BOSTON TOWN INVESTMENT PLAN - OCTOBER 2020 - Boston Town Deal
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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
Land and Development Director of
particular emphasis on the skills agenda
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
1125 - May Fair The earliest recording of Boston May Fair. Held during the
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
B O U N DA RY M A P 7 TOWN INVESTMENT PLAN — BOSTON
THE PLACE Ageing
[9]
BOSTON’S population is
21%
Lowest
POPULATION
Boston – a town rich in heritage, unpretentious yet
packed with potential, its people independent and
self-suf ficient, humble and with a hear t of gold. 10 % 2 2 %
in terms of
compared to
national average
RISE DUE
Situated on the coastline connecting the Wash
and the Humber, Boston is one of the three major
chose to leave the European Union and there is still
work to be continued on community cohesion.
skills ranking TO INWARD (18%)
centres including Lincoln and Grantham that provide
for the administrative county of Lincolnshire. It has Boston’s population has grown rapidly over the
across towns MIGRATION
a thousand years of history as a Wash Port and last few years. Between 2001 and 2017, it grew
by just under 22% - greater than Lincolnshire
in England[8]
served for centuries as a nucleus of international
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
wholesale hub. It is relatively well connected and
the net migration of eastern Europeans. Local
communities still believe there is underinvestment Average salary is High usage of
£130
has both a railway station and a port railhead. in Boston as a place to support the level of inward
Boston’s little known but internationally notable
cluster of heritage buildings should be the envy
migration and the impact on local services, as
evidenced through the Town Deal consultation. PUBLIC
of many an English city, but the retiring town has
yet to rekindle its former glow, encouraging new
In addition to the statistics opposite:
TRANSPORT
• The town is struggling with its health
per week[10]
WORLD
investment. St Botolph’s Church, a magnificent
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
affectionately known as ‘The Stump’ and is one
all areas in England for this indicator
(English Indices of Deprivation 2019)[2]. less than
of the only surviving examples of its kind left in
the country. The church’s scale and grandeur • The area has low levels of crime ranking
CLASS national average
is testament to the town’s previous wealth and 237 out of 317 local authority areas in the
English Indices of Deprivation 2019[3].
heritage assets
status. Boston boasts a major hospital - the
second largest acute facility in Lincolnshire.
• The economic outlook for its young people is
in jeopardy. Before Covid-19, the number of
Boston schools are proud of their alumni and include
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
worst Low levels of
30% 6.4 CO2
include composer John Taverner, poet Jean Ingelow, to a national figure of less than 2%)[4].
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
posed by flood risk but continues to develop average at 21% (Nomis, March 2020)[5].
sensibly, due to the new £120m flood protection
barrier which came into operation in 2020.
Boston has borne the effects of Covid-19 more
of housing cost
effectively to date, with furlough rates of 23%,
Boston is a town of diversity and home to a large below both the Lincolnshire rate for East Lindsey
neighbourhoods to salary ratio emissions per
of 35% and England of 28% (ONS)[6]. This is
cluster of migrant worker communities attracted
principally to the food and land based economic because of its focus on the food chain, a strategic
in England in vs national head
sector with strong growth potential in the town.
sectors. However, 75% of those voting in the 2016[1]
referendum (the highest percentage in England) employment average of 8[12]
outcomes[11]
8 TOWN INVESTMENT PLAN — BOSTON
T H E P L AC E CO N T I N U E D
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
“The Town Deal has been
week lower than the England average (ASHE). and determined to realise the full potential of
Boston, the Towns Fund Board has extensively
However, in recent years there has been significant consulted and engaged with business and the
investment in Boston College through the
Greater Lincolnshire Local Enterprise Partnership
community to determine a vision for the town.
The Board gathered a collection of project ideas
quite simply an extraordinary
(GLLEP) and the college is now ranked in the
top 5 in the country, with a national reputation
through the #MyTown portal and a dialogue
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
over 20 per 10,000 population[14] – a third of the
portfolio of projects that underpin the plan and private, public and third
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).
Using a town-based version of the Centre for Cities
generating interest, passion,
benchmarking approach and looking at 9 comparator
towns based on its audit family group, we were
excitement and enthusiasm for
all of us in our Borough. We
able to benchmark Boston. These towns were:
Carlisle, Corby, Dover, Great Yarmouth, Kings Lynn,
Mansfield, Redditch, South Hams and Wellingborough.
Boston had the smallest stock of jobs within this
group, the lowest level of Knowledge Intensive
have taken this platform and
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
rates of employment and GVA, it is challenged by
boundaries, beyond our County
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 A N A LY S I S 10 TOWN INVESTMENT PLAN — BOSTON
OPPORTUNITY S W O T A N A LY S I S
& 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.
A key part of our levelling up focus will
Economic Growth
concentrate on people who are economically We plan to increase the number of people
inactive. The most recent Greater Lincolnshire
STRENGTHS WEAKNESSES
working in Knowledge Intensive Businesses
Covid-19 economic recovery plan highlights and maximise the range and quality of jobs in
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
the way we target Towns Fund resources to
will help to begin to future proof the High Street
and retail core of the town against the ongoing
Port of Boston 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
65 in Boston. The population constituted by
feature in terms of its port and associated Heritage cluster Health inequalities
food and logistics sector. We intend to build
those in this age category, is 21% compared
to the national average of 18% and the
on this aspect of its economic potential. In
terms of investment, skills and infrastructure
Social capital Low levels of enterprise
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
knowledge to their communities. Covid-19
has also seen significant investments in this
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
OPPORTUNITIES T H R E AT S
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
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
and channel their contribution to the town,
Boston has a mixed performance in terms of
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
Strategic alliance with labour availability
environmental strengths, delivering significant
John Cridland, CBE - Director-General of
environmental improvements enabled,
in part, through the growth of walking
ELDC creating new coast Longer term impact of
the Confederation of British Industry from
January 2011 to November 2015
and cycling options in the town and the themed joint working Covid on the economy
enhancement of its railway station. We plan
“The Mayflower proposal has the potential
to better connect the worlds of education
to make Boston a more attractive location
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 — BOSTONOPPORTUNITY &
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 — BOSTON4 ENGAGEMENT 13 TOWN INVESTMENT PLAN — BOSTON
THE ENGAGEMENT MAYFLOWER HERITAGE
PROCESS “We need more focus on
the business we have in
“I would like the town
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 young people can see the together, increasing access,
MAYFLOWER
1,233
article jobs they can aspire to.” strengthening relationships
VIDEO reached
2,068
and investing in the towns
followers & 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
Heritage
8,900 2,997
PE21 Regeneration maintained) tree planting that incorporate offices,
alongside main routes into culture, restaurants, leisure,
VIDEO POST town is a cost effective way learning hubs, residential
8,800
views to say this is a pleasant units, open spaces and
YOUTH reach
VIEWS
place to visit and live in.” health facilities will attract
people in and they will then
Ambassadors use the shops more.”
VIDEO POST
DIGITAL,
Town Deal posts between SHODFRIARS 3G SPORTS PITCH
TRANSPORT
AND
LOGISTICS
16th Feb & 29th Mar “Blackfriars, Sam Newsom, “I would like to see
This was when we were actively promoting the Guildhall and the investment within the town
ACADEMY redevelopment of Shodfriars centre for facilities that can
the #MyTown links
94,281
VIDEO should be fully supported” be utilised by and for young
22,400 people to use.”
VIEWS reach
See more responses at mytown.communities.gov.uk/town/Boston/
14 TOWN INVESTMENT PLAN — BOSTONS TA K E H O L D E R S 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,
and projects are the product of extensive which will focus on the Port of Boston as well as
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
Kirsty Green, East Midlands Railways
www.facebook.com/BostonTownDeal/
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 — BOSTONLOCAL INPUT THE PROCESS
From September 2019
S TA K E H O L D E R
S TA R T
EVENT
November meeting # MY TOWN TEAM
to develop board TOW N S F U N D P O R TA L LINCOLNSHIRE
membership.
PROSPECTUS Number 1 on
EVENT
the #MyTown
Key Themes S TA K E H O L D E R Towns Fund Prospectus
released by UK Government
digital suggestion
Local consultation
event. September
EVENT 17th.
board for ideas.
December meeting
Our work to engage with public views, through 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 B OSTO N TOW N S TA K E H O L D E R
which form the core of our strategy. It is ‘mission- FUND BOARD ENGAGEMENT Public input through
critical’ that to satisfy both the policy frameworks Facebook and blog
Creation of the board
Ongoing local engagement
and public aspirations for Boston we need to: and inaugural Board
Meeting, January 2020. events and channels
• Build its aspirations and skills base – this is the
central rationale for the Mayflower scheme
BOARD MEET PUBLIC
as our flagship project – diversifying the
Boston Town Fund C O N S U LTAT I O N S
capability of the workforce to be more agile Board February
BOSTON 3 days at Guildhall,
and participative in the face of the employment Board Meeting BOARD MEET
Oldrids, Parish Council,
TOWN FU N D
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
core purpose of our major ports and logistics Sharing plans, blog
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 PRESS
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
Spreading the businesses.
reduce the impact of the Covid-19 pandemic
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
to finalise the Town
TOW N 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
WE
The TIP is not an end but the start of a journey. ARE
A
The Town Board will be developing the next phase
HERE
pproval
of engagement with strategic partners and the S U B MI T
community to use what we refer to as Phase 1 as October 2020
Development
(Pending approval)
Ongoing
a platform for future growth and development
Ongoing
opportunities within Boston. This includes working D E TA I L E D
with the GLLEP to ensure we have pipeline
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 — BOSTON5 VISION
1177 TTOOWWNN I N
I NVVEES STTMMEENNTT PPL LAANN —— BBOOS STTOONNOUR VISION AN ENTREPRENEURIAL
COMMUNIT Y
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 H E A LT H Y C O M M U N I T Y
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.
A N A S P I R AT I O N A L C O M M U N I T Y
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 — BOSTONOUR VISION
Our plan for delivering
this vision is built on
three pillars: Skills and
Aspirations , Sustainable
Economic Grow th and
Pride in Place.
The interplay of learning, heritage and our port
come together in the TIP, interlacing to provide a S U S TA I N A B L E
golden thread, sustaining our levelling up agenda.
SKILLS AND ECONOMIC PRIDE
A S P I R AT I O N S GROW TH IN PL ACE
Covid-19 Boston Mayflower Centre for Food and Fresh Streetscape grants
Produce and Logistics Shodfriars restoration
Covid-19 impact assessments have identified Holy Trinity Initiative
immense and very real challenges for our area. Railway station St Botolph’s lighting and
Youth Ambassadors
We know from economic analysis that 20% of all medieval library projects
Endeavour FM Digital Project
workers in Boston are furloughed. Across the whole Blenkin Memorial Hall
of Boston Borough, furlough rates have continued to
Cycling and Walking Plan
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 — BOSTON6 S T R AT E G Y 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 Inter vention 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, the Inclusive Growth
Our signature skills and aspirations driver will
Package which features outreach and learning
activities linking a project proposed by the Holy Trade’s network in 177 cities
Trinity Initiative enabling a blended offer of
around the world, will be
be the creation of a new learning environment
at the heart of the town themed around its economic and community activity in collaboration
heritage. Led by Boston College, the ‘Mayflower’ with Boston Youth Ambassadors and the iconic
will enable business and learners to connect,
create and innovate. We will support this by:
Boston College Mayflower proposal. Remodelling
and refurbishing the Holy Trinity’s infrastructure
supporting our agri-food
• Delivering agri-tech opportunities to support
and sports hall will create an attractive, flexible
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
• Providing space for employers, businesses
learning for all, encouraging connectivity across
a network of community assets and facilities
opportunities to investors and
and the voluntary sector to meet and
to hold events and conferences.
across Boston and supporting mental health
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
something to shout about and
• Student-supported small retail outlets including Quote from the Commission for
coffee shops, bakery, health foods, crafts etc. Colleges of the Future:
• On-hand support and tuition provided in a
low key, calm and spacious environment.
“Thriving societies built on the foundations
of fairness and sustainability, need strong, deserves to be profiled on this
collaborative, and inclusive colleges - that
• Health and well-being pods/outlets - with
empower people throughout their lives with the
skills they need to get on in life, support better
international stage.
support to talk about mental health,
nutrition and exercise advice, etc.
productivity and innovation of businesses, and
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
participation, there is a challenge for young
addressing skills gaps by establishing a unique
service for employers at their local colleges
being based here opens up a
people in accessing the workforce, which we
aim to address through the focus on skills.
for training and upskilling future and current
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
development which will adapt to the Covid-19
the education and skills system work for their
needs should include sector specialist ‘employer
business.”
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 — BOSTONOPPORTUNITY
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 — BOSTONWIDER 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 — BOSTONWIDER 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 — BOSTONWIDER INVESTMENT S T R AT E G Y — Addressing need and opportunity and seeking to align
with the core framework of Towns Fund, our strategy picks out five key
AND INTERVENTIONS interconnected themes: a balanced community, enterprise, health, resilience
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 — BOSTONINTERVENTION FRAMEWORK
We have set out in th e
coh e re nce sec tion of this
plan , how we use d th e
broa de r strategic f ram eworks
releva nt to B oston , Covid -1 9
recove r y oppor tunities an d
clea n grow th priorities as key
Fresh Produce Logistics
ele m e nt s within our proje c t
Digitalisation of Local
Blenkin Memorial Hall
St Botolph’s Lighting
Centre for Food and
prioritisation process to
Youth Ambassadors
The Trinity Centre/
Connected Living
dete rmin e our ultimate list of
(Smarter Homes)
Heritage Cluster
proje c t s within th e struc ture
Improvements
Radio Station
of our investm e nt plan .
and Library
Boston Rail
Mayflower
Shodfriars
PE21
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 — BOSTONO U T C O M E S A N D TA R G E T S : Our short, medium and longer
term targets for each of the
S K I L L S A N D A S P I R AT I O N S 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
5 YEARS
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
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
10-15 YEARS
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
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
30 YEARS
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:
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 — BOSTONO U T C O M E S A N D TA R G E T S :
S U S TA I N A B L E E C O N O M I C
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
5 YEARS
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 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.
10-15 YEARS
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.
Boston achieves a parity or
30 YEARS
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,
heritage and its agri-food.
28 TOWN INVESTMENT PLAN — BOSTONO U T C O M E S A N D TA R G E T S :
PRIDE IN PLACE
INVESTMENT PEOPLE HOUSING
A digital revolution gives more
Boston will have a diverse range of people a stake in staying in
5 YEARS
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
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
10-15 YEARS
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
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
30 YEARS
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
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 — BOSTONYou can also read
