Issue - meetings

(A report by Maria Cotton, Service Director – Culture & Regeneration)

(A report by Maria Cotton, Service Director - Culture & Regeneration)

The Chairman introduced the item and invited the Portfolio Holder – Heritage, Culture and Tourism, supported by the Service Director – Culture & Regeneration and the Place Officer (Development), to present the report.

The Portfolio Holder outlined the significance of the Destination Management Plan, advising that it provided a clear strategic framework to strengthen Boston’s identity, support the town centre and contribute to wider ambitions through Boston 2030 and partnership working across South and East Lincolnshire. The Service Director – Culture & Regeneration presented the report and delivered a detailed overview supported by a presentation. It was explained that the Plan set out the direction for the visitor economy between 2026 and 2030 and established a coordinated approach across the partnership, whilst maintaining a distinct focus on Boston through a locally tailored action plan.

The Committee was advised that the Plan was structured around four key priorities: improving places and infrastructure, developing quality visitor experiences, strengthening marketing and digital presence, and supporting the visitor economy sector through business engagement and partnership working. It was further outlined that Boston had a strong foundation of heritage, cultural and natural assets, and that the Plan sought to better connect them into a more coherent, year-round offer supported by stronger identity and coordinated delivery.

The Service Director provided a balanced assessment of both opportunities and challenges, highlighting heritage-led regeneration, international links, nature-based tourism and cultural programming as key strengths, whilst also acknowledging issues relating to perception of the town centre, limited awareness of the visitor offer, digital presence and connectivity.

Members were informed that early delivery would focus on the next 12 to 24 months, including establishing governance arrangements, aligning activity with Boston 2030, improving the town centre visitor experience, developing bookable cultural and heritage experiences, and strengthening engagement with businesses and stakeholders. It was further noted that the action plan would remain a live document, supported by annual review and ongoing partnership input.

Following the presentation, the Chairman opened the item for discussion, and the Committee proceeded to undertake a detailed and wide-ranging debate.

Members considered the issue of perception of the town centre, recognising that this acted as a barrier to visitor confidence. In response, the Service Director outlined the distinction between actual safety and perceived safety and highlighted the importance of visible presence, coordinated approaches with community safety partners and improved communication.

The Committee emphasised that consistent and positive messaging would be key, noting that all stakeholders, including businesses, services and elected Members, had a role to play in promoting a unified and confident narrative for Boston.

Attention was drawn to the Borough’s heritage and cultural offer, with Members acknowledging the importance of the Cultural Quarter and wider regeneration activity. The Service Director – Culture & Regeneration advised that strengthening Boston’s story and improving how it was communicated to both residents and visitors would form a central part of delivery, alongside the development of cultural events and programming to increase footfall and engagement.

The Committee considered the importance of ensuring that the Plan delivered  ...  view the full minutes text for item 8