Agenda and minutes

To receive apologies for absence.

No apologies for absence were received.

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

No declarations of interest were received.

To sign and confirm the  minutes of the previous meeting.

The Minutes of the previous meeting held 10^th December 2024 were agreed and signed by the Chairman.

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 Thursday 6^th February 2025.

No questions were received.

(A report by James Gilbert, Assistant Director – Corporate)

The Group Manager – Insights & Transformation presented a report by the Assistant Director – Corporate which provided the 2024/25 Quarter 2 performance update, as up to 30^th September 2024. A joint performance management framework had been agreed across the South and East Lincolnshire Councils Partnership for 2024/25 to support the delivery of services. Key Performance Indicators (KPIs) had been agreed to capture performance against the strategic priorities of the Partnership and the individual Councils. In total 101 KPIs for Boston Borough Council were set out by priority within Appendix 1, following the adoption of the Sub-regional Strategy.

The Group Manager – Insights & Transformation highlighted the following key points:

Key Performance Indicators:

·         Green (On or above target): Majority of indicators

·         Amber (Just off target):

·         Occupancy rate at industrial units: 92.86% (target: 95%)

·         Occupancy rate for other investment property: 92.55% (target: 95%)

·         Red (Below target):

·         Household waste recycling rates

·         Percentage of calls answered in customer contact

·         Revenues and benefits customer contact

Members’ comments included the following:

The team was commended for not having any children in Bed & Breakfast accommodation for any length of time.

Clarity was sought on the reasons behind the difficulties of obtaining data for commercial rent. The Group Manager – Insights & Transformation advised that the difficulty lay in reporting from the financial system, and noted that the information was being managed operationally.

A question was asked as to why there had been a reduction in swimming lessons and swimming. The Group Manager – Insights & Transformation advised that an update would be provided, noting the change in operation at the Geoff Moulder Leisure Centre.

Clarification was sought on a new measurement against estimated annual expenditure from PSPSL. The Group Manager – Insights & Transformation advised that it was a result of the local authority error rate and that further details would be gathered to provide further clarity on the matter. Additionally, clarification was sought in regards to the adjusted or real figures relating to council tax banded dwellings. The Group Manager – Insights & Transformation advised that she would check the information and provide an update.

A query was raised about whether the callback system had reduced or extended the length of time that customers were on hold. The Group Manager – Insights & Transformation advised that she would gather more information and provide an answer.

RESOLVED:

That the performance information be noted

(A report by Phil Perry, Assistant Director – Leisure and Culture)

The Portfolio Holder – Culture, Councillor Sarah Sharpe, presented a report which provided an update on the work programme of activity designed to support service delivery at the Guildhall, Boston.

The Leisure and Culture Division within the Communities Directorate was responsible for developing and delivering the museum service that was offered through the Guildhall. Noting the importance of the building to the borough of Boston and the need to deliver an efficient service, an action plan had been developed around four themes, which had been approved by Cabinet in February 2024:

·         Sustainability and Improving Financial Resilience;

·         Historic Site and Collection;

·         Exhibition and Event Programming; and

·         Promotion and Marketing.

The thematic areas within the plan were supported by key strategic objectives that were linked to 21 actions: 14 were on target, 2 had been completed or were no longer required, 5 required mitigations to stay on plan and 0 were off target.

Councillor Sharpe highlighted the following key points:

·         Progress: 14 actions on target, 1 completed, 5 with mitigations, and 1 no longer required.

·         Achievements:

§  Successful recruitment of the Museum Events and Venue Officer.

§  61% increase in visitors in November compared to the previous year.

§  Installation of a card machine for merchandise and donations.

§  Relaunch of social media accounts.

§  Submission and progress of grant applications.

§  Development of the exhibition program, including notable exhibitions like the Pilgrim Woman and the De Gaulle Exhibition.

§  Upcoming exhibitions and events, including the 900th anniversary of the Mayfair.

§  Benefits from the National Portfolio Organisation Fund for museum display cases and cultural programs.

§  Successful hire events and collaborations with local organizations.

·         Future Plans: Continued work on grant applications, promotion of the venue for weddings, and development of new exhibitions.

Members’ comments included the following:

A question was asked about how closely the Guildhall was linked with local schools, and how many weddings were held at the venue. Councillor Sharpe advised that schools did visit regularly, with one visit scheduled at the end of February 2025. Additionally, it was noted that six weddings had been held last year.

The approach taken to track the sales and profit margins of branded merchandise was queried. The Principal Museum Arts and Heritage Officer advised that the profit margin was approximately 120%. An audit process was in place to ensure sales were tracked and profitable.

A question was asked about ways that the booking situation could be improved and how limitations like the single toilet and parking could be addressed. The Principal Museum Arts and Heritage Officer advised that promoting the venue was key and that temporary toilets could be considered for larger events, as considering any permanent changes would be challenging due to the building's listed Grade I status. A further query was raised on whether connections had been made with Boston, Massachusetts for potential shared exhibitions. The Principal Museum Arts and Heritage Officer advised that there was a link with the Massachusetts State Library, and that further connections  ...  view the full minutes text for item 86.

(A report by Phil Perry, Assistant Director – Leisure and Culture)

The Markets Manager presented a report which provided an updated on the Markets & Severe Weather Policies, in line with the review and development of the Markets Service. He advised that he was new to the role, as having started in October 2024.

Following the implementation of the Boston Markets Development Plan, agreed by Cabinet on 27^th March 2024, the Markets Service had undergone a full-service review in line with the South and East Lincolnshire Councils Partnership’s (SELCP) Annual Delivery Plan. The review had highlighted the need to evaluate the Market and Severe Weather Policies as a priority, as the service evolved, in order to ensure that the market was operated efficiently, consistently, and safely.

The report detailed the draft revised and new policies for the service.The current Market Policy was attached as Appendix 1, the draft Market Policy was attached as Appendix 2, and the draft Severe Weather Policy was attached as Appendix 3 within the report.

The Markets Manager indicated that the market policies were reviewed annually in order to update fees/charges and minor changes to wording but, following the review of the service, it was determined that a wider review of the policy was also required. The review had been undertaken with extensive research and drew on best practice. It also gave consideration to the increased number of traders in which English was not necessarily their first language, and therefore aimed to make the policy terms clearer, using uncomplicated wording and less jargon, where possible.

The following principal changes to the draft Market policy were highlighted:

·         A new requirement for new traders to provide risk assessments if using their own stalls and equipment.

·         New incentives had been added to the casual traders and traders that had not traded at Boston for over 12 months.

·         Charity stores would be allowed a stand for free once a quarter instead of once a year.

·         A debt repayment warning would be added to the policy to remind traders of timely invoice payments, with late payments strictly monitored and with disciplinary procedures for those who breached the policy.

·         Holiday entitlement would increase by one day and had been made clearer with inclement weather day entitlement doubled.

·         Changes had been made to disciplinary procedures and the conduct section.

·         Information on selling second hand goods had been added to the policy.

·         Erection and dismantling times for the new gazebos would be added, with trading hours reduced by 30 minutes. A strict compliance to not pack away until 30 minutes prior to the core trading hours had ended would be introduced in response to feedback from the traders due to customer behaviour having changed over the years, with most customers attending the market earlier.

·         Emergency procedures had now been added to the policy along with a health and safety inspection form for the market officer, dismantling instructions for Council staff had been added and trader application forms would be removed from the main body of the policy to make it clearer.

·         The severe  ...  view the full minutes text for item 87.

(A report by Phil Perry, Assistant Director – Leisure and Culture)

The Markets Manager presented a report which provided progress against the Boston Market Development Plan, as agreed by Cabinet on 27^th March 2024. He indicated that the report provided an overview on how Boston's regular Wednesday and Saturday markets had been performing and proposed actions for the further development of the service in order to deliver a sustainable market service and to become financially resilient.

The partnership annual delivery plan included two projects for the Boston Market Service to undertake during the 24/25 financial year which were to review the market's policy and to undertake a review of the market service with an aim to deliver savings, whilst also growing the service.

By way of an update, since the Environment and Performance Committee meeting on 13^th February 2024, a dedicated Markets Manager was now in place, across the partnership.

A successful capital funding bid of £47,750 had been made for the replacement van, gazebos and equipment. There had been a reduction in the store erector team and hours of operation in Quarter 3 and savings had been built into the 25/26 budget. Road closures had been introduced for Saturday markets following a consultation in Quarter 2. Final consultations were currently ongoing to apply for a road closure on Wednesday market days in Quarter 4. Markets had been integrated into events such as the Christmas Festival and the Boston College Food Festival.

Members noted that the teenage market events had continued to develop and had now been focused into eight months of the year instead of twelve, taking best practice from East Lindsey District Council, which ran a very successful teenage market programme. It had also recently been confirmed with the Portfolio Holder that there would also be charity stalls with the teenage market, as a pairing to bring more visitors for that day.

A new makers and farmers market would be held monthly between March and October, which had been created with the assistance of Councillor Suzanne Welberry and would begin in March 2025. Development of the social media presence, particularly on Facebook, had continued and was being expanded to other platforms such as Instagram and Google. The Boston Market Facebook page had been revamped with new content and an extensive number of local groups had now joined. Year on year from January 2024/25, there were 1410 views with an increase of 64.1%. New professional photos of the market had been taken, that had been posted on the Boston Market Facebook page, which had received fantastic feedback from followers and traders.

The new branded gazebos had been bought in readiness for a move to their introduction for the 2025/26 financial year, with new guttering having been ordered to enable traders to join the gazebos without their stock being damaged. The Markets Manager indicated that although Boston's pitch fees were similar to some of the markets in the area, they were considered high when local demographics were factored in. The proposal within the budget programme for 2024/25 was for  ...  view the full minutes text for item 88.

The Assistant Director – Regulatory presented the work programme.

It was noted that the Enviro Crime report was to be presented to the Committee and a request was made for attention to be given to it, as it demonstrated that Boston performed well compared to other Councils, particularly in handling fly-tipping and littering.

The Chairman mentioned that a suggestion had been made for the Committee to conduct scrutiny on the flooding issue. However, advice had been given not to proceed at present, as Lincolnshire County Council (LCC) was currently conducting its own review, with a report expected in June. Additionally, it was noted that interesting information had been received during the Black Sluice Drainage Board meeting, indicating that numerous questions were likely to arise.