BOSTON TOWN INVESTMENT PLAN
OCTOBER 2020 CONTENTS
1. Board Members 04 5. Vision 17 9. Delivery 50
2. Boston 05 6. Strategy 20 10. References 56
3. Analysis 10 7. Accelerated funding 32
4. Engagement 13 8. Projects 33
2 TOWN INVESTMENT PLAN — BOSTON “In such difficult and challenging times, the Town Deal provides a fantastic opportunity to attract significant government funding to make a real difference to the local economy in Boston. It has provided the platform for some of the key stakeholders from across all sectors to work together to formulate a plan to help deliver key projects to enable the town to kickstart economic growth and act as a catalyst for future investment to realise the
Chair of the Boston Town Deal undeniable potential in the area. With a and particular emphasis on the skills agenda Land and Development Director of Chestnut Homes and raising the aspirations of the people of Boston, the Town Deal aims to build on the unique and historic nature of the town to deliver a better future for everyone.”
3 TOWN INVESTMENT PLAN — BOSTON 1 MEET OUR OTHER BOARD MEMBERS
CLAIRE FOSTER EMMA HADLEY CLLR PAUL VICE-CHAIR Chief Executive PETER ISAAC SKINNER OF BOSTON DONNA WATTON Officer, The Finance Director, Leader of the TOWN DEAL Donna Comm Ltd Boston Witham Oldrids Council, Boston and Principal of Academies Borough Council Boston College Federation
MATT WARMAN ANDY CLLR EDDY POLL JOHN HARNESS JACQUI BUNCE MP for Boston LAWRENCE Lincolnshire NHS NHS and Skegness Port of Boston County Council
PROF VAL ALISON CLIVE FLETCHER BRAYBROOKS ROB BARCLAY FAIRMAN BEM RICHARD TORY Historic MBE ShodfrIars Community Boston Big Local England University of Representative Lincoln
SIMON NICK WORBOYS BEARDSLEY KINGSLEY NORMAN SANDRA Director of Chief Executive, TAYLOR ROBINSON DOWSON Development & Lincolnshire CEO, Lincolnshire Environment One Public Estate Sales, Longhurst Chamber of CAB Agency Group Commerce
CLLR PAUL NICK HEATH GREG PICKUP DAVID FANNIN ALICE OLSSON GOODALE Delivery Director, Heritage CEO, Lincolnshire MetsaWood Boston Borough Wilmott Dixon Lincolnshire CVS Council
4 TOWN INVESTMENT PLAN — BOSTON 2 BOSTON
5 TOWN INVESTMENT PLAN — BOSTON HISTORY OF BOSTON
The earliest recording of Boston May Fair. Held during the 1125 - May Fair first week of May, it is one of the few remaining fairs in the country still held in the town centre and is an important event in Boston residents calendars.
13-14th Century - Port Only London was richer and more important than Boston as a port. Boston’s wealth was based on wool being a staple port for the wool trade by Edward III. The town was sending three million fleeces a year abroad. 1308 - Markets Boston is granted a charter for weekly Wednesday and Saturday markets which are still held today in the 1309-1520 - The Stump wonderfully striking medieval Market. The stump began being built in 1309 and was completed in 1520. The tower is 272 feet 6 inches high, making it the tallest parish church in England. Views from the top of the tower reach 32 miles, with sights of The Wash and Lincoln Cathedral.
1450 - Hussey Tower The ruined Hussey Tower is all that remains of a medieval brick-fortified house. It was occupied by John Hussey, 1st Baron Hussey of Sleaford until he was executed in the Lincolnshire Rising. 1620 - The Mayflower A group of pilgrims from Boston set sail on the Mayflower to America, naming their new settlement after our town. They established the first school in America based on Boston Grammar School; this school would eventually evolve into Harvard University.
1819 - Maud Foster Windmill
Built in 1819, the windmill is unusual due to it’s odd number of sails. It was owned by Thomas and Isaac Reckitt and is now the most productive mill in the country.
6 TOWN INVESTMENT PLAN — BOSTON BOUNDARY MAP
7 TOWN INVESTMENT PLAN — BOSTON THE PLACE [9]Ageing BOSTON’S population is Lowest POPULATION Boston – a town rich in heritage, unpretentious yet 21% packed with potential, its people independent and self-sufficient, humble and with a heart of gold. 10% 22% compared to in terms of RISE DUE national average Situated on the coastline connecting the Wash chose to leave the European Union and there is still and the Humber, Boston is one of the three major work to be continued on community cohesion. skills ranking TO INWARD (18%) centres including Lincoln and Grantham that provide across towns for the administrative county of Lincolnshire. It has Boston’s population has grown rapidly over the MIGRATION a thousand years of history as a Wash Port and last few years. Between 2001 and 2017, it grew in England[8] served for centuries as a nucleus of international by just under 22% - greater than Lincolnshire trade and commerce. The town provides a centre County at 6.3%, regionally at 6.2% and nationally point and an anchor for South East Lincolnshire. at 6.6%. However, various reports suggest Boston has a substantial freight and logistics that the figure could be as high as 55% due to sector and is significant as a food processing and the net migration of eastern Europeans. Local wholesale hub. It is relatively well connected and communities still believe there is underinvestment Average salary is High usage of has both a railway station and a port railhead. in Boston as a place to support the level of inward migration and the impact on local services, as Boston’s little known but internationally notable evidenced through the Town Deal consultation. PUBLIC cluster of heritage buildings should be the envy of many an English city, but the retiring town has In addition to the statistics opposite: TRANSPORT yet to rekindle its former glow, encouraging new £130 investment. St Botolph’s Church, a magnificent • The town is struggling with its health per week[10] landmark that soars above the Fens, is one of outcomes and is in the lowest third of the largest parish churches in England and is all areas in England for this indicator [2] WORLD less than affectionately known as ‘The Stump’ and is one (English Indices of Deprivation 2019) . of the only surviving examples of its kind left in CLASS national average the country. The church’s scale and grandeur • The area has low levels of crime ranking is testament to the town’s previous wealth and 237 out of 317 local authority areas in the [3] heritage assets status. Boston boasts a major hospital - the English Indices of Deprivation 2019 . second largest acute facility in Lincolnshire. • The economic outlook for its young people is Boston schools are proud of their alumni and include in jeopardy. Before Covid-19, the number of England’s Deputy Chief Medical Advisor and a benefits claimants as a proportion of its 16-24 Boston in former Director General of the CBI. Its creative souls population was very high (over 7% compared Low levels of [4] include composer John Taverner, poet Jean Ingelow, to a national figure of less than 2%) . worst a Hollywood film producer and world-renowned • Although pay is low, Boston is nonetheless a music producer. The town is not short of talent. very hard-working town with levels of economic The town recognises the limitations on development inactivity at 15%, 6% lower than the national [5] posed by flood risk but continues to develop average at 21% (Nomis, March 2020) . 30% 6.4 CO sensibly, due to the new £120m flood protection Boston has borne the effects of Covid-19 more 2 barrier which came into operation in 2020. housing cost effectively to date, with furlough rates of 23%, of Boston is a town of diversity and home to a large below both the Lincolnshire rate for East Lindsey to salary ratio [6] neighbourhoods emissions per cluster of migrant worker communities attracted of 35% and England of 28% (ONS) . This is because of its focus on the food chain, a strategic vs national principally to the food and land based economic in England in head sectors. However, 75% of those voting in the 2016[1] sector with strong growth potential in the town. average of 8[12] referendum (the highest percentage in England) employment outcomes[11]
8 TOWN INVESTMENT PLAN — BOSTON THE PLACE CONTINUED Deputy Chief Executive (Place) at Boston Borough Council and
Notwithstanding this, 7200 workers were on furlough role as a departure point for the Pilgrim Fathers East Lindsey District Council in July 2020 (ONS)[7]. Boston’s greatest challenge, 400 years ago this very year. Its maritime however, is low skills. It ranks worst of all local tradition was instrumental in unlocking large authorities in England in terms of the skills domain swathes of the New World through individuals within the 2019 English Indices of Deprivation. such as Matthew Flinders, the first person to The number of people qualified to NVQ3 and circumnavigate Australia. It is a place that has above in Boston is over 20% points lower than the spirit and determination to exceed expectations. national average[13]. This tracks through into wages with the area having wage levels that are £130 a Working against the grain of these challenges week lower than the England average (ASHE). and determined to realise the full potential of Boston, the Towns Fund Board has extensively “The Town Deal has been However, in recent years there has been significant consulted and engaged with business and the investment in Boston College through the community to determine a vision for the town. quite simply an extraordinary Greater Lincolnshire Local Enterprise Partnership The Board gathered a collection of project ideas (GLLEP) and the college is now ranked in the through the #MyTown portal and a dialogue top 5 in the country, with a national reputation with local people and organisations. Supported opportunity to bring together for innovation and high quality learning. by on-going communications including public access to its meetings, the Board has refined strategic partners across The spark of enterprise in Boston has yet to be ignited. a long list of project ideas to develop a final The town has a very low level of business births just portfolio of projects that underpin the plan and private, public and third over 20 per 10,000 population[14] – a third of the seek to transform this vision into a reality. England average and has a very ‘static’ economy with a level of business ‘churn’ 50% less than the sectors to create an ambitious England average (ONS). Boston is 18% points behind the national average[15] when it comes to workers vision that levels up Boston, involved in Knowledge Intensive Businesses (KIBS). generating interest, passion, Using a town-based version of the Centre for Cities benchmarking approach and looking at 9 comparator towns based on its audit family group, we were excitement and enthusiasm for able to benchmark Boston. These towns were: Carlisle, Corby, Dover, Great Yarmouth, Kings Lynn, all of us in our Borough. We Mansfield, Redditch, South Hams and Wellingborough. Boston had the smallest stock of jobs within this have taken this platform and group, the lowest level of Knowledge Intensive Businesses and the lowest wages. It did, however, have a relatively good level of GVA per worker 4th used it at every opportunity to out of 10 and came 5th in ranking in relation to the number of home workers and CO2 emissions. generate interest beyond our Based on these comparisons, whilst Boston has high boundaries, beyond our County rates of employment and GVA, it is challenged by low wages and fewer high paid jobs in KIBs, which reinforces the need to focus on upskilling and new and indeed beyond the UK.” technology to create higher skills, higher paying jobs.
Despite these extensive challenges, Boston has great social capital. It has a proud and distinguished history and a considerable international diaspora commencing as a major player in the Hanseatic League and culminating most significantly in its
9 TOWN INVESTMENT PLAN — BOSTON 3 ANALYSIS
10 TOWN INVESTMENT PLAN — BOSTON OPPORTUNITY SWOT ANALYSIS & NEED We have developed the following SWOT in the light of our analysis, which underpins the facilitation and Skills and Aspirations Sustainable selection of the following projects for the town. Economic Growth A key part of our levelling up focus will concentrate on people who are economically We plan to increase the number of people inactive. The most recent Greater Lincolnshire working in Knowledge Intensive Businesses Covid-19 economic recovery plan highlights and maximise the range and quality of jobs in STRENGTHS WEAKNESSES that young people, low skill and older workers the High Street and Heritage sectors and the are most impacted by the economic fall out number of digital and learning sector jobs. This of the pandemic and we will recognise this in will help to begin to future proof the High Street Port of Boston the way we target Towns Fund resources to and retail core of the town against the ongoing Low skills & wages address the challenges these groups face. impacts of the Covid-19 pandemic alongside the decline of the traditional street-based Food sector & supply chain Skewed demography We intend to place emphasis on maximising offer. Boston also has a strongly distinctive the opportunities for people over the age of feature in terms of its port and associated 65 in Boston. The population constituted by Heritage cluster Health inequalities food and logistics sector. We intend to build those in this age category, is 21% compared on this aspect of its economic potential. In to the national average of 18% and the Social capital Low levels of enterprise terms of investment, skills and infrastructure challenges of an increasing number of older Boston is still perceived to be an attractive people will be thoughtfully addressed[17]. local option for bigger scale ventures. Levels of economic National perception of We plan to find new and innovative ways to harness not just the ageing population, but The agri-food sector underpins the economy participation Boston as a place the working age population as a strength of the town, with 29% of local jobs in the rather than a ‘weakness’ in the town in terms sector compared to 4% nationally[18]. The Town Excellent FE/HE Outward migration of their contribution of experience and has also seen significant investments in this knowledge to their communities. Covid-19 sector, with more planned and a business led of young people has accelerated the need for the working consortium is leading plans to develop the Port age population to enhance their skills. of Boston as a specialist food port to support the food chain in South Lincolnshire and wider Boston is also home to a significant population Fens region, with over 70,000 jobs in this sector OPPORTUNITIES THREATS of migrant workers who have a major positive across South Lincolnshire and the Fens[19]. impact on the economic dynamism of the town and we will continue to engage with Boston has a mixed performance in terms of and channel their contribution to the town, the environment and sustainable behaviours Resilience of food sector Flood risk actively creating opportunities to enhance and has a relatively low level of CO2 emissions their integration and economic potential. per head compared to similar towns and New national policy Changes to immigration performs moderately well in terms of %
of the population using public transport. focus on skills rules impacting on We plan to consolidate the town’s relative labour availability environmental strengths, delivering significant Strategic alliance with environmental improvements enabled, John Cridland, CBE - Director-General of in part, through the growth of walking ELDC creating new coast Longer term impact of the Confederation of British Industry from and cycling options in the town and the January 2011 to November 2015 themed joint working Covid on the economy enhancement of its railway station. We plan “The Mayflower proposal has the potential to make Boston a more attractive location to better connect the worlds of education for speculators through stimulating a more UK food valley and HPO Cost of new infrastructure and business , and doing this is an exciting diversified pattern of economic development opportunity for Boston .” arising from the proposed investment in its Port of Boston Low levels of aspiration workforce skills and physical infrastructure. Brexit Community cohesion
11 TOWN INVESTMENT PLAN — BOSTON OPPORTUNITY & NEED CONTINUED
Pride in Place
The Port of Boston is an important and distinctive feature of the local economy, which along with its rail links can be economically exploited to enhance growth potential. Our programme will help to manage the ongoing relative affordability of local housing in Boston by sustainably working on economic outcomes with those in the community who have the greatest challenges in terms of their housing status. Boston is an estuarine town and water is a key part of its context. This means it is challenged in relation to the cost of its infrastructure and flood risk, yet its river and coastal credentials are a real asset from a perspective of leisure and logistics. The evolution of Boston ’s infrastructure offers good opportunity in terms of economic development but is likely to be challenging based on current town-based development trajectories in terms of both housing and employment land. There is anecdotal evidence to suggest that the supply of utilities is a strain on growth opportunities. Our plan will maximise the sustainable growth and development of the town through effective investment in its infrastructure, linked to these assets.
12 TOWN INVESTMENT PLAN — BOSTON 4 ENGAGEMENT
13 TOWN INVESTMENT PLAN — BOSTON THE ENGAGEMENT MAYFLOWER HERITAGE PROCESS “We need more focus on “I would like the town the business we have in deal to investigate how Boston building better to connect heritage to connections with schools all communities and and our college so our businesses, bringing people Facebook Digital Radio MAYFLOWER young people can see the together, increasing access, article jobs they can aspire to.” strengthening relationships VIDEO reached 1,233 and investing in the towns followers & 2,068 tourism offer.” 1,138 likes 80,700 BOSTON RAILWAY PE21 VIEWS “Creating a sense of arrival “Having multi use areas/ with attractive (and well buildings in the town centre PE21 Regeneration maintained) tree planting that incorporate offices, Heritage alongside main routes into culture, restaurants, leisure, 8,900 VIDEO POST town is a cost effective way learning hubs, residential views 2,997 to say this is a pleasant units, open spaces and place to visit and live in.” health facilities will attract reach 8,800 YOUTH VIEWS people in and they will then Ambassadors use the shops more.” VIDEO POST
DIGITAL, SHODFRIARS 3G SPORTS PITCH TRANSPORT Town Deal posts between AND “Blackfriars, Sam Newsom, “I would like to see LOGISTICS 16th Feb & 29th Mar the Guildhall and the investment within the town ACADEMY This was when we were actively promoting the #MyTown links redevelopment of Shodfriars centre for facilities that can VIDEO should be fully supported” be utilised by and for young 22,400 94,281 people to use.” VIEWS reach
See more responses at mytown.communities.gov.uk/town/Boston/
14 TOWN INVESTMENT PLAN — BOSTON STAKEHOLDERS EDUCATION “The building we are standing in is the Engineering, Manufacturing and Technology Building, which is ready to ensure that businesses get exactly what they need in terms of skills. We’ve also got a transport and logistics academy The vision and implementation strategy that’s going to be ready by Christmas 2020, which will focus on the Port of Boston as well as and projects are the product of extensive the digital parts of the industry.” consultation and engagement with key cross- Claire Foster, Boston College sector stakeholders throughout Boston. TRAIN STATION “The station improvements that we are hoping This has included networking across the town through the to make at Boston train station mean that we are constituencies which underpin the membership of the Town looking to provide a gateway to Boston along Board. with the PE21 project, ensuring we have the right walkways, cycle access and delivering that See full interviews by clicking on the Stakeholders images entrance that Boston really needs.” or by visiting our Facebook page www.facebook.com/BostonTownDeal/ Kirsty Green, East Midlands Railways
HERITAGE FOOD So we’re excited to have a number of projects all “The ambition is that Boston becomes a global working together to try and make the most of centre for food logistics. We’re already in the Boston’s incredible heritage and bring the town right place, as Lincolnshire is at the heart of centre back to its former glory, repairing historic the food industry and for fresh produce in buildings in the town centre. This will hopefully particular. We also have major food manufacturing create growth and jobs and will really benefit the businesses here too, what’s important is that we town, all through the Towns Deal funding. give them access to the best in technology.”
Greg Pickup - Heritage Lincolnshire Prof Val Braybrooks MBE, University of Lincoln
WELLBEING YOUTH
“Integrating health and other activities is a “Our ambition for the Youth Ambassadors project real driver for us and the opportunity to be in a is to see a youth hub for the town of Boston. It collaborative space where we can show people could be a central location for young people to what they might be able to achieve is fantastic. relax, have fun, learn and make progress. It could How we can work together to support the people also act as a place to socialise because I truly of Boston is a really exciting opportunity.” believe that the future belongs to young people and they need a space to collaborate to create a Jacqui Bunce, Partnerships and Planning at bright future for this town.” NHS Lincolnshire CCG Aureja Sarkauskaite, Voluntary Services
15 TOWN INVESTMENT PLAN — BOSTON THE PROCESS START LOCAL INPUT From September 2019 STAKEHOLDER EVENT November meeting # M Y T O W N T E A M to develop board TOWNS FUND PORTAL membership. LINCOLNSHIRE PROSPECTUS Number 1 on EVENT the #MyTown Local consultation Towns Fund Prospectus Key Themes STAKEHOLDER digital suggestion event. September EVENT released by UK Government board for ideas. 17th. Our work to engage with public views, through December meeting to develop board the #MyTown website analysis, the Towns Fund membership. Board and its wider connections has enabled SOCIAL MEDIA us to identify the three key themes for the town BOSTON TOWN STAKEHOLDER which form the core of our strategy. It is ‘mission- FUND BOARD ENGAGEMENT Public input through Facebook and blog critical’ that to satisfy both the policy frameworks Creation of the board and public aspirations for Boston we need to: and inaugural Board Ongoing local engagement Meeting, January 2020. events and channels • Build its aspirations and skills base – this is the central rationale for the Mayflower scheme BOARD MEET as our flagship project – diversifying the P U B L I C Boston Town Fund CONSULTATIONS capability of the workforce to be more agile Board February 3 days at Guildhall, and participative in the face of the employment Board Meeting BOARD MEET B O S T O N T O W N F U N D Oldrids, Parish Council, challenges arising from the Covid-19 Boston Town Haven High School Fund Board June BOARD and Boston College. Board Meeting WEBSITE • Drive its sustainable urban growth – this is the Sharing plans, blog core purpose of our major ports and logistics BOARD MEET insights and news focus, our smarter housing initiative and the Boston Town BUSINESS redevelopment of its railway station – building Fund Board July BOARD MEET EVENTS Board Meeting P R E S S its sectoral strengths in areas which are resilient Boston Town Fund Conversations Board September LAUNCH (particularly in terms of the food sector) to Board Meeting with local reduce the impact of the Covid-19 pandemic Spreading the businesses. word via various media channels • Enhance its Pride of Place – this is the driver BOARD MEET for our heritage-led High Street regeneration Boston Town Fund BOARD MEET TEAM LINCS proposals and our cycling and walking Board October EVENT alignment – repurposing the town’s centre Board Meeting October meeting T O W N to finalise the Town October meeting to offer and harnessing the wider natural Investment Plan. INVESTMENT discuss Mayflower environmental hinterland of the town in a way PLAN which is a positive antidote to the impact of the Covid-19 on retail and tourism assets. Ready for submission W E
The TIP is not an end but the start of a journey. ARE A p
p
The Town Board will be developing the next phase r
HERE o v
of engagement with strategic partners and the SUBMIT a l community to use what we refer to as Phase 1 as October 2020 a platform for future growth and development (Pending approval)
opportunities within Boston. This includes working DETAILED Ongoing with the GLLEP to ensure we have pipeline Ongoing
Development PROJECTS projects to access other funding sources. Develop the Town Investment Plan projects and business cases
FUNDING October 2021 (Pending approval) ACTION
16 TOWN INVESTMENT PLAN — BOSTON 5 VISION
1717 TOWNTOWN INVESTMENT INVESTMENT PLAN PLAN — — BOSTON BOSTON OUR VISION AN ENTREPRENEURIAL COMMUNITY
An entrepreneurial community which nurtures existing opportunities around agri-food Boston Towns Fund Vision: automation, logistics, transport and engineering. Providing an environment for ambitious inward “To define and deliver the investment and promoting the visitor economy. investment in professional and technological support needed for A CONNECTED COMMUNITY strategic interventions that will Creating a sustainable connected community through smart home technology, additional cycle ways and shape the development of an improved public transport links by road and rail. aspirational, skilled and healthy
population. To achieve sustainable A HEALTHY COMMUNITY
economic growth and pride of Nationally recognised as a centre of innovation place through bold urban design, around health and care, with less than 20% of the workforce affected by long term health conditions. digital solutions and connected communities. This will launch Boston into the future, build on its unique AN INCLUSIVE COMMUNITY heritage and make our town an Enabling the widest range of people and business to contribute to and benefit from economic exciting place to live, work, invest success. Drive physical and social infrastructure that achieves more prosperity alongside greater and visit for generations to come.” equity in opportunities and outcomes.
AN ASPIRATIONAL COMMUNITY
Creating a golden thread of learning between the schools, college and university to offer greater learning opportunities, increased earning potential and creating a supportive environment for businesses to flourish.
18 TOWN INVESTMENT PLAN — BOSTON OUR VISION
Our plan for delivering this vision is built on three pillars: Skills and Aspirations, Sustainable Economic Growth and Pride in Place.
The interplay of learning, heritage and our port come together in the TIP, interlacing to provide a SUSTAINABLE golden thread, sustaining our levelling up agenda. S K I L L S A N D ECONOMIC PRIDE ASPIRATIONS GROWTH IN PLACE Streetscape grants Covid-19 Boston Mayflower Centre for Food and Fresh Produce and Logistics Shodfriars restoration Covid-19 impact assessments have identified Holy Trinity Initiative Railway station immense and very real challenges for our area. Youth Ambassadors St Botolph’s lighting and medieval library projects We know from economic analysis that 20% of all Endeavour FM Digital Project workers in Boston are furloughed. Across the whole Cycling and Walking Plan Blenkin Memorial Hall of Boston Borough, furlough rates have continued to Refurbishment increase and in July stood at over 7,200 workers[20] PE21 Health Hub – a rise of 800 during the month of June alone. Smarter Homes Whilst this is lower than national or county norms, it still represents a prodigious impact on our relatively small population and economic base. Covid-19 has impacted on our retail offer – starkly highlighted by the closure of the historic department store, Oldrids – and on reduced footfall and increased vacancy rates in our town centre. Emerging evidence from the Greater Lincolnshire LEP suggests that many of the individuals who have been most adversely affected are the most vulnerable and low paid members of the community. Those already ‘vulnerable’ are now at ‘most risk’. Certainly, from our evidence base for ‘skills and aspiration’ planning, it is clear that Boston is susceptible to the dangers that will ensue. Our approach to tackling this as our core challenge, is built on the following pillars:
19 TOWN INVESTMENT PLAN — BOSTON 6 STRATEGY
20 TOWN INVESTMENT PLAN — BOSTON OPPORTUNITY
Executive councillor for economy We have generated an interconnected range of and place at the county council projects, which align with the key pillars in the Towns Fund Intervention Framework. Responding to our analysis of need, they will deliver a levelling up of the town based on the themes within the vision: “The Department of International Skills and Aspirations Alongside the Mayflower, theInclusive Growth Package which features outreach and learning Our signature skills and aspirations driver will activities linking a project proposed by the Holy Trade’s network in 177 cities be the creation of a new learning environment Trinity Initiative enabling a blended offer of at the heart of the town themed around its economic and community activity in collaboration around the world, will be heritage. Led by Boston College, the ‘Mayflower’ with Boston Youth Ambassadors and the iconic will enable business and learners to connect, Boston College Mayflower proposal. Remodelling supporting our agri-food create and innovate. We will support this by: and refurbishing the Holy Trinity’s infrastructure and sports hall will create an attractive, flexible • Delivering agri-tech opportunities to support space and increase use by church and community automation and robotics industry sector-driven economic growth. Stimulating groups. It will enable ongoing input into children, an enterprising culture that encourages young people and families to thrive, whilst providing – showcasing and promoting businesses to start up and grow. a facility for activity, training and skills-based learning for all, encouraging connectivity across opportunities to investors and • Providing space for employers, businesses a network of community assets and facilities and the voluntary sector to meet and across Boston and supporting mental health to hold events and conferences. and economic wellbeing in the community. This creating highly skilled jobs. initiative is part of a cross cutting, inclusive growth • Learning pods designed for adult offer which will provide economic and outreach Our food and food processing learning access for digital upskilling learning and employment opportunities. and career-skills development. sector in Greater Lincolnshire is
• Student-supported small retail outlets including Quote from the Commission for coffee shops, bakery, health foods, crafts etc. Colleges of the Future: something to shout about and
• On-hand support and tuition provided in a “Thriving societies built on the foundations of fairness and sustainability, need strong, deserves to be profiled on this low key, calm and spacious environment. collaborative, and inclusive colleges - that empower people throughout their lives with the • Health and well-being pods/outlets - with international stage. skills they need to get on in life, support better support to talk about mental health, productivity and innovation of businesses, and nutrition and exercise advice, etc. strengthen every community’s sense of place. We need investors to know that Backing business, driving innovation and • Whilst the town has high levels of employment addressing skills gaps by establishing a unique being based here opens up a participation, there is a challenge for young service for employers at their local colleges people in accessing the workforce, which we for training and upskilling future and current aim to address through the focus on skills. employees and innovation support. The wealth of opportunities for their development of new ways for employers to make This initiative will form an exciting new anchor the education and skills system work for their business.” development which will adapt to the Covid-19 needs should include sector specialist ‘employer learning and enterprise environment, delivering a step hubs’.” change in access and aspiration through making skills https://www.collegecommission.co.uk/vision development essential feature of the townscape.
21 TOWN INVESTMENT PLAN — BOSTON OPPORTUNITY CONTINUED
Sustainable Economic Growth Pride in Place
At the heart of this aspect of the plan is the proposal Pride in Place – We have a compelling economic to deliver a major ports and logistics investment heritage offer which involves an integrated proposal, bringing together: the Port, University of package of investments based on: Lincoln and Boston College around a consolidated training and business development programme. • St Botolph’s Church Lighting Scheme The Centre for Food and Fresh Produce Logistics, a partnership between Boston College, the National • St Botolph’s Medieval Library – develop, conserve Centre for Food Manufacturing (NCFM) at the and interpret artefacts along with training outputs University of Lincoln and the food industry, will • Blenkin Memorial Hall – refurbish spearhead the development of new skills and and re-focus some activity innovation in food chain logistics directly supporting the 29% of jobs in this sector in the district. • Healing the High Street – Townscape Heritage Proposal (Heritage Lincolnshire) The Port is a defining feature of the town and this investment will help cement its credentials • Townscape Heritage Project – engaging people as the key piece of infrastructure sustaining and upskilling them – Heritage Lincolnshire major elements of the food supply chain across south Lincolnshire and beyond. The Centre for • Wide Bargate shop front scheme Food and Fresh Produce Logistics will focus on – Heritage Lincolnshire digitalisation and the way in which new technology can be used to create complete traceability in the • Shodfriars Hall – Bring Shodfriars international food chain and trade. Local food Hall back into use as a culture centre chain businesses are working with the University of adjacent to Blackfriars Arts Centre Lincoln to develop projects, supported by national innovation funding, to address these challenges. This cluster of activity will be managed by Heritage Lincolnshire to ensure a joined up and Important associated projects linked to different co-ordinated approach across the town. aspects of connectivity in Boston involve the creation of a new digital component to the operation of the local radio station Endeavour FM and a major programme of investment in Boston Railway Station. We also plan to align our Towns Fund investments with the Cycling and Walking aspects of the implementation of the Local Transport Plan. We also have two major developments linked to the PE21 cluster of assets at the heart of Boston which will expand its retail core. Our food sector and built environment work will provide an approach which strengthens the post Covid-19 repurposing of the High Street and the consolidation of a sectoral strength which is resilient in the face of the economic impacts of the pandemic. Finally our Smarter Homes initiative will build the resilience of people living in their own homes for longer and open up a new economic sector in Boston.
22 TOWN INVESTMENT PLAN — BOSTON WIDER INVESTMENT AND INTERVENTIONS
Our proposals will align Food Enterprise Zones with a portfolio of wider The evolution of the South Lincolnshire Food activities, which are currently Enterprise Zone (FEZ) at Holbeach, which is also the base of the University of Lincoln, in train in Boston. Highlights NCFM, provides a real opportunity to better are set out below: link our logistics assets to the food sector. UK Food Valley
Boston Transport Plan The Greater Lincolnshire LEP, in partnership with the industry and South Lincolnshire FEZ is leading This initiative, led by the Transport Authority provides work to position the region’s food sector as an an opportunity to position the railway station, internationally leading cluster. In 2020’-21 this is our aspirations around cycling and walking and being supported by the creation of a High Potential wider connectivities into a statutory framework. Opportunity (HPO) with DIT to promote the LEP’s world class food processing and technology cluster Flood Risk internationally. This is the key theme within our Centre for Food and Fresh Produce Logistics project. Our approach to flood risk is informed by the key components within the South East Lincolnshire Joint Health Provision Planning Unit Strategic Flood Risk Assessment 2017, which identifies that almost the whole of the Borough The NHS in Lincolnshire, Boston Borough Council of Boston and a large part of the South Holland and other partners are working together to District are at a high probability of flooding. Approx improve the health outcomes for the people 85% of Boston lies within the floodplain (84% in Flood of Boston and to attract investment into the Zone 3 ‘high probability’, 1% in Flood Zone 2 ‘ medium area. Strategic planning and partnerships have probability’) resulting in 26,503 residential and 1,212 been strengthened over the past few years. The commercial properties being at risk. Approximately Pilgrim Hospital is a major employer within the 74% of South Holland lies within the floodplain (68% Borough and has received a package of capital in Flood Zone 3, 6% in Flood Zone 2) resulting in investment to improve its urgent and emergency 29,922 residential and 1,296 commercial properties care facilities. The recruitment and retention of being at risk. Costs within the plan take account health and care staff and the NHS People plan are of the additional development premiums driven being linked in conversations with Boston College by flood risk resilience requirements in Boston. regarding skills training and social value impact.
Lincolnshire Institute The local NHS has been working with Boston Borough of Technology Council regarding the concept to regenerate the West Street/PE21 area of the Boston Town Centre and their The roll out of a £16 million investment across aspiration to develop the area into a new welcoming Lincolnshire focused on higher level technical skills and inviting gateway to the town. The proposal is a with a key footprint in Boston via the College provides health/wellbeing centre linked to new leisure facilities. a fabulous opportunity to enhance the skills agenda We are looking at this as potential opportunity in Boston responding to the main issue at the heart to integrate services and facilities/amenities with of the challenges we face. The National Centre for the NHS, Council and voluntary sector in order to Food Manufacturing NCFM is the lead partner in improve the health and wellbeing of local people. the Lincolnshire Institute of Technology (IoT) which creates a direct link to the Centre for Food and Fresh Produce Logistics project and the food chain.
23 TOWN INVESTMENT PLAN — BOSTON WIDER INTERVENTIONS AND INVESTMENT CONTINUED
Building on and refreshing Focus
a climate for investment The projects, which we have facilitated not only deliver against this agenda of post Covid-19 We have assessed the economic impact of each growth they have been carefully chosen to project proposal and more details are provided along respond to the clean growth agenda. with the levels of private sector investment generated in the individual project descriptions further on in In choosing them we have had regard to: this Town Investment Plan. Differential impacts of the projects have been assessed through a development • Promoting better design and sustainable dialogue with each project sponsor and the final list construction approaches. of projects has been derived from active engagement by the Towns Fund Board and through detailed • Increasing energy efficiency consideration by a Technical Sub-Group of the Board (particularly in terms of housing). which has assessed which projects to include in the Town Investment Plan. All projects have been • Promoting low carbon transport and enhance prioritized using the Towns Hub prioritisation tool. the effective use of natural resources. Covid-19 Strategy
Since the drafting and publication of these strategies which set the long term framework for the economic development of Boston local organisations have been working together, through the coordination of the Greater Lincolnshire Local Enterprise Partnership (LEP) to develop a response to the Covid-19 pandemic. The medium term plan is in development but the immediate response has been based on the following immediate actions:
• Business Support: To repurpose existing business support schemes, and design new business support schemes, that meet the challenges of Covid-19
• Workforce: To take measures to meet the changing employment and training needs of the greater Lincolnshire workforce in the context of Covid-19
• Sectors: To provide tailored support to greater Lincolnshire’s most important economic sectors so that they can respond to Covid-19.
24 TOWN INVESTMENT PLAN — BOSTON STRATEGY — Addressing need and opportunity and seeking to align WIDER INVESTMENT with the core framework of Towns Fund, our strategy picks out five key interconnected themes: a balanced community, enterprise, health, resilience AND INTERVENTIONS and connectivity. It builds on a comprehensive overview of established strategies and documents and is nested within a wider strategic and spatial plan for Boston (our strategy review is at Appendix A). Our overview of the focus of the most pertinent strategic documents is set out below:
National Themes Regional Themes Local Themes
Industrial Strategy, Tourism Sector Deal Midlands Engine: Boston Borough Council, Lincolnshire County Council, Greater Lincolnshire LEP: Concept, DCMS Digital Connectivity Portal and Inclusive Economy Partnership: • Government strategy for the Midlands is focused • Local Plan Priorities - Boston sits within the South East Lincolnshire Local on growth, connectivity, skills, enterprise and Plan, within which local growth priorities are outlined as follows: • Levelling up all regions - by enabling innovation, trade and quality of life. The Midlands • Sustainable development - with particular emphasis on balancing greenspace, flood-risk and social needs, places to develop ambitious plans Engine’s innovation strategy and SIA both to drive economic growth. included Future Food Processing as themes, • Economy - diversifying and strengthening the economic base, vibrant given how important this sector is the region historic town centres, supporting employment and business. • Liveable places - providing crucial infrastructure and the need for innovation and skills to drive • Housing – providing sufficient housing land and ensuring supply meets the need to help individuals flourish and creating shared sector growth, with these themes being led by of older people, first-time buyers and affordable/starter housing spaces that bring communities together. Greater Lincolnshire LEP and the University of Lincoln on behalf of Midlands Engine. • Environment – promoting understanding of the natural and historic environment, • Connected growth – digital, social and cultural minimising climate change impacts, prioritising re-use of previously developed land and connectivity to ensure the economy grows in a • Regional bodies are focused on supporting providing for equal opportunities and shared benefits from economic development. way that is strong and sustainable and makes all Government to deliver Inclusive growth – ensuring • Transport – improving accessible, sustainable and affordable transport places viable for work in the global economy. people everywhere can both contribute to, and for all and to enhance efficiencies for business. benefit from, economic growth through supporting • Enhancing the business environment – at concrete actions that will create more jobs, • Local Plan: Spatial Strategy – this clearly articulates the vision that Boston is the key sub-regional centre national and local levels (e.g. technical export more goods and grow productivity. and economic driver for the area. The plan foresees development and investment in the area focusing on education and training, Tourism Zones). Boston as this foci. Due to the level of services and economic opportunities, Boston is identified as an area • Improving connections between towns and cities with significant infrastructure needs which need to be satiated if it is to take advantage of prospective • Flexibility – from the national level through in the Midlands to support clusters to grow. growth. The vibrancy of its historic core, street pattern and town-centre is considered a highly valuable to regional / LEP level to support innovation asset, as are its further education provision at Boston College and health provision at Pilgrim hospital. Boston and ensure small towns and their rural • The coast as an economic engine that could also offers the vast majority and wide variety of housing stock and housing growth potential in the area. hinterlands are able to contribute to, and support thriving businesses and communities. benefit from, wider economic growth. • The Greater Lincolnshire Destination Management Plan identifies the potential for Boston to exploit its individuality to improve its visitor offer and act as a key driver for expanding the visitor economy locally and for the county as a whole. It has yet to release the unique and untapped promise as a destination town.
• The Greater Lincolnshire LEP Local Industrial Strategy and Covid Recovery Plan, for Boston acknowledges the importance of the food sector, the college and port, and the challenges of deprivation, health care, 4G coverage and broadband speed.
• Boston is within Natural England’s National character area profile: 46. The Fens. This stresses the importance of local heritage assets like the Boston Stump, classified as an iconic local building, acting as strong marker of place and icon in the landscape. It also supports the long-term aspirations to open up fen waterways links opening up the fens for boating, recreation and tourism. The importance of Boston’s port is also key to the settlement pattern and history of the area, as is the historic settlement itself.
• Boston is a key part of Lincolnshire’s aspirational tourism sector deal – improving visitor infrastructure to allow Boston to better “punch its weight” in tourism terms is a key part of this countywide strategy. Its current hospitality offer is emerging despite the pandemic with new investments in both high quality town centre stays and periphery offers, attracting visitors to stay and spend for both leisure and business purposes.
25 TOWN INVESTMENT PLAN — BOSTON INTERVENTION FRAMEWORK
We have set out in the coherence section of this plan, how we used the broader strategic frameworks relevant to Boston, Covid-19 recovery opportunities and clean growth priorities as key elements within our project prioritisation process to determine our ultimate list of projects within the structure of our investment plan. Mayflower Centre/ Trinity The Ambassadors Youth and Food for Centre Logistics Produce Fresh Local of Digitalisation Radio Station Boston Rail Improvements PE21 Heritage Cluster Living Connected Homes) (Smarter Shodfriars Hall Memorial Blenkin Lighting Botolph’s St and Library
Sustainable construction
Energy Efficiency
Low Carbon Transport
Enhanced Use of Natural Resources
Enhanced digital capacity Refurbishment approach Stimulation of modern high standard investment in key aspects Build approach Enhance port and rail of the tourism offer linked to Maximising sea transport Provision of new options for local travel The Wash as a natural asset
26 TOWN INVESTMENT PLAN — BOSTON Our short, medium and longer OUTCOMES AND TARGETS: term targets for each of the SKILLS AND ASPIRATIONS three pillars are set out below:
SKILLS WAGES ENTERPRISE JOBS EMPLOYMENT
The development of an enterprise Boston has unemployment, which culture, targeted at post-16 learners is on a par with the national Through an increase in the and older people in the labour average, with the reduction range and quality of jobs in ’s An increase in the skills base force for whom self employment delivered through very clearly Effective interventions close the strategic sectors, particularly and range of job opportunities is appropriate. This is led by the focused targeted interventions NVQ 3 gap between and the digital, manufacturing, learning enables Boston to approach growth and consolidation of in key neighbourhoods of national average bringing the and heritage Boston achieves parity with the average the town’s key value adding deprivation such as Fenside. difference to no more than 10%. parity with the England wage at a national level. sectors and particularly through These interventions are 5 YEARS 5 average for the stock of jobs its logistics and agri-food particularly targeted on giving per head of population. connections and the growth of its young people a stake in the heritage and learning sectors. community through work.
Parity with England average Boston has a diverse range for proportion of population Boston is in the top 50% of Boston surpasses parity with of sustainable employment developing level 3+ qualifications, settlements in terms of the Indices the national average for the Through a continuing trend opportunities, with no no reported skills shortages. of Deprivation income measure. It number of businesses in the area around the activities set out neighbourhood hotspots Recognition as a national has a weekly wage based on the to the ratio of its population. above Boston has 10% more of unemployment and centre of learning around growth of high value components The area begins to develop jobs per head of population disadvantage. This enables the digital economy, ports of its industrial base, which is on a reputation as a centre of than the national average. it to have an unemployment and logistics, manufacturing a par with the national average. enterprise and know how in terms level, which is 10% less severe 10-15 YEARS 10-15 economy, the learning economy of its most distinctive sectors. than the national average. and the heritage sector
Boston has levels of Boston is in the top 33% of unemployment, which are Creation of a nationally significant settlements in terms of the Indices Boston has a 50% higher considerably better than cluster of high value skilled of Deprivation income measure. proportion of businesses to the Boston builds on its sectoral the national average and workers particularly in relation It has a self – sustaining number ratio of people compared to strengths and supply chains, are statistically counted as to the logistics, manufacturing of economic sectors operating the national average. Business which enable it to outstrip the representing zero unemployment sector, and the heritage sector, at an international level, which investors recognise the area as a national number of jobs by over and which sustain the skills needs which is a key driver of sustainable provide it with the ability to smart location for the provision 10% on an on-going basis. of its key sectors particularly: 30 YEARS 30 new businesses and jobs growth. achieve wage levels which are of business growth lending. logistics, agri-tech, digital better than the national average. solutions, heritage and learning.
27 TOWN INVESTMENT PLAN — BOSTON OUTCOMES AND TARGETS: SUSTAINABLE ECONOMIC GROWTH
HEALTH INFRASTRUCTURE ENVIRONMENT
Boston is no more than 5% below A plan to address the infrastructure the national average in terms of deficits in the Boston area is in health outcomes as measured by place with key utilities and is being the English Indices of Deprivation. implemented. Boston has a dynamic A structured pattern of Through a series of targeted infrastructure with no constraints investments realises the full employment focused interventions, for business, which provides plenty potential of the town particularly including self employment options in the way of utilities, access and in terms of its digital potential. and through an increase in the range 5 YEARS 5 serviced sites to enable to maximise and diversity of local jobs levels of its credentials as a Centre for Food economic activity fall to comfortably and Fresh Produce Logistics hub. below the national average.
Boston is a location of choice for Boston maintains levels of investment in examples of the Boston is a natural economic inactivity below the development of the environmental location for investment in national average. It is perceived sector, building particularly infrastructure appropriate to as a healthy town with a dynamic on its strong social enterprise economic development. and adaptable workforce. infrastructure around local food and waste management/recycling. 10-15 YEARS 10-15
Boston achieves a parity or outstrips currently regional Boston has better overall rivals including Kings Lynn and Boston has a good reputation levels of health and well-being Wisbech as a rounded proposition as a centre of excellence than similar towns in terms for investment building on its as a net zero economy. of size and functionality. strengths around logistics, 30 YEARS 30 heritage and its agri-food.
28 TOWN INVESTMENT PLAN — BOSTON OUTCOMES AND TARGETS: PRIDE IN PLACE
INVESTMENT PEOPLE HOUSING
A digital revolution gives more Boston will have a diverse range of people a stake in staying in proposed investments in different Boston as a location of choice The housing developments types of business activity, which to work. The stock of jobs and planned for Boston provide the scope for it to support businesses increases. This leads are fully realised. particularly the development of to the start of a new demographic
5 YEARS 5 high skill, high wage businesses. balance with the working age population rising by 2%.
Boston will be recognised as a smart investment choice for those Boston is on a clear trajectory interested in long term sound returns towards the achievement of the from its agri-food, logistics, digital houses planned for achievement and manufacturing sectors. It will The creation of more net jobs by the end of the current local achieve higher levels of business increases the working population plan period. Homes are designed investment than the national average. to 5% above the national average. and built to withstand and It will have a pipeline of infrastructure reduce the effects of climate enabled sites which enable it to meet
10-15 YEARS 10-15 change and are accessible. the ongoing demand of businesses in its main economic sectors.
Boston will be a natural investment Boston is a location of choice choice for those seeking to generate for economically active people effective returns from investment. It seeking employment in key will have a dynamic pattern of sites sectors for which it has an available for economic development Boston has a sustainable mix of international reputation. With and it will have acknowledged houses in terms of variety and the growth of the digital sector economic clusters around the affordability which secure its as its key “enabler” It has a heritage economy, manufacturing, transition to a regional rather higher proportion of people in
30 YEARS 30 logistics, digital solutions and agri- than sub-regional centre. the 16-64 age range and lower food which generate their own levels of economic inactivity economic dynamism through a process than the national average. known as agglomeration effects.
29 TOWN INVESTMENT PLAN — BOSTON SPATIAL STRATEGY
Our plans for the levelling up of Boston’s economy are informed by the spatial frameworks for the Town which we referenced above. We have been TOWNS FUND particularly sensitive to: Boston’s role as a sub-regional service centre in our ambitions for the Town; its flood risk PROJECTS challenges in terms of our approach to sustainable development and its high premium heritage cluster in terms of a key focus of our investment planning. 3
This plan is based on the golden weave of skills, sustainable economic growth and pride in place. This has a spatial Centre for Food and Fresh footprint through the town, which we Based on our continuing 1. have described as the skills and health consultation with the Produce Logistics escalator to recognise the physical Boston community and 2. PE21 Boston Town Centre Regeneration manifestation of our programme. It local stakeholders, here are 3. The Trinity Centre / Youth Ambassadors begins with the station as the portal the Towns Fund projects into Boston. This then links people highlighted in our Town 4. The Mayflower directly into the PE21 quarter which Investment Plan. 5. Endeavour FM Digital acts as a health hub and distributes the population on a heritage based town 6. Boston Rail Improvements centre journey across the pedestrian 7. Connected Living (Smarter Homes) footbridge over the Witham and/or a 8 skills journey down South Street, through 8. Blenkin Memorial Hall the Park and onto the new Mayflower. 6 St Botolph's Lighting and MAR K E T 9. This whole route is accessible by foot or 9 P L A CE 11 Library Conservation bicycle at a length of just over one mile. 10. Shodfriars Trust
Heritage Cluster 2 11.
10
4
1 5 Outer Boston. 7
30 TOWN INVESTMENT PLAN — BOSTON OVERALL THEORY OF CHANGE
Consolidating all the elements described from the outset of the document enables us to set out the overall Theory of Change for the Town Investment Plan as follows:
BOSTON TOWN FUND THEORY OF CHANGE
KEY ISSUES INTERVENTION PROJECT OUTPUT OUTCOMES
Skills and Aspirations New Biophilic Learning Destination Mayflower Repurposed Leisure and Learning Very Low Skills Low Levels of Economic Offer with Pool as key feature Increase in the number of qualifications Inactivity High Levels of Youth Unemployment Skills Infrastructure Generation of a community hub delivered Engagement of new non traditional Significant Capacity Amongst Active Elderly Inclusive Growth Programme Holy Trinity to engage people in learning and learners, Reduction in Economic Inactivity Initiative and Youth Ambassador Programme development supported by a youth focused outreach approach
Sustainable Economic Growth A food trade and logistics skills, Urban Regeneration and Land use Centre for Food and Fresh Produce Logistics knowledge and innovation hub with local, national and global outreach A refreshed and refurbished Increase in jobs Increase in GVA Reduced Local Transport Railway Station Distance from Markets Increase in people Unfulfilled Potential of Food and Logistic railway portal into the town visiting Boston Repurposing of Unused Offer Tired and Underperforming Remediation and Development of Sites PE21 A new community health and leisure hub Buildings to Stimulate Town Centre Infrastructure (Health, Retail, Housing Stock) Creation of a pilot programme of Footfall Creation of a New Residential Quality Residential Space Connected Living (Smarter Homes) intelligent adaptations to enable people Offer Enhanced Digital Media Capacity to live independently for loner A new community focused Digital Technology Endeavour FM digital radio station
Pride in Place Creation of a new internationally significant heritage attraction Exploitation of St Botolph’s - Medieval Library, Lighting Heritage Assets the Visual Attraction (at night) of the and Blenkin Memorial Hall Shodfriars Hall Heritage Offer to Visitors Creation of a Increase in Jobs Increase in GVA Increase Scope to Enhance Retail Engagement and Heritage Themed Enterprise Space in Scale and Value of Tourism Sector Footfall Limited Utilisation of Heritage Assets Creation of a Context Promoting Inclusion “USP” Underperforming Visitor Economy A programme of grants and commercial Through Heritage Diversification and support to High Street businesses, Holy Trinity, Townscape Heritage Project, Enhancement of the Retail Offer Commercial/Retail Repurposing Development of Learning and Commercial Wide Bar Gate Shop Front Scheme Heritage Skills to Realise the Potential of the Heritage Offer in Boston
31 TOWN INVESTMENT PLAN — BOSTON 7 ACCELERATED FUNDING
DIGITAL, TRANSPORT AND Accelerated Funding has been used to kick LOGISTICS ACADEMY start outcomes for the community. SUPPORTED FUNDING £182,976
To acquire state-of-the-art equipment to
SAFETY HEALTH AND ENVIRONMENTAL (SHE) INFORMATION enable to accelerate the support for skills IN ADDITION TO THE HAZARDS AND RISKS NORMALLY ASSOCIATED WITH THE TYPES OF WORK DETAILED ON THIS DRAWING, NOTE THE FOLLOWING RISKS AND INFORMATION. 91 1:1000 SCALE RISKS LISTED HERE ARE NOT EXHAUSTIVE AND WILL BE DEVELOPED AND MITIGATED 42 DURING SPATIAL COORDINATION AND TECHNICAL DESIGN PROJECT STAGES.
CONTROL MEASURES WILL BE APPLIED TO RESIDUAL RISKS AS APPROPRIATE AND Cemetery IDENTIFIED WITH HAZARD TRIANGLES (SEE OPPOSITE). Lodge INFORMATION RELATING TO USE, CLEANING AND MAINTENANCE, WILL BE DETAILED IN DUE COURSE WITHIN A BUILDING MANUAL AND HEALTH AND SAFETY FILE.
33 GENERAL
30 RISK - CONTRACTOR'S EMPLOYEES AT ALL STAGES DURING THE WORKS RISK - AUTHORISED VISITORS AT ALL STAGES OF DURING THE WORKS SITE ACCESS - MOVEMENT OF PLANT AND IMPORTATION OF MATERIALS ACROSS SITE SITE AREA - CONSTRUCTION WORKING AREA / RISK TO GENERAL PUBLIC and employment not just for our young
Sherwood DEMOLITION
18 UTILITY SERVICES - CONTACT WITH BURIED / OVERHEAD UTILITIES AND SERVICES 87 DOMESTIC SERVICES - CONTACT WITH BURIED / OVERHEAD SERVICES Woodhall CONSTRUCTION FOREST DALE EARTHWORKS - EXCAVATION, GROUNDWORK DE-WATERING TECHNIQUES - GROUNDWATER SEEPAGES 86a OPERATION - MECHANICAL PLANT IMPORTED MATERIALS - FILLING, PAVING AND SURFACING
6 MANUAL HANDLING
79 FENCING INSTALLATION - WORKING AT HEIGHT 40 WILLOUGHBY ELECTRICAL INSTALLATION - FLOODLIGHTS
MECHANICAL INSTALLATION - FLOODLIGHTS 19 OPERATION people but also working age population
NONE KNOWN - TO BE CONFIRMED
86 MAINTENANCE
ROAD OPERATION OF MAINTENANCE VEHICLE AND EQUIPMENT Maud Foster Drain FENCING MAINTENANCE - WORKING AT HEIGHT FLOODLIGHTS MAINTENANCE - ELECTRICAL AND MECHANICAL
5 3G SPORTS PITCH PLAYING FIELD
72 who want to upskill or diversify due to the ARRANGEMENT:
El Sub Sta SUPPORTED FUNDING £120,000 1NO. 113 X 77M COMMUNITY FOOTBALL TURF PITCH (FTP)
39 51 28 Ppg Sta impact of Covid-19. Haven High Academy
42 1NO. 82 X 50 11V11
70 FOOTBALL PITCH 40 OAK CRESCENT
27 69 12NO. 10 X 10M TRAINING
61 HORNCASTLE ROAD GRIDS
MARIAN
20 54 68a 36 During early consultation on the 1NO. 91.4 X 46M 11V11
ROAD El Sub Sta 68 HOCKEY PITCH
17 25
18 1NO. ATHLETICS EIGHT LANE 22 12 #MyTownSPRINT STRAIGHT campaign there was a EXPLORE AND DISCOVER Allotment Gardens 13 3NO. ATHLETICS THROWING
9 AREAS
63 22
significant2NO.ATHLETICS LONG JUMPamount / of public support 2
1 TRIPLE JUMP RUNWAYS 8 75
Depot WITH LANDING PITS
58
FS 29
18
28
1
6 2 TRAILS 1NO. ATHLETICS POLE 67 WALK HOOD'S for increased sports facilities in ESS VAULT RUNWAY WITH ROBIN LANDING AREA
65
23 53
63
77 SUPPORTED FUNDING £80,000
16 2 1NO. NON TURF CRICKET the town.PITCH WITH 37M HavenOUTFIELD High Academy
57 19
48 BOUNDARY AND 3M SAFETY 83 ZONE (REPLACEMENT
53 49 16 89 C1 to C10 PROVISION) Water 87
Tower 47
ROBIN HOOD'S
ROBIN HOOD'S 80 LB have now submitted a planning
3NO. ROUNDERS PITCHES 11 78
84 WALK 82 WALK E3 to E17 86
88 66
B8 1 GRAND SLUICE LANE E2 A catalyst project for a number of
22 6 74
E1 B2 to B7 application for a 3G sports pitch
B1
21
1 1a 75 continuing improvements in both the public 2 12
Line of Posts Fire Station 11 which is a much needed asset which
Park Academy 143 D3 to D7 to D3
21 FRIAR WAY D13 to D8
El Sub Sta D27 to D15 ESS
63 139
15 realm and the visual identity of the town. 22
48 135 96 47
2 D1
ROBIN HOOD'S WALK NORFOLK STREET A1 can be used by all members of the
40 45
14 D2b
JUBILEE AVENUE 1
88
11 84 51 D2
Church 82 The project will enhance the offer of the HOPE GARDENS 43 12 community. CLIENT DRAWING DISCIPLINES EXPLAINED DRAWING NUMBERS EXPLAINED LEGEND THE BOSTON WITHAM EEP - EXISTING ELEVATION PLAN SXX-XXX / DWG or VW / XX-0001.01 PROPOSED COMMUNITY 3G FOOTBALL TURF PITCH ACADEMIES FEDRATION EFP - EXISTING FLOOR PLAN LOCATION ESLP - EXISTING SITE LAYOUT PLAN ..\..\..\..\TomBettsatS&CSlatter\OneDrive - S & C Slatter Ltd\Desktop\S&C\S&C Information\Company\Company Logos\S&C Slatter - Strapline [RGB].jpg town both as a heritage destination and ESP - EXISTING SECTION PLAN HAVEN HIGH ACADEMY LP - LOCATION PLAN PROPOSED (SUPPLEMENTARY) SCREEN PLANTING PDP - PROPOSED DRAINAGE PLAN MARIAN ROAD PEP - PROPOSED ELEVATION PLAN BOSTON PFEP - PROPOSED FENCING PLAN EXISTING TREE PLANTING AROUND SCHOOL SPORTS FIELD Project Number
Drawing Number STEPHEN'S YARD, ENBORNE, NEWBURY, BERKSHIRE, RG20 0HA Revision Number
PFLP - PROPOSED FLOODLIGHTS PLAN Drawing Discipline VectorWorks (VW) LINCOLNSHIRE
AutoCAD (DWG) or T: 01635 34521 PFP - PROPOSED FLOOR PLAN E: [email protected] Software In Which The
PSLP - PROPOSED SITE LAYOUT PLAN File Has Been Created - PLAYING PITCH MARKED ONTO PLAYING FIELD FOR SUMMER CURRICULUM PE21 9HB W: www.sandcslatter.com PSP - PROPOSED SECTION PLAN 1:1000 SCALE PROPOSAL DRAWING NO. also as a place to live, work and visit. SP - SITE PLAN SPORT COMMUNITY 0 25M 50M 100M 150M S20-198/DWG/0004 ALL DIMENSIONS EXPRESSED IN MILLIMETRES (MM). BRADY STREET 3G FOOTBALL TURF PITCH PLAYING PITCH MARKED ONTO PLAYING FIELD FOR WINTER CURRICULUM PROJECT NO. REVISION NO. ALL DIMENSIONS TO BE CHECKED ON SITE PRIOR TO WORK COMMENCING. DRAWING TITLE DO NOT COPY, RE-PRINT OR RE-USE WITHOUT PERMISSION. SPORT S20-198 .01 THIS DRAWING IS COPYRIGHT BY S&C SLATTER. 00. ORIGINAL DRAWING RETAINED BY S&C SLATTER. ------ORIGINAL ISSUE. TB. PROPOSED SITE LAYOUT PLAN SCALE PAPER SIZE DRAWN CHECKED Ordnance Survey, (c) Crown Copyright 2020. All rights reserved. Licence number 100022432 14/08/2020 1:1000 A1 TB SA
PE21 + MAYFLOWER HERITAGE SHOPFRONTS SUPPORTED FUNDING £89,000 SUPPORTED FUNDING £277,700
Funding to support the feasibility The Boston Townscape Heritage Project and design element to progress a will significantly enhance the eastern area place-led town centre regeneration of the town’s historic market place for scheme including health, leisure and the benefit of local businesses, the local wellbeing facilities. community and visitors to the town.
3232 TOWNTOWN INVESTMENT INVESTMENT PLAN PLAN — — BOSTON BOSTON 8 PROJECTS
3333 TOWNTOWN INVESTMENT INVESTMENT PLAN PLAN — — BOSTON BOSTON BOSTON PROJECTS
The Trinity Centre / Youth Ambassadors
St Botolph’s Lighting and Library Heritage Conservation Cluster
Blenkin Shodfriars Memorial Hall Trust Mayflower
PE21 Boston Town Centre Regeneration
Centre for Food and Fresh Produce Boston Rail Logistics Improvements
Connected Living (Smarter Homes)
Digitalisation of Local Radio Station
34 TOWN INVESTMENT PLAN — BOSTON COHERENCE
This section of the Town Investment Plan sets out the individual credentials of our projects, unpacking the detail arising from the vision and its rationale above. Each of the projects has been chosen following a detailed prioritization process using the prioritisation tool developed for the Towns Fund. A summary of the ranking of the projects included for Boston is set out below (more information on the judgements is at Appendix B):
OVERALL HMT TOWNS TOWNS RANK PROJECTS ASSESSMENT GREEN BOOK BCR MATCH £ SPECIFIC CRITERIA SCORE APPRAISAL CRITERIA FUND £
1 Digitalisation of Local Radio Station 96% 96% 96% 13.35 18,509 82,463
2 Heritage Cluster 94% 92% 96% 5.88 1,818,500 1,830,491
3 Connected Living (Smarter Homes) 90% 92% 88% 1.59 0 250,000
4 St Botolph’s Lighting and Library 90% 84% 96% 7.01 110,000 230,000
5 Holy Trinity (Inclusive Growth) 88% 88% 88% 3.01 75,000 305,000
Centre for Food and Fresh 86% 100% 72% 2.31 2,000,000 2,000,000 6 Produce Logistics
7 PE21 86% 92% 80% 2.22 2,500,000 4,750,000
8 Blenkin Memorial Hall 86% 84% 88% 16.19 336,000 810,000
9 Shodfriars Building 84% 88% 80% 1.32 6,910,888 2,074,566
10 Boston Train Station 82% 88% 76% 2.89 186,800 2,505,600
11 Youth Ambassadors 82% 72% 92% 3.01 20,000 60,000
12 Mayflower 78% 84% 72% 1.98 9,346,000 10,000,000
TOTALS 23,321,697 24,898,119
35 TOWN INVESTMENT PLAN — BOSTON PROJECT PROFORMAS
36 TOWN INVESTMENT PLAN — BOSTON DIGITALISATION OF LOCAL RADIO STATION
Put Boston at the centre of the Project Details commercial radio scene creating opportunities, engaging communities As a result of successfully receiving the funding, the project will deliver the following services/facilities:- and changing perceptions of Boston. We 1. The first service the project will deliver is anew radio station in Boston that broadcasts on DAB Digital Radio to Lincolnshire. will achieve this by creating a Digital 2. A new media outlet championing Boston that broadcasts information to people in Lincolnshire about Boston thereby boosting the town’s image as a place to live, visit and work. (DAB) Radio Station broadcasting 3. Providing new industry standard (endorsed by BBC Local and Commercial) local training opportunities in Radio Project Rationale Broadcasting which will open doors to employment roles in a variety of back-office and broadcast disciplines; Theory of Change presenting, producing, interviewing, audio editing. from Boston to all of Lincolnshire. 4. More volunteering positions available for those that wish to get involved, ranging from those on further education, between jobs, retired or NEETs. This funding will increase our 5. A great springboard for young people wanting to get a start in the Radio industry and related sectors. 6. Apprenticeships and work experience will be offered as well as building a stronger formal relationship with the local geographical coverage area, increasing College, primary and secondary schools across the Borough. 7. A new service offeringaffordable advertising options giving local businesses a chance to target listeners across the our advertising revenue which will whole county. drive social outcomes including jobs The project will add digital radio to the economic infrastructure of Boston. It is an important niche. Alignment with Boston’s and training for young adults. feature of the connectivity agenda in the town. It will also deliver learning and skills outputs. Investment Plan Objectives
Skills. Town Fund Intervention Arts, Culture and Heritage. Framework Digital.
Increase in the breadth of the local skills offer that responds to local skills needs. Town Fund Outputs Increased benefit for the public education over the long term. Provision of specialist digital technologies to meet the needs of specific sectors.
The project will provide an improved arts, cultural and heritage offer that is more visible and easier for residents/visitors to access. Town Fund Outcomes The project will lead to increased utilisation of digital channels, by businesses, to access/supply goods and services.
Impacts include more Boston based radio content, increased footfall, skills and training opportunities in digital radio and the Impact opportunity to address a number of the negative perceptions about the town.
Ask and Match Funding The project will require £100,972 to proceed and the ask from the Towns Fund is £82,463.
Timescales and Spend Profile Implementation will be from January 2021 to January 2022.
37 TOWN INVESTMENT PLAN — BOSTON HERITAGE CLUSTER
The project will transform Boston’s Project Details historic town centre and key gateway The project begins from the baseline of a town centre that despite its prominent location, is widely acknowledged to have to visitors through a comprehensive seen better days; having been blighted in recent decades by a proliferation of uncontrolled signage and development. At its core the area has many buildings of historic value and which could be made more attractive and inviting and there is a town centre regeneration programme. growing appetite to see this brought to the fore. The project will offer grants to building This intervention has the potential to make the town centre more attractive, less cluttered and more coherent, to the benefit of locals and visitors and to the wider economy. Project Rationale owners to invest in their buildings, as Theory of Change The project will bring about change by engaging with owners, the public and with wider stakeholders (e.g. local authority, local community groups) to increase appreciation of the town centre and its potential to offer a beautiful and welcoming well as directly funding public realm and environment for the many thousands who use it each year. green space improvements alongside. The project legacy will be a far more attractive town centre helping to generate visitors year round. Shopfront improvements will be sustained for decades, with an element of revenue funding dedicated to developing a shopfront design guide and Works will involve replacing signage, better protecting Boston town centre properties within the planning system by preserving the unique, but currently largely obscured, heritage town charm at its core. introducing higher quality shopfronts, tackling repairs to frontages, bringing Alignment with Boston’s This is a key part of the pride of place agenda linked directly to the inclusive element of this aspect of the implementation of Investment Plan Objectives the Towns Fund. vacant upper floors into use and making the adjoining street scene and Town Fund Intervention Arts Culture and Heritage. surrounding area more attractive and Framework Urban Regeneration Planning and Land Use. welcoming to locals and visitors. Increased footfall. New jobs created. Town Fund Outputs New learners assisted. New upgraded or protected community hubs, spaces or assets, where this links to inclusive growth.
Improved arts, cultural and heritage offer that is more visible and easier for residents/visitors to access. Town Fund Outcomes Properties improved and repaired. Increased breadth of local skills.
This forms a key component involved in realising the visitor potential and heritage appeal of Boston as a key economic Impact driver.
Ask and Match Funding The project will require £3,648,991 with a requirement of £1,830,491 the Towns Fund.
Timescales and Spend Profile Implementation will be from March 2022 to April 2024.
38 TOWN INVESTMENT PLAN — BOSTON CONNECTED LIVING (SMARTER HOMES)
Boston Borough Council, NHS Lincolnshire, Boston College, Registered Social Project Details People have better health outcomes when they remain independent. The provision of these facilities also provides an Landlords and Lincolnshire County Council economic opportunity for the development of a new digital sector in Boston. have come together to work with the By linking NHS Lincolnshire, Boston College and a local housing provider, this project will also develop the mix of technical global Smart Home solutions provider and clinical skills required to deliver high quality technology enabled care, supporting digital learning opportunities with health and social care workers. An apprenticeship programme in Smart Home technology for plumbers, engineers and Project Rationale electricians will tackle a digital skills gap in this emerging new industry. Menasco to develop and implement digital Theory of Change services for Boston homes. The provider, Menasco is committed to working with local training providers and establishing a customer support centre in Boston, generating employment opportunities.
An initial pilot project will act as proof of concept for the wider programme as well as to help both Boston Borough Council Smart technologies in homes can provide and Menasco establish the processes necessary for the successful roll out of the whole project. predictive analytics to prevent an This is a key digital and skills component within the Sustainable Economic Growth section of the Town Investment Plan. People have better health outcomes when they remain independent and are able to take early intervention for health issues. escalation in care and support needs and The mix of assisted living technology and health testing conveyed directly to GP practices – such as ECG, blood pressure and blood sugar levels. The specific health device is also able to deliver a Covid-19 antibody test within minutes. In addition reduce hospital admissions. The care and the technology also provides more reactive interventions in maintaining both the fabric of the building and also early Alignment with Boston’s warning carbon monoxide and more efficient use of heating through digital thermostat thus reducing fuel poverty and poor support packages can be tailored to the Investment Plan Objectives quality internal living. The provision of these facilities also provides an economic opportunity for the development of a new needs of individuals and information can digital sector in Boston through skills in installation and maintenance of equipment including apprenticeships. By linking NHS Lincolnshire and Boston College, this project will also develop the mix of technical and clinical skills required be shared across organisations to improve to deliver high quality technology enabled care, supporting digital learning opportunities with health and social care workers. An apprenticeship programme in Smart Home technology for plumbers, engineers and electricians will tackle a coordination between services and digital skills gap in this emerging new industry. agencies. For example, an assisted living Digital Connectivity. Town Fund Intervention system incorporates pressure-sensitive Urban Regeneration Planning and Land Use. Framework mats in front of the bed, providing alerts Arts Culture and Heritage. to services and relatives. Provision of specialist digital technologies to meet the needs of specific sectors. Town Fund Outputs Delivery of quality residential space. A complete home diagnostic solution combines with an online medical platform Increased utilisation of digital channels by businesses to access and/or supply goods and services. Increased ability for individuals to work remotely/flexibly. Town Fund Outcomes to provide secure video link to the patient Increased percentage of working age population with qualifications. with real time and proactive monitoring Increased number of new learners assisted. of many health conditions through a Boston will be a more sustainable and accessible place for vulnerable people to live in, it will have a better stock of residential accommodation more suitable to the needs of all residents. A new economic sector will be opened up providing Impact multifunctional monitoring tool. The device training and employment opportunities in the town. The evaluation of the pilot will provide an evidence base to support can provide detailed assessment of a investment by partners to roll out across the borough. patient’s needs. Customisation can support the visually impaired, hearing impaired, Ask and Match Funding The project will require £250,000 to set up an initial pilot based on 50 homes in the town. mobility needs, mental health needs and victims of domestic abuse. Timescales and Spend Profile Implementation will be from April 2021 to March 2022.
39 TOWN INVESTMENT PLAN — BOSTON ST BOTOLPH’S LIGHTING AND LIBRARY CONSERVATION
This project aims to develop and Project Details conserve the medieval library and The church’s Parish Library, located over the south porch, is one of the most important in the country, containing nearly other historic artefacts throughout 1,200 books mostly printed in the Sixteenth and Seventeenth centuries although the earliest dates to the 12th century. This project will drive up pride of place and tourism interest through St Botolph’s through an upgrade and • The preservation of the existing books through the control of temperature, the humidity and lighting. • The opening of the Library. Access to the Library to all visitors and the local community on a regular basis. The library is redesign of the lighting of St Botolph’s currently closed to due to the condition of the books. • Greater use of display cases to exhibit selected items from the collection on a rotating basis will bring the library to a wider public. Church interior and exterior that will • Training of staff and volunteers in conservation of books. New heritage learning experiences and interpretation will Project Rationale significantly improve the range and scale of formal and informal learning programs. enhance this architectural, educational Theory of Change • Interpretation scheme e.g. linking the books in the collection to the trade route from Boston to the Continent. • Lectures and guided tours of the Library and its contents. and cultural asset for the town. This • Preservation of the Victorian tapestries and the hatchments some dating back to the reign of Charles I. • This project will turn what is the largest covered venue into a flexible space that is designed to accommodate a wide will bring benefits in both economic range of events and activities and that will draw both audiences and performers from across the world. • The new lighting scheme will also enhance the external lighting of the whole building allowing for outdoor displays and savings and enhanced visitor attraction. events to be arranged in conjunction with Arts based and community organisations, particularly when social distancing is required. It will bring reduced long-term • The new scheme will drastically reduce both maintenance and energy costs, which is part of our commitment be carbon neutral by 2030. maintenance and energy running costs Alignment with Boston’s This is a key part of the pride of place agenda linked directly to the inclusive element of this aspect of the implementation of within a practical and architecturally Investment Plan Objectives the Towns Fund. sympathetic lighting scheme.
Town Fund Intervention Arts Culture and Heritage. Framework Urban Regeneration Planning and Land Use.
New upgraded or protected community hubs, spaces or assets, where this links to inclusive growth. Town Fund Outputs Increased footfall and value of visitor expenditure. New learners assisted.
Improved arts, cultural and heritage offer that is more visible and easier for residents/visitors to access. Reduction in carbon footprint. Town Fund Outcomes Secure a greater share of Lincolnshire tourism revenue. Preservation of a valuable heritage asset.
This forms a key component involved in realising the visitor potential and heritage appeal of Boston as a key economic Impact driver.
Ask and Match Funding The project will require £ 340,000 with a requirement of £230,000 from the Towns Fund.
Timescales and Spend Profile Implementation will be from March 2021 to March 2023.
40 TOWN INVESTMENT PLAN — BOSTON THE TRINITY CENTRE COMMUNITY HUB
Investment in the Trinity Centre Project Details will enable a blended offer of The target beneficiaries are those who will benefit from having a modern, flexible, well-equipped facility that serves the faith, economic and community charitable objectives of Trinity Church, ‘hyper-local’ economic and wellbeing focussed activity in the Skirbeck Parish and Ward locality and the wider needs of the people of Boston. activity in collaboration with Boston Project Rationale Theory of Change The project will increase the range of target beneficiaries. Collaboration with Boston College and LCVS will benefit young Youth Ambassadors and the iconic people, students and job seekers who are on an employment pathway and create opportunities for a broader ‘community’ of volunteers, social prescribing and other activity that promotes health and wellbeing. Boston College Mayflower proposal. Alignment with Boston’s The project will deliver a key component within the sustainable economic growth agenda of Boston’s plan. It will provide a Remodelling and refurbishing the Investment Plan Objectives new upgraded community hub linked to inclusive growth. building’s infrastructure and sports hall will create an attractive, flexible Town Fund Intervention It will provide a new upgraded community hub linked to inclusive growth. space and increase use by church Framework and community groups. It will enable ongoing input into children, young Increase in the breadth of local skills offer. Town Fund Outputs people and families to thrive, whilst Upgraded community hub with multi-use sports facility. providing a facility for activity, The project will provide an improved arts, cultural and heritage offer that is more visible and easier for residents/visitors to training and skills-based learning for Town Fund Outcomes access. Increased collaboration with local employers. all, encouraging connectivity across a network of community assets and Transform the Trinity Centre into an attractive, dynamic, well-equipped, sustainable multi-functional community hub. Enable the Boston Youth Ambassadors to help young people start their career paths, support workforce development, help facilities across Boston and supporting Impact businesses and community where need is identified and nurture future leaders of commerce and civil society. Strengthen links with other Inclusive Growth projects. mental health and economic wellbeing Link in with Boston College to collaborate on, and join up the offer at the Trinity Centre with, the iconic Mayflower proposal. in the community.
Ask and Match Funding The project will require £380,000 to proceed and the ask from the Towns Fund is £305,000.
Timescales and Spend Profile The project will be delivered in 2021 and will take less than 12 months to implement.
41 TOWN INVESTMENT PLAN — BOSTON CENTRE FOR FOOD AND FRESH PRODUCE LOGISTICS
Led by the University of Lincoln in Project Details partnership with Boston College, The food chain in South Lincolnshire accounts for circa. 29% of employment in Boston and 42% in neighbouring South the project will develop a food trade Holland (4% nationally). Lincolnshire and the Fens is the UK centre for fresh produce and along with the Midlands and East Anglia, the centre of value-added food processing. The Centre will enable the sector to embrace digitalisation and and logistics skills, knowledge and transformational technologies to improve productivity and deliver growth. It will deliver higher skilled and better paid jobs and support Centre for Food and Fresh Produce Logistics ambitions. The centre will have access to advanced digital innovation hub with local, national and technologies and will pioneer their use with students and local businesses. The sector has acute skills challenges, with 25% of employees classed as being in elementary occupations. Many operative global outreach. The future prosperity roles are becoming increasingly obsolete as businesses invest in automation, driving higher level skills shortages, e.g. in engineering, ICT and digital, and increasing the urgency to invest in upskilling and encouraging new recruits. of the sector is reliant on meeting Industry also needs additional skills in logistics, trade and international marketing for the food chain to help it develop efficient logistics routes and grow trade. Post Brexit, local companies believe there is an opportunity to grow exports if they Project Rationale higher-level skills and innovation needs have the skilled staff to do this. Imports, which are a key input to South Lincolnshire’s food processing cluster, also demand Theory of Change highly developed commercial skills to ‘do the deals’ and negotiate the best logistic and supply chain options. Boston to enable the wide-scale adoption of College and the University will work collaboratively to develop these skills, both for new entrants and the existing workforce. industrial digital technologies to drive Boston College has an exemplary reputation for the delivery of engineering, manufacturing and digital skills to Level 5 and beyond, whilst the NCFM is a specialist provider of apprenticeships from levels 2 to 7, research and innovation for supply chain efficiencies, access to the UK’s Food Manufacturing sector. At the NCFM, IoT investment in digital teaching space on the Food Enterprise Zone complements the food robotics and automation research centre and ‘learning factory’ for apprentices. At Boston College, investment in the EMAT (Engineering, Manufacturing and Applied Technologies Centre) and the Digital, Transport and global markets and advanced crop Logistics Academy (DTLA) and the IoT development provides the platform for developing a significant range of new provision. The partners will develop a full offer of skills training with full, part-time and distance learning options and with storage. The project cements and their strong partnerships with local academies, provide a pipeline of young talent with the right skills. The Centre will focus builds on the strengths of Boston on engaging adults in the sector and ‘hard-to-reach groups from within the local community. The project aligns with our Skills and Enterprise strategic framework in that it provides increased: • capacity and accessibility to new skills facilities and specialist equipment, College and the University’s National Alignment with Boston’s • closer collaboration with employers Investment Plan Objectives • breadth of the local skills offers which responds directly to local skills needs Centre for Food Manufacturing (NCFM) • skills infrastructure and long-term benefit to public education. as prestigious skills hubs of the Digital connectivity. Town Fund Intervention Lincolnshire Institute of Technology Enterprise infrastructure. Framework Skills Infrastructure. (IoT), both having recently befitted Number of new courses developed with businesses: 20 from significant capital investment in Number of increased collaborations with employers/businesses supported: 100 Number of new learners assisted: 80 Town Fund Outputs Number of learners on courses: 180 new facilities to support the food and Number of innovation projects with businesses: 35 logistics sectors. Number of businesses applying/securing funding for innovation: 13
Town Fund Outcomes Increased share of young people and adults who have relevant skills for employment and entrepreneurship.
Increased digitalisation of businesses leading to productivity growth, supporting clean growth and Covid-19 recovery, Impact including through job creation.
The total project value is £4m. This includes £2m ask from the Town Deal spread over 3 years (£1.175m revenue and £0.25m capital) to fund a project team with specialists in both skills delivery and in leading research and innovation with businesses, along with capital to install Ask and Match Funding digital technologies. The project is supported by £2m of match funding secured through a mix of staff time,capital equipment purchases and overhead costs.
Timescales and Spend Profile The project has the potential to be mobilised very quickly. We would aim to start in 2021 with the project of 4 years duration.
42 TOWN INVESTMENT PLAN — BOSTON PE21 TOWN CENTRE REGENERATION
This project presents an exciting and transformational opportunity to open up, Project Details improve and re-balance the relationship and • This is a core cluster of buildings in a central part of Boston which forms a natural regeneration cluster, providing scope to repurpose and redevelop the Town Centre offer taking account of Covid-19 and the challenges of developing a connectivity between east and west side sustainable long term future of the town centre as a physical and health setting. • From our engagement with the public in 2019 there is widespread support for focussing on prevention & self-care and of the River Haven. This project is the first there is also widespread support for joined-up, proactive, local community services. These are key themes in our Long part of a 10 acre site to come forward and is Term Plan. People want more information, advice and guidance about how to make better lifestyle choices and an affordable and supportive infrastructure to achieve this. Boston has lower levels of physical activity than the England intended to unlock wider regeneration and average and higher levels of obesity and cardiovascular disease. • The integrated hub would fit with the Lincolnshire NHS aspirations regarding Integrated Community Care which is interest in the development opportunities. underpinned by the following principles. • Holistic health and care configured around service users, Accessible routes will link the railway • Population health and care needs that are fully understood and services provided in line with those needs, including station (Town Fund project) to the town a much greater focus on prevention and supported self-management in the community in partnership with the community and community groups. • Focus on wider determinants of health, leisure and wellbeing in an integrated way with other public sector partners centre through pedestrian oriented and Project Rationale including: DWP, Education & skills, housing. Theory of Change better designed footways, green spaces, and • A workforce that supports integration and is underpinned by a set of values based behaviours. • Health and care that is delivered at home first and digitally as default. reduced vehicle movements. A vibrant and • Communities and individuals are empowered to make their own choices and access the support that they need. • Encourage residents to become more active and use these facilities for health promotion and prevention. attractive place for residents and visitors • Make the appropriate link to leisure services, health and the community. will give them access to better educational • Reducing barriers to activity through the integrated hub increasing levels of participation and improving health outcomes. facilities (Town Fund project) and help Key benefits to the System: them live healthier lives. PE21 will lead to • Integrated Community Care – including Neighbourhood Teams, keeping care local and reducing avoidable hospital attendances. increased connectivity within the town by • Sustainable Primary Care – attracting and retaining the GPs ad other health and care professionals into Boston. creating footfall and income generation Supporting Primary Care Networks to work more collaboratively together and to provide more resilient primary care and the capacity increases needed to meet the planned housing growth in the Boston area. through a variety of uses including a new • Estates and Capital rationalisation- provides estate rationalisation and disposal opportunities. combined health, leisure and wellbeing This project will deliver the main component of the regeneration of the centre of Boston. Alignment with Boston’s facility in partnership with NHS Lincolnshire The NHS as an anchor tenant will support and attract other parts of the PE21 vision and development. Investment Plan Objectives It will facilitate and support the improvement of health and wellbeing outcomes for the local residents. CCG, much-needed town centre living, retail opportunities and integrated community Town Fund Intervention Delivery of quality residential and commercial space in key locations (town centres, gateway areas, employment sites). facilities. Framework The Towns Fund as the first stage of the project will support, a new NHS Health Enhanced townscape that is more attractive and more accessible to residents businesses and visitors. Sustainable urban growth with the NHS and Leisure as anchor tenants. Centre hosting a combined facility to support Enhanced Pride of Place through a more attractive regenerated gateway to Boston linking to the Station enhancements and Town Fund Outcomes the Heritage offers. patients and engage them more widely in New community hubs. New learners assisted and increased breadth of local skills. skills and personal development activities. Increased footfalls. This project has received accelerator funding This is a flagship feature of the sustainable economic growth element of the Town Investment Plan. It provides impact on to facilitate critical design work, technical Impact multiple levels linking a number of the other key schemes and provides the link between the station developments and the and viability studies at pace. heritage offers in the heart of historic Boston. Up to £4.75m from the Towns Fund, target of £2.5m from NHS, local authority and market sources including operating costs Market validation and partner engagement Ask and Match Funding in the form of revenue support. will continue to support the development of
PE21 and enable a mixed funding proposal. Timescales and Spend Profile This project will run from March 2021 to December 2025.
43 TOWN INVESTMENT PLAN — BOSTON BLENKIN MEMORIAL HALL
The repair, renovation and Project Details redevelopment of the Blenkin Memorial Responding to the regeneration challenges facing Boston, this project seeks to: Hall for multi-purpose community • Provide professional space -Flexible Office hubs for businesses - Coaching/mentoring/interview skills/CV skills workshops Training Centre. Bespoke office / meeting space to rent on an adhoc basis fully equipped with telephone, broadband and use, to provide a building that can be computers. Increasing number of people and businesses are working remotely and no longer require the overhead costs of a fixed office space. New businesses will be able to develop without the need of initial set up costs of fixed overheads. used, through personal development, This will also allow for a culture to develop were businesses will meet more often have the opportunity to support each other and exchange good practices. Creating an environment that will allow businesses to network and exchange ideas education, entrepreneurial space, to and problem solve, regular seminar meetings with banks, investment brokers and IT and Marketing specialists. These business hubs will also assist in the leadership program and directly benefit from its success, as the next generation of business leaders emerge from it. enrich the lives of all who use it, to • Provide space for mentoring, coaching and life skills by providing Individual and group workshops, particularly aimed at those who lack the skills or confidence to become entrepreneurial and future leaders. encourage life-long learning; as well as • Develop an ‘Inspiring Leadership’ course for young people. In partnership and consultation with local businesses and Project Rationale schools a leadership course for young people is going to be developed and based in the BMH. providing a self-sustaining future for Theory of Change • Literacy and numeracy classes particularly to those who have slipped through the net of the current educational system and to the migrant population. this key and central historic building. • Provide facilities that will support activities that will encourage community integration and cohesion, providing volunteering roles with opportunities for ongoing training, with coffee and chat groups. Language skill development. • Provide emergency food and facilities for those in need. • Providing Rough Sleepers Breakfast Club - Involvement in the town’s rough sleepers cascade of care arrangements Toilet and washing facilities. • Children’s Holiday Lunch Club - National reports have reported that children in deprived areas often lose weight in the holidays because school meals are not available. Therefore, this summer we are establishing this club which will be based in the BMH and wish this to continue to support. • A new song school to be developed for children, young people and adults to help them develop their existing musical gifts as well as develop new ones. We have recently launched a Community Choir that is self-sufficient with circa 60 members We have recently established a children’s choir with 12 members.
Alignment with Boston’s This is a key part of the pride of place agenda linked directly to the inclusive element of this aspect of the implementation of Investment Plan Objectives the Towns Fund.
Town Fund Intervention Arts Culture and Heritage. Framework Urban Regeneration Planning and Land Use.
New upgraded or protected community hubs, spaces or assets, where this links to inclusive growth. Delivery of quality residential space. Town Fund Outputs Jobs created. Training opportunities for learners and volunteers.
Improved arts, cultural and heritage offer that is more visible and easier for residents/visitors to access. Increased ability for individuals to work remotely/flexibly. Town Fund Outcomes Heritage asset protected. Increased breadth of local skills.
The redevelopment of the Blenkin Memorial Hall for multi-purpose community use will encourage people to continue to Impact shop in the town, visit the key heritage buildings, lessen the economic impact of the shop closures as well as provide a self- sustaining future for this key and central historic building.
Ask and Match Funding The project will require £ 1,146,000 with a requirement of £810,000 from the Towns Fund.
Timescales and Spend Implementation will be from March 2021 to March 2024. Profile
44 TOWN INVESTMENT PLAN — BOSTON SHODFRIARS TRUST
Shodfriars is Grade 2* listed and Project Details officially At Risk. This is the only major heritage building of the Cultural Quarter that is not currently in use (the others being the Guildhall, We plan to preserve the medieval Fydell House and Blackfriars), and the only one visible from the Market Place. It would therefore form an important link between the Market Place and the Cultural Quarter. We are already in close contact with the other heritage sites and intend frontage as Phase 1, and the Victorian to continue to co-operate with them to our mutual benefit to increase local engagement with use of the facilities as well as increase the current Boston’s tourism offer. It is an iconic, grade 2* Listed Building within the town and which is currently Hall as Phase 2. listed as being “At Risk” by Historic England due to its lack of sustainable use and ongoing deterioration. The building itself is highly prominent and well-known within the town because of its stature and architecture and other assets within the Project Rationale The renovated building will have a Market Place. The building is therefore perfectly located to compliment the existing offer within the town and act as a key Theory of Change heritage anchor. wide variety of community uses, such The project itself will provide opportunities for work skills development developing strong links with Boston College. as performances, events, dance studio, The project will convert a derelict building to a first class asset which will enhance the town centre for both locals and visitors and contribute to both day and night time economy. It will have direct benefit in improving Boston’s sense of place, offices and café/restaurant. attracting tourists and people attending events such as theatre, comedy, concerts, conferences and dance.
Alignment with Boston’s This is a key part of the pride of place agenda linked directly to the inclusive element of this aspect of the implementation Investment Plan Objectives of the Towns Fund.
Town Fund Intervention Arts Culture and Heritage. Framework Urban Regeneration Planning and Land Use.
New upgraded or protected community hubs, spaces or assets, where this links to inclusive growth. New learners assisted. Town Fund Outputs New jobs created - by providing opportunities for work and skilled development through the existing link with Boston College and increasing the range of work experience for students and adult learners.
Improved arts, cultural and heritage offer that is more visible and easier for residents/visitors to access. New businesses created. Town Fund Outcomes Heritage assets protected. Increased footfall.
This forms a key component involved in realising the visitor potential and heritage appeal of Boston as a key economic driver. This project would seek to secure the long-term, preservation and enhancement of this prominent heritage asset. This will be facilitated by securing its use for a variety of purposes including entertainment, the arts and culture, community uses alongside other commercial opportunities – ultimately the combination of which would secure the Impact optimum viable use of the asset and provide a long-term future for the building based around sustainable stewardship/ ownership. This approach would have the potential to enable the building to meet the needs of local people as well as visitors to the town, and support a combination of Towns Fund outcomes including, but not limited to arts, culture, heritage, skills and education.
Ask and Match Funding The project will require £8,985,454 with a requirement of £2,074,566 from the Towns Fund.
Timescales and Spend Profile Implementation will be from March 2022 to April 2024.
45 TOWN INVESTMENT PLAN — BOSTON BOSTON STATION
The project will enable the delivery of a new community/retail café facility by developing the Project Details redundant unit between the ticket hall and the Creating a welcoming environment the principle is to encourage travel by train through investment in the railway existing restaurant unit, providing a new welcoming infrastructure. With the East Midlands Railway franchise delivering improvements to the on train experience over the next hub to the centre of the station building. The 3 years with the increase in train capacities (all cars are minimum of 2 carriages as of May 2020) and the introduction of new rolling stock improving the on train environment, the investment in the station and it’s environment will ensure a more refurbishment of the existing ticket hall and ticket Project Rationale positive experience for all. With this continued investment it is thought to create the ripple effect of people investing in office will create a new open and hospitable feel Theory of Change Boston with improved perceptions of the rail experience and through positive work with the council and EMR marketing, positive perception of travel by train and close commuting links by rail to towns such as Grantham and Nottingham could ticket hall and waiting space, encompassing the improve inward investment through property purchase and relocation. The increase in footfall will then further enable the community feel by providing an improved space rail network to continue its onward investment in this station and other stations in the region, by utilising the increase in for the book share and a calm place to meet and revenue generation, creating a positive cycle of investment for the future. wait. The project seeks to bring the customer space Alignment with Boston’s together by relocating the split toilet facilities and This is the flagship project within the Towns Fund portfolio in relation to the connectivity strand within the fund. Investment Plan Objectives creating an array of unisex toilet cubicles (which will enable use during distancing measures whilst also taking in to consideration protected characteristics Town Fund Intervention Connectivity. and a move away from segregation) This will Framework Arts Culture and Heritage. additionally create a baby change & feeding facility, and additional accessible toilets. The relocation of existing toilet facilities will enable the release of New revived and upgraded train stations. Town Fund Outputs space to the far end of the station to be created in New upgraded or protected community hubs, spaces or assets where this links to local inclusive growth. to secure space for Rail, Community and SME use, creating potentially 4 units for use, including private Improved affordability, convenience, reliability and sustainability of travel options to and from places of work. accessible toilet. Town Fund Outcomes Improved affordability, convenience, reliability and sustainability of travel options to and from places of interest. Improved arts, cultural and heritage offer that is more visible and easier for residents/visitors to access. The exterior of the building and platforms will see Assumed 1 no. additional cleaner for increase in facilities. some works in regards to aesthetics, with some Assumed 4 no. café staff. refurbishment and painting works to the main canopy Assumed 1 no SME employee per unit. Assumed 15 pupils per visit with assumed 6 visits per year (mix of primary/high school/college use). and over bridge, repair works to the lime render to Impact Assumed 2 SME businesses created utilising space on station and 1 Café business created. create a uniformed appearance throughout. The sash Assumed turnover of 1 SME per year after initial 18 month/ 2 year lease with anticipated movement in to larger facilities following initial development term with station facilities, releasing space for new SME each year. windows will be repaired and restored with uniformed Floor space assumed 54m2 for café, 25m2 SME Office space. glazing throughout, along with repair to the render No assumptions included for labour during construction as this is anticipated to be short term employment only. at the station entrance, new lighting to both the building exterior and canopy and refurbishment of Ask and Match Funding The project will require £2,692,400 to proceed and the ask from the Towns Fund is £2,505,600. the station British Rail sign, all working towards restoring the building back to its former glory. Further external works are proposed to the waiting Timescales and Spend Profile Implementation will be from March 2021 to June 2024. shelters on platform 2, improved station and directional signage, installation of new Community Rail planters and proposal for a statue at the front of the station in the main planter. Works are also to be undertaken in order to regain the land on the Asda side back in to use as a station facility, providing car parking on the platform 2 side of the station.
46 TOWN INVESTMENT PLAN — BOSTON YOUTH AMBASSADORS, COMMUNITY INFRASTRUCTURE AND SOCIAL CAPITAL
This project is a component within Project Details the Boston Mayflower concept. The project will upskill and nurture future The project is fundamentally about people and place and enabling potential. It will deliver services that create the Project Rationale conditions for economic success through nurturing the next generation of community leaders, upskilling young people (the Theory of Change leaders, prepare young people for the Boston Youth Ambassadors) and building social capital through community action and collaboration. job market and enable a strong local The project will deliver a key component within the sustainable economic growth agenda of Boston’s plan. It will engage culture and shared community activities. Alignment with Boston’s with the local community to ensure a pipeline of civic leaders are enable to support the future development of the Town Investment Plan Objectives and it will form part of the outreach element of the work of the Mayflower, supporting its skills and inclusive growth Youth Ambassadors will develop agenda. practical leadership, communication, Town Fund Intervention Skills. and other transferable skills. They will Framework Arts, Culture and Heritage. create teams of young people that can Increase in the breadth of the local skills offer that responds to local skills needs. Increased benefit for the public education over the long term. organise and deploy in ‘task and finish’ Town Fund Outputs The project will provide an improved arts, cultural and heritage offer that is more visible and easier for residents/visitors to projects, volunteering, and internships access. to help businesses and community The outcomes of this project are a precursor to ‘levelling-up’ and will help to underpin long-term economic success. In combination, the Youth Ambassadors project with other ‘hands-on’ community development activity will increase economic skills, promote employability and promote cohesive, vibrant communities of place and of interest. This will play where need is identified. The project an integral part in delivering social value and ensuring strong strategic alignment and return on investment in cornerstone facilities with long-term Boston Town Deal priorities including: will employ a part-time Community Town Fund Outcomes • Skills and Enterprise – enabling development of key employment skills. Development specialist and a full-time • Connectivity – building social capital and connecting communities and people into the wider consideration of digital and other connectivity ambitions. apprentice who will foster collaborative • Urban regeneration, planning and land use – strengthening grassroots process that enable those who care about Boston to play a full role in realising the Town Deal vision. community action and create the Trinity Centre and the Youth Ambassadors is fundamentally about people, place and enabling potential; establishing vital and foundational community assets which allow local people to organise, gain confidence, and contribute to levelling up. conditions for achieving Inclusive Impact Trinity Centre will be part of a network of quality community hubs and ‘incubator’ spaces. Youth Ambassadors will nurture Growth outcomes. It will also link to a generation of self-organising young people making a difference to business and community. the Trinity Centre in terms of animation Ask and Match Funding The project will require £80,000 to proceed and the ask from the Towns Fund is £60,000. activities for the use of that facility.
Timescales and Spend Profile The project will be delivered in 2021 and 2022 running from April to March in each year.
47 TOWN INVESTMENT PLAN — BOSTON THE MAYFLOWER
Mayflower re-imagines the FE College, Project Details where botanical gardens provide a The need to support increased economic growth and productivity in the town is fundamental: to the town’s future, to the haven from the elements and where the Towns Deal and to the College’s purpose and existence. Mayflower will provide an inspirational space to raise aspirations and super-charge community and employer engagement with the other critical investments that have been made at the whole community can find sanctuary, College – specifically the Institute of Technology, the Engineering, Manufacturing and Technology Centre and the Digital, Transport, Logistics Academy. The focus of these buildings on the LEP’s key priority sectors of Engineering and Ports and hope and future prosperity. Logistics ensure that the College’s provision is aligned with the economic priorities of the town and local area. Project Rationale If lockdown has done one positive thing, it has accelerated the move towards digital connectivity and highlighted the Theory of Change need to ensure that everyone is taken on the journey to digital literacy and confidence. This is especially important in The radical, biophilic Mayflower Boston where LEP estimates are that across Lincolnshire just over 100,000 people aged 16 plus had either never used the internet or not used it in the last 3 months. This is around 11.3% of the local population compared to a UK average of 7.5%, connects us with each other, with demonstrating the scope of the challenge to get Boston ready for the fourth Industrial Revolution and to ensure that our local working age population are equipped with the skills that employers need (SAP Analysis Aug 2020 p15 and p27). businesses, enterprise, innovation and Digital upskilling is another way in which Mayflower will encourage engagement with the local community by providing the skills that people need in an informal, flexible and motivating environment. new thinking and the natural world, Alignment with Boston’s The project will deliver against skills and enterprise theme of the Boston Investment Plan. It is a flagship statement and providing space for the town’s economic Investment Plan Objectives commitment to driving forward a learning and growth agenda for the Town in a most ambitious and engaging way. relaunch; tackling our communities’ Digital connectivity. Town Fund Intervention Urban regeneration, planning and land use. embedded low aspirations and skills Framework Arts, culture and heritage. Skills infrastructure. through innovative living learning Provision of specialist digital technologies to meet the needs of specific sectors. Remediation and/or development of abandoned or dilapidated sites. spaces enabling digital upskilling with Delivery of quality residential or commercial space in key locations (town centres, gateway areas, employment sites). Delivery of new public spaces. on-hand support and tuition. New, upgraded or protected community centres, sports or athletics facilities, museums, arts venues, theatres, libraries, film facilities, prominent landmarks or historical buildings, parks or gardens. Town Fund Outputs Open, welcoming and nature-filled, New, upgraded or protected community hubs, spaces or assets, where this links to local inclusive growth. Increase in capacity and accessibility to new or improved skills facilities. Availability of new specialist equipment. Mayflower provides space for voluntary Increased and closer collaboration with employers. Increase in the breadth of the local skills offer that responds to local skills needs. services, careers advice and health and Increased benefit for the public education over the long term. wellbeing support as well as space to The project will provide an improved arts, cultural and heritage offer that is more visible and easier for residents/visitors to access. Town Fund Outcomes Increased utilisation of digital channels by businesses to access and/or supply goods and services. support skills development. Enhanced townscape that is more attractive and more accessible to residents, businesses and visitors. Increased share of young people and adults who have relevant skills for employment and entrepreneurship. The LEP has two main skills priorities: To inspire and support young people to stay and work in the area. To train and support people who are already working, or seeking jobs, so that they gain the skills needed to take up future job vacancies. This project will support both of these LEP priorities because the development of Boston with significant investment and national profile will encourage young people to stay in the area, or to return after university, and the Mayflower’s Impact encouragement of those already in the workplace that skills development is something that is achievable by them, and that the College is here to support people exactly like them, will be critical to the economy’s success. Our target beneficiaries are already here, love Boston and have made it their home. One of the College’s overseas agents told Ofsted: ‘Studying at Boston College has been an enriching experience for our students and has helped them mature and broaden their horizons.’ It is time for more of Boston’s residents to experience this for themselves. We owe it to our local community to provide them with the opportunities they need to improve their life chances.
Ask and Match Funding The project will require £19,346,000 to proceed and the ask from the Towns Fund is £10,000,000.
Timescales and Spend Profile June 2021 to September 2024.
48 TOWN INVESTMENT PLAN — BOSTON INTERVENTION FRAMEWORK
The projects, which deliver these outcomes are set out in more detail in our Town Investment Plan but their coverage of the Towns Fund intervention framework is illustrated in the table below: Mayflower Centre/ Trinity The Ambassadors Youth and Food for Centre Logistics Produce Fresh Local of Digitalisation Radio Station Boston Rail Improvements PE21 Heritage Cluster Living Connected Homes) (Smarter Shodfriars Hall Memorial Blenkin Lighting Botolph’s St and Library
LOCAL TRANSPORT
Train or tram lines and stations Walking/cycle paths
DIGITAL CONNECTIVITY Sector Specific Technology
URBAN REGENERATION
Remediation and development of sites Quality residential or commercial space New Public Spaces
ARTS CULTURE HERITAGE
Community centres, sports, museums, libraries, parks Community hubs linked to inclusive growth
SKILLS
Increase in capacity or access to new or improved facilities New equipment Increased employer collaboration Broader skills responding to local needs Long term public education benefit
ENTERPRISE INFRASTRUCTURE
Increase in affordable commercial floorspace Increase in shared workspace and innovation facilities Schemes to support enterprise and business productivity
49 TOWN INVESTMENT PLAN — BOSTON 8 DELIVERY
50 TOWN INVESTMENT PLAN — BOSTON PARTNERSHIPS: DELIVERY TABLE
RANK 1 2 3 4 5 6 7 8 9 10 11 12 TOTALS
PROJECTS Digitalisation Digitalisation of Local Radio Station Heritage TOTALS Cluster Connected Living (Smarter Homes) Botolph’s St and Lighting Library Trinity Holy (Inclusive Growth) Centre for Food and Fresh Produce Logistics PE21 Blenkin Hall Memorial Shodfriars Building Train Boston Station Youth Ambassadors Mayflower
OVERALL ASSESSMENT SCORE 96% 94% 90% 90% 88% 86% 86% 86% 84% 82% 82% 78%
TOWNS SPECIFIC CRITERIA 96% 92% 92% 84% 88% 100% 92% 84% 88% 88% 72% 84%
HMT GREEN BOOK APPRAISAL 96% 96% 88% 96% 88% 72% 80% 88% 80% 76% 92% 72% CRITERIA
BCR 13.35 5.88 1.59 7.01 3.01 2.31 2.22 16.19 1.32 2.89 3.01 1.98
MATCH £ 18,509 1,818,500 0 110,000 75,000 2,000,000 2,500,000 336,000 6,910,888 186,800 20,000 9,346,000 23,321,697
TOTAL COST £ 82,462 1,830,491 250,000 230,000 305,000 2,000,000 4,750,000 810,000 2,074,566 2,505,600 60,000 10,000,000 24,898,119
INCREASE IN CAPACITY AND ACCESSIBILITY TO NEW DIGITAL 100,000 10,000 SKILLS FACILITIES. NUMBERS ACCESSING FACILITY P.A. INCREASED COLLABORATION WITH EMPLOYERS RESULTING IN NUMBER 7.5 100 7.5 5 120 OF EMERGENT PROJECTS PER YEAR INCREASE IN THE AMOUNT OF INCUBATION AND SHARED 500 500 INNOVATION FACILITIES BY METRE SQ BUSINESS FACILITIES ATTRACTING NUMBER OF NEW BUSINESSES TO 7 7 THE AREA PER YEAR NEW COMMUNITY HUBS, SPACES WHERE THIS LINKED TO LOCAL 1 1 2 INCLUSIVE GROWTH
NEW JOBS CREATED 100 6 55 161
BUSINESSES ASSISTED TO IMPROVE 26 26 PERFORMANCE
NEW QUALIFICATIONS 240 240
NEW LEARNERS ASSISTED 20 80 400 1016 1,516
51 TOWN INVESTMENT PLAN — BOSTON PARTNERSHIPS: DELIVERY TABLE CONTINUED
RANK 1 2 3 4 5 6 7 8 9 10 11 12 TOTALS
PROJECTS Digitalisation Digitalisation of Local Radio Station Heritage Cluster Connected Living (Smarter Homes) Botolph’s St and Lighting Library Trinity Holy (Inclusive Growth) Centre for Food and Fresh Produce Logistics PE21 Blenkin Hall Memorial Shodfriars Building Train Boston Station Youth Ambassadors Mayflower TOTALS
NEW BUSINESSES CREATED 6 6
HERITAGE ASSET PROTECTED 1 1 1 3
INCREASED FOOTFALL 10,000 20,000 20,000 20,000 70,000
NEW LEARNERS ASSISTED 60 1,000 1,060
TRAINING OPPORTUNITIES FOR 120 520 640 LEARNERS AND VOLUNTEERS
PROPERTIES IMPROVED AND 30 30 REPAIRED
SHARED WORKSPACE AND 1 1 INNOVATION FACILITIES
INCREASED BREADTH OF LOCAL 20 63 1 20 62 166 SKILLS
ENTERPRISES USING AFFORDABLE 100 4 104 COMMERCIAL SPACE
% LEARNERS GAINING RELEVANT 50 3 53 EXPERIENCE
NEW REPAIRED OR UPGRADED 1 1 STATIONS
2021 2021-25 2021-22 2021-22 2020-2022 2021-24 2021-23 2021-22 2021-23 2021-23 2021-24 2021-25
Boston East Endeavour Heritage St Botolph’s Holy Trinity University Lincolnshire St Botolph’s Shodfriars Lincolnshire Boston Borough Midlands FM Lincolnshire Church Church of Lincoln STP Church Trust CVS College Council Railway
An overall assessment of the GVA delivered by each of the projects within the Boston TIP used to calculate the above Benefit Cost Ratios over a five year period identifies a provisional impact figure of £133,190,857. Using recent local authority level GVA per head figures (2016) forBoston we can infer this equates to 6536 jobs over 5 years and taken as a flat profile over the period concerned would equate to 1307 jobs per year.
52 TOWN INVESTMENT PLAN — BOSTON PARTNERSHIPS: ALIGNMENT
We set out below key themes e. National character area profile: 46. The Fens. This stresses the importance of local heritage assets which have informed and like the Boston Stump, classified as an iconic local align with the development building, acting as strong marker and draw in the landscape. It also supports the long-term aspirations of the Towns Investment to open up fen waterways links opening up the fens Plan. They complement the for boating, recreation and tourism. The importance of Boston’s port is also key to the settlement pattern and key strategies which have history of the area, as is the historic settlement itself. informed our thinking and f. Tourism sector deal – improving are referenced above. visitor infrastructure to allow Boston to better “punch its weight” in tourism terms is a key part of this countywide strategy. Locally Relevant Broader Strategies The Greater Lincolnshire Local Enterprise Partnership’s (GLLEP) emerging Greater Lincolnshire a. Greater Lincolnshire Destination Coastal Vision is drawing together strategies and Management Plan – this identifies the potential plans (including this strategy) that set out significant for Boston to improve its visitor offer and act as aspirations for the future of Coastal Greater a key driver for expanding the visitor economy Lincolnshire into a coherent whole. While focusing on locally and for the county as a whole. its ambitions for the coast’s contribution to Greater Lincolnshire’s economic growth, GLLEP’s vision is b. GLLEP Local industrial strategy - For that by 2035, coastal communities and businesses Boston, the strategy acknowledges the importance will be good opportunities for investment because of the food sector, the college and port, and the of secure water supply and flood risk management, challenges of deprivation, health care, 4G coverage a planning policy that supports appropriate growth and broadband speed. The draft LIS contains an and the environment, and a thriving visitor economy overarching strategic priority to: work together to that benefits local communities and visitors alike. make towns stronger, not individually but collectively. This includes a Wild Coast Vision for the Lincolnshire coast seeks to deliver a sustainable natural coastal c. Greater Lincolnshire Agri-food Sector Plan environment providing high quality facilities for was first developed in 2014 and updated in 2017 communities and visitors, improvements for wildlife to take account of Brexit, changes in technology and contributing to a healthy local economy. and the need to address the challenges of labour supply and rising labour costs. The sector is at The UK 25 Year Environment Plan (DEFRA 2018) the core of the LEP Covid-19 Recovery Plan (2020) identifies goals and targets to improve the UK which support a focus on digitalisation, trade and environment and achieve: clean air; clean and automation, all themes which will be delivered by the plentiful water; thriving plants and wildlife; focus on logistics skills and innovation at the Port. reductions in the risks of harm from environmental hazards; sustainable and efficient use of natural d. UK Food Strategy (part 1 2020) focused resources; enhancement of the beauty, heritage on the need to address the link between diet and engagement with the natural environment; and ill health and food trade. The food cluster minimisation of waste; mitigation and adaptation in South Lincolnshire, focused on fresh produce, to climate change; enhancement of biosecurity is well placed to gain from the increased focus and the management of exposure to chemicals. on eating fresh produce this signals. Part 2 of the strategy (due in summer 2021) will focus on The evolution of the Medium Term Covid-19 Recovery innovation and support the focus of the Centre Plan, coordinated by Greater Lincolnshire LEP for Food and Fresh Produce Logistics. has influenced and will form an ongoing focus for the roll out of our proposals. Its sectoral focus on
53 TOWN INVESTMENT PLAN — BOSTON PARTNERSHIPS: ALIGNMENT
Port and Logistics and the food sector is highly Capacity relevant to our plans as are the assessment of impact and priorities for Southern Lincolnshire: Boston Borough Council has established a strategic alliance with East Lindsey District Council. The Centre for Food and Fresh two authorities working together have established Produce Logistics increased capacity, which gives assurance they will be able to oversee and deliver this programme Priorities for Years 1-5 of major regeneration. The two organisations are not working alone, they have engaged the support • Develop a proposal for a Centre for Food and of Boston College, Lincolnshire CVS and Heritage Fresh Produce Logistics based around the Lincolnshire (built environment specialists) to Boston port, providing training in logistics bring together a talented team focused on “getting and trade. The linked, commercially led the town deal done.” Each partner (along with project to develop the food port will allow support on key themes from the University of agri-food firms to import and export food Lincoln, LEP and County Council) has led on the closer to their production facilities, reducing development of the three key pillars of the Boston costs, improving timeliness and supply chain Plan: The College on Skills and Enterprise, the efficiency and reducing their carbon footprint. Borough and CVS on Sustainable Economic Growth and Heritage Lincolnshire on Pride of Place. • Deliver the Trans-Midlands Trading Corridor, in partnership with Midlands Engine. Collaboration Southern Lincolnshire The Town Deal Board in Boston has a clear private sector leadership with Neil Kempster as Chair and Covid-19 impact Claire Foster as Vice-Chair. For full membership of the Boston Town Deal board see page 4. • The nationally important food corridor across Southern Lincolnshire has played a major Wider direct engagement has involved: extensive role in keeping the UK fed throughout the analysis and engagement with the #MyTown pandemic, though the rapid shift in demand results from the public consultation exercise a from food service to food retail has placed local promotions and feedback process to the a significant strain on the local business public and extensive use of social media channels base, with horticulture also taking a hit. to report on the development of the initiative.
Priorities include A Technical Sub-Group of the Board has been developed to support the more detailed • Building on the successful development and independent analysis of proposals. of the Food Enterprise Zone, developing the ‘UK Food Valley’ with the LEP and making the area an attractive location for inward investment in the food chain.
• Ensuring that there is a labour pool with the advanced skills needed to deal with changing consumer demands of the food industry, particularly post-Brexit.
54 TOWN INVESTMENT PLAN — BOSTON PARTNERSHIPS: Towns Fund Social Value Charter In addition to our detailed community liaison to date we have begun working with Goole as a similar “peer town” to consider how we can best ensure the ALIGNMENT ongoing engagement and involvement of the community. This has involved beginning to develop the concept of a Social Value Charter to provide an evaluation framework. We have followed the principles set out in the report by the Local Government Think Tank Localis: “Brighten All Corners.” This involves mapping the proposed outcomes from the Town Investment Plan to social value financial proxies. These are then tested with a representative sample of the community and used as part of a reporting framework to both feedback to and further engage the delivery of the Towns Fund by way of a formative approach to its implementation. Lincolnshire CVS and Boston College are currently both involved in working with us to begin this dialogue with people in Boston. Goole is due to submit its Town Investment Plan in January 2021 and we are intending to share our current experiences with them and then post the implementation of both Charters to maintain a dialogue with them as a means of using external intelligence to interpret and measure progress with the community.
55 TOWN INVESTMENT PLAN — BOSTON 10 REFERENCES
1. EU Referendum Results – BBC News - 9. Small Area Population Estimates – Office for National Statistics – 2019 https://www.bbc.co.uk/news/politics/eu_referendum/results 10. Annual Survey of Hours and Earnings - Resident Analysis – 2019, Office for National Statistics 2. Ministry of Housing Communities and Local Government - The English Indices of Deprivation 11. Ministry of Housing Communities and Local Government - 2019 (IoD2019) – Domains of Deprivation The English Indices of Deprivation 2019 (IoD2019) – Domains of Deprivation 3. Ministry of Housing Communities and Local Government - The English Indices of Deprivation 12. Office for National Statistics - Housing affordability in England and Wales: 2018 2019 (IoD2019) – Domains of Deprivation 13. Annual Survey of Hours and Earnings - Resident Analysis – 2019, Office for National Statistics 4. Office for National Statistics - Claimant count by sex and age – February 2020 14. Business Demography – 2018 - Office for National Statistics 5. Office for national Statistics – Annual Population Survey – 2019 15. Business Register and Employment Survey 2018 – Office for National Statistics 6. Comparison of furloughed jobs data: May to July 2020 – Allmand G, 16. Business Register and Employment Survey 2018 – Office for National Statistics Office for National Statistics, 25 September 2020 17. Business Register and Employment Survey 2018 – Office for National Statistics 7. Comparison of furloughed jobs data: May to July 2020 – Allmand G, 18. Business Register and Employment Survey 2018 – Office for National Statistics Office for National Statistics, 25 September 2020 19. Business Register and Employment Survey 2018 – Office for National Statistics 8. Ministry of Housing Communities and Local Government - 20. Comparison of furloughed jobs data: May to July 2020 – The English Indices of Deprivation 2019 (IoD2019) – Domains of Deprivation Allmand G, Office for National Statistics, 25 September 2020
56 TOWN INVESTMENT PLAN — BOSTON