homes England now had a clear understanding of what the Council wanted from the development. The private sector was also involved.
• It was commented that there could be risks in relying on Homes England as a long-term strategy
• The frustrations expressed at the lack of progress over the years and the costs involved were acknowledged. The Board was advised that the current approach and the new directorate was intended to kick start regeneration to put it into the best shape to deliver. The funding for the Holes Bay site was clarified and the Council was now working with partners to identify further funding opportunities.

The Chair thanked the team for the report and hoped that the comments made in the discussion could be taken on board. It was agreed to add an item onto the Board’s forward plan to request an update on progress at a future meeting.

RESOLVED that:

1. The Board notes the strategic direction and progress made on the regeneration priorities; and

2. The Board notes the pressures in the housing market and the solutions being explored to unlock delivery, including proactive partnerships with Homes England and developers.

Voting: Nem. Con.