Agenda and minutes

To receive apologies for absence.

Apologies for absence were tabled by Councillors Jyothi Arayambath and Emma Cresswell.

To sign and confirm the minutes of the last meeting.

The Chairman confirmed that the hard copy minute to be signed had been amended at point 4 to read 1800 hours and not 1899 hours as within the draft minute.  Committee then agreed they be signed by the Chairman.

To report progress on outstanding actions from the minutes of the last meeting, for information only.

No updates

To receive declarations of interests in respect of any item on the agenda.

Councillors Neil Drayton and Patsie Marson declared they were tenants of Lincolnshire Housing Partnership. 

Councillor Alison Austin referenced the first item of Business and declared that as a Director of Centrepoint Outreach, she would remain in the meeting for the item but would take no part in any deliberation or determination of the item.

Councillor Stephen Woodliffe declared that he was a pubic member of Blackfriars Theatre Boston referenced within the third item of business.

To answer any written questions received from members of the public no later than 5 p.m. two clear working days prior to the meeting – for this meeting the deadline is 5 p.m. on Monday 25^th September 2023.

No public questions.

To allow members of the public to address the Committee.

No public representation.

A report by the Local Communities Officer and BTAC Grant Administrator.

The Local Communities Development Officer and BTAC Grant Administrator presented the report and confirmed that two eligible applications had been received in Round 2 of the Boston Town Area Committee Small Grant Scheme, and no eligible applications had been received in Round 2 of the Empowering Healthy Communities Grant Scheme.

The first application had been from the Citizens Advice Mid-Lincolnshire and been for a £1000.00 contribution towards the cost of telephone translation services to support BTAC clients who first language was not English.

The second application had been from Centrepoint Outreach for a £500.00 contribution towards the purchase of food for their Cook Along With Us sessions.

The BTAC Small Grants Group had agree both applications

Committee were further advised that the Communities and Leadership Team were intending to submit a report BTAC at its meeting in November 2023 following a review of the current BTAC Empowering Healthy Communities Grant Scheme currently available to community groups and organisations operating within and for the benefit of the BTAC area.  This review was a response to whether the fund and its criteria was appropriate and relevant in the post-covid climate.

RESOLVED:

BTAC ratified the decisions of the Small Grants Group.

A verbal presentation by representatives of L.H.P.

The Chairman formerly welcomed Mr Anthony Read the Chairman of Lincolnshire Housing Partnership, Mr Murray MacDonald the Chief Executive and Mr Mark Coupland the Executive Director of Customers.

Addressing the committee Mr Read confirmed it had been 18 months since their last attendance at BTAC which had proved to be a positive meeting and he recognised that the committee now had a large number of new members. Members were thanked for the submission of questions in advance of the meeting, enabling LHP to provide comprehensive answers and the nature of the question reflected the fact that things did go wrong, with clear identification of those issues in high visibility areas being prominent within the questions. Members were advised that LHP facilitated around 50,000 repairs per year, with the vast majority being repaired without delay or any need for further intervention.  Referencing the recent press release in respect of a potential merger by LHP with Ongo, Mr Read invited Mr MacDonald to update the meeting further.

Members were advised that the consultation process was currently taking place across all areas and in particular with their stakeholders.  LHP had given a commitment when it had merged with Shoreline of Grimsby five years previously, that it would maintain and enhance its’ presence in Boston and the villages.  LHP still ran all services in Boston, from Boston and employed over 100 staff who lived and worked in the areas. Ongo’s heritage and ethos was very similar to that of LHP with them being responsible to North Lincolnshire Council as LHP were responsible to Boston Borough Council and intended to remain so.

The reasons for consideration of the merger included the opportunity of providing size and resilience at a far higher level than possible when the organisation stands alone.  It would provide efficiencies that would go back into the communities and as a charity, with no shareholders, no money would be leaving the system.  Both companies were committed to place and both involved and working with their Council colleagues in areas of ASB, regeneration and environmental issues.

Should the merger go ahead then savings could be invested back into  areas including repairs and using the systems Ongo currently had in place, including video diagnostics in their properties enabling instant viewing of a problem and the ability to provide advice direct to the tenant in respect of the issue.  The merger would also enable LHP to bring more maintenance in-house in areas such as roofing, and with a view to providing apprenticeships across a range of maintenance skill sets moving forward.

One key area of concern remained the state of neighbourhoods and the fact that whilst houses were created and turned into homes, if the neighbourhood was not clean and tidy, people did not feel confident to thrive.  LHP continued to undertake preventative work with partners daily to stop issues escalating. 

Ongo had formed their own charitable foundation with £1mil per year going into various communities.  It was an act LHP would hope to emulate as  ...  view the full minutes text for item 8.

A report by the Deputy Chief Executive – Communities.

The Portfolio Holder presented the report supported by the Deputy Chief Executive for Communities.

Boston Town Centre is an economic and social hub for the Borough of Boston.  Importantly it is a sub-regional retail centre that provides retail employment as well as having a number of visitor attractions.  The town center has like many towns in the Country, suffered in recent times due to many factors including the pandemic and the rise in internet shopping.  However, it still has a lot to offer.

The strategy and action plan covered the period 2023 – 2027 and provided a vision and objectives, along with 70 actions which covered 4 themes of clean and safe, open for business, culture heritage and events and also transformation.  In developing the piece of work, those involved were committed to working in partnership with residents, businesses, communities and partners, including working very closely with BTAC the Chairman of which having been involved throughout the process.  The aim being to revitalise the high street and the surrounding public realm, making it a town centre to be proud of and a place recognised for its great heritage.

The Deputy Chief Executive for Communities provided a visual presentation confirming that there were 7 key points to address in the structure of the strategy including an action plan, vision and key strategic objections, management of a dynamic space, challenges and opportunities and also to measure the success with emerging themes and actions and moving to recommendation for consideration.

Members were advised that the strategy had to maximise the priorities for the people of Boston and play to its strengths as a historic centre known nationally and internationally as the home of Boston Stump and the connection with the Pilgrim Fathers, and with over 150 listed buildings with the locality.

The strategy included within its scope, central park with it being part of the offer of the town, and areas either side of the river including the coach and train stations.  The economic area of the town centre comprised of 52 hectares and with changes to the retail sector and shopping habits, its role as a retail centre was in decline. There was however a well-established market and the town benefited from a good number of car parks.

Feedback from the consultation process to date and identified key areas of focus including tourism, use of the waterways, being welcoming and the need for more business and also use of existing buildings and land.

Key strategic objectives identified included the need for a clean and tidy town centre, to ensure residents and visitors all felt safe both in the daytime and in the evening and for businesses to be able to thrive.   Access and egress of the town centre needed to be simple for everyone and to build a cohesive community working effectively with public sector partners, businesses and the community and voluntary sector.

Challenges would include limited resources, what to do with empty shop units, the negativity of Boston following Christmas 2022  ...  view the full minutes text for item 9.

The Committee’s work programme for the current year for discussion and/or updating

Members note the work programme.