Agenda item

(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 for residents as well as visitors. In this regard, Members highlighted the need to engage more effectively with younger people and to ensure that local communities were involved in shaping future development. The Service Director confirmed that engagement work had already taken place with local students and community groups, and that this would inform future planning and investment decisions.

Members also explored the issue of transport and connectivity, recognising this as a significant challenge for the Borough. The Service Director acknowledged these constraints and advised that, whilst such issues were not wholly within the Council’s control, the approach would focus on mitigating their impact through practical measures such as developing coordinated visitor itineraries and exploring opportunities within the group travel market. It was also noted that strengthening the overall quality of the offer would remain critical in attracting visitors despite these challenges.

The Committee further considered the role of volunteers and community groups, recognising the strength of the sector but also noting that activity could at times be fragmented. The Service Director – Culture & Regeneration advised that a more coordinated approach would be adopted moving forward, supported by improved information sharing and partnership working. The Place Officer (Development) provided further assurance that engagement with volunteers would be more flexible and proactive, including outreach activity and the development of shared initiatives such as trails and coordinated programming. In considering delivery, Members acknowledged the importance of funding and available resources.

The Service Director confirmed that the initial phase of work was supported by existing funding and additional staffing capacity, and that the approach would prioritise early delivery and achievable outcomes. It was further noted that work was ongoing to secure longer-term funding and to develop a sustainable programme of investment beyond the initial phases.

The Committee placed emphasis on the importance of governance and accountability. The Service Director – Culture & Regeneration confirmed that a formal governance structure, including a steering group, would be established to oversee delivery of the Plan. It was further advised that key performance indicators would be developed to measure success and that progress would be subject to annual review and ongoing scrutiny. Members welcomed this approach and emphasised the importance of establishing governance arrangements at pace, with clear and measurable outcomes.

Consideration was also given to the wider Borough, with Members highlighting the importance of ensuring that outlying villages and rural areas benefited from the Plan. The Place Officer (Development) advised that work was already underway to engage with parishes and to develop initiatives such as heritage and church trails, with a view to connecting rural assets more effectively into the visitor economy offer.

In drawing the discussion to a close, the Chairman thanked the Portfolio Holder and officers for a comprehensive and informative presentation. The Committee acknowledged both the scale of the opportunity and the challenges ahead and emphasised the importance of maintaining momentum in delivery.

Resolved:

1.    That the report and presentation be noted;

2.    That the comments raised during the meeting be used to inform the ongoing development and delivery of the Destination Management Plan; and

3.    That the importance of robust governance arrangements, clear performance measures and strong partnership working be recognised as key to the successful implementation of the Plan.

[The Portfolio Holder, the Service Director – Culture & Regeneration and the Place Officer (Development) left the meeting at 7.24pm, following consideration of the above item.]