North Yorkshire Council
Executive
4 November 2025
Scarborough Plan for Neighbourhoods
Report of the Corporate Director for Community Development
1.0 PURPOSE OF REPORT
1.1 The purpose of this report is for Executive to:
i. note the draft Plan for Neighbourhoods ten-year Regeneration Plan and four-year Investment Plan for Scarborough;
ii. delegate authority to the Corporate Director for Community Development and Corporate Director for Resources, in consultation with the Executive Member for Open to Business and Executive Member for Finance and Resources, to submit the final ten-year Regeneration Plan for Scarborough and the initial four-year Investment Plan to the Ministry of Housing, Communities and Local Government (MHCLG) by 28 November 2025, following approval by the Scarborough Neighbourhood Board.
iii. accept funding from MHCLG as set out in section nine of this report, to deliver the interventions contained within the initial four-year Investment Plan.
2.0 SUMMARY
2.1 In October 2023, the former Government announced Scarborough was included as one of 55 initial towns to receive just under £20million endowment style funding over the next ten years through its Long-Term Plan for Towns programme. Due to the general election in July 2024 and the subsequent change of Government, the programme was put on hold.
2.2 In November 2024, the new Government announced its intention to retain the previous programme, and in March 2025 relaunched the programme as the Plan for Neighbourhoods. This provides an opportunity to build on the work of the Town Deal funding and other regeneration initiatives to achieve positive change for residents, businesses and visitors in Scarborough. Towns have until the 28th November 2025 to submit a ten-year high-level Regeneration Plan and an initial four-year Investment Plan.
2.3 Plan for Neighbourhoods Funding is part of the Government’s wider programme of reform and investment to level up the UK and is aimed at regenerating towns that are seen to face growth constraints due to their geographic location and/or socio-economic situation.
2.4 The Scarborough Neighbourhood Board is responsible for developing the vision and direction for the ten-year Regeneration Plan, identifying community needs, and selecting the interventions to address those needs within the initial four-year Investment Plan.
2.5 North Yorkshire Council is the accountable body for the fund and will be responsible for managing and monitoring the delivery of chosen interventions through the Plan for Neighbourhoods in partnership with the Scarborough Neighbourhood Board.
3.0 BACKGROUND
3.1 In October 2023 the previous Government announced that 55 towns, including Scarborough, will receive endowment-style funding of just under £20 million over the next 10 years. Following the general election in July 2024, the programme was put on hold. The new Government announced it would retain the programme in November 2024, and in March 2025 relaunched the programme as the Plan for Neighbourhoods with an updated prospectus and an expanded list of themes and interventions.
3.2 The fund intends to address community needs in ‘left behind’ towns through empowering local people to work in partnership with public agencies and businesses to bring about positive change for the places they live in. This funding comprising a total of £4.6m revenue funding and £14.9m capital funding will be received on an annual basis over the next ten years to support a ten-year Regeneration Plan, setting out the town’s Regeneration Plan and priorities for investment and regeneration, aligned to the following programme objectives:
· Thriving places
· Stronger Communities
· Taking back control
3.3 The Scarborough Neighbourhood Board, with Council support, must also submit an initial four-year Investment Plan covering 2026/27 to 2029/30. This indicates which interventions will be delivered through the first £6.808million funding. The funding consists of £5.306m to be spent on Capital projects and £1.502m for revenue projects and associated support and project management costs.
3.4 Following guidance issued by the MHCLG, the existing Scarborough Town Deal Board, which was established to provide oversight to the Scarborough Town Deal programme, was reviewed and renamed the Scarborough Neighbourhood Board to oversee the delivery of the new Plan for Neighbourhoods programme.
3.5 It is a requirement of the Plan for Neighbourhoods programme that the ten-year Regeneration Plan and four-year Investment Plan is established through a community led approach. Thisensures that the plan is developed by people who understand the needs and strengths of the area and the fund is spent on issues that matter to local people. The Council and Scarborough Neighbourhood Board have carried out extensive engagement which is detailed in section 5 of this report.
3.6 The Scarborough Neighbourhood Board is responsible for developing the vision and direction for the ten-year Regeneration Plan, identifying community needs, and selecting the interventions to address those needs. North Yorkshire Council, as the accountable body for the fund, retains responsibility for ensuring robust financial management and effective monitoring of the delivery of the agreed interventions through the Plan for Neighbourhoods.
4.0 THE PLAN FOR NEIGHBOURHOODS PROGRAMME
4.1 The Plan for Neighbourhoods programme sets out a new plan to put local people at the centre of their town’s success and give them the long-term funding to change its future. Scarborough is one of 75 towns to benefit from the Plan for Neighbourhoods funding over the next ten years to drive plans to regenerate the area.
4.2 Scarborough:
· needs to develop a Regeneration Plan to invest in and regenerate their town, based on the priorities of local people, and put to local people for engagement.
· will receive £19.5 million in endowment-style funding and support over ten years to support the Regeneration Plan, to be spent on issues that matter to local people.
· is to establish a Neighbourhood Board to bring together community leaders, employers, local authorities, and the local MP to oversee and deliver the Regeneration Plan.
· needs to consider using a toolkit of powers and interventions, provided by the Government to address the needs of Scarborough.
4.3 The Plan for Neighbourhoods has three key Objectives that the ten-year Regeneration Plan and Investment Plans must align to. These are:
· Thriving Places:
o Every part of the UK deserves to have vibrant neighbourhoods and communities with busy high streets, a good range of local amenities, and high-quality physical infrastructure.
· Stronger communities:
o Restore a collective sense of belonging to their community, bringing people together so they can feel proud of their area and safe in their neighbourhood.
· Taking back control:
o Ensuring children have the best start in life and that adults can live the life they want to by empowering people to enter the workplace, workers to progress, and businesses to grow.
4.4 The Plan for Neighbourhoods is also structured around eight key themes. Each theme includes a set of interventions that the Scarborough Neighbourhood Board can choose from to develop and deliver projects, attached at Appendix 1. These interventions are designed to address local needs and priorities, using the Plan for Neighbourhoods funding. The themes are:
· High streets, Heritage and Regeneration
· Housing
· Transport
· Cohesion
· Health and Wellbeing
· Education and Opportunity
· Safety and Security
· Work, productivity and skills
4.5 The case for support for these Interventions has already been pre-approved by MHCLG, simplifying the Plan for Neighbourhoods process. The choice of Interventions is flexible so towns can focus on what best meets their local needs and towns as part of their Regeneration Plan and Investment Plan. Towns can also take forward ‘off menu’ interventions outside of this list provided they submit an outline business case to MHCLG and address the three Plan for Neighbourhoods objectives. Any outline business cases required for the initial four-year Investment Plan, will be developed within the first year of the programme.
4.6 The Council has received guidance from MHCLG which outlines the measures the Council, and Scarborough Neighbourhood Board, must take to oversee delivery of the Plan for Neighbourhoods programme.
4.7 By the 22nd April 2025, a Neighbourhood Board had to be established to drive the priorities for investment and steer the ten-year Regeneration Plan for the town together with local people. Towns were encouraged to repurpose Town Boards where already established.
4.8 Scarborough already had a Town Board in place which was set up to oversee the Town Deal programme for Scarborough. As a result, the existing Board was reviewed, and a call for a new Chair and new Board Member nominations was made to ensure the Board had a broad range of skills and sectors from across the town and is a partnership of public, local community leaders and businesses. The Board was renamed Scarborough Neighbourhood Board (SNB) and a new Chair appointed in September 2025.
4.9 The SNB is responsible for driving the development of the Plan for Neighbourhoods Regeneration Plan and four-year Investment Plan, supported by the Council as accountable body. To do this, and in line with the eight investment themes, the SNB established three thematic working groups to agree a set of objectives for each respective theme and consider potential interventions that could be pursued under the Plan for Neighbourhoods addressing the challenges and needs identified through the engagement process.
4.10 The thematic working groups consisted of Neighbourhood Board members, key Council officers from various services and other organisations, groups and business partners were also invited to join to ensure a wide range of input from all sectors into the creation of the Regeneration Plan and Investment Plan.
4.11 Following the conclusion of the engagement activities and the work activity of the Thematic Groups, the SNB was able to draft its ten-year Regeneration Plan, attached at Appendix 2, and begin to consider the list of Interventions it wishes to pursue as part of its initial four-year Investment Plan, attached at Appendix 3. Both of these documents are still in draft format whilst the SNB continues to develop and therefore contain comments and highlights of work still to be undertaken before submission. The headings and content within the ten-year Regeneration Plan and four-year Investment Plan have been informed by the guidance received from the MHCLG.
4.12 At the present time, the SNB, or Council, do not need to provide details of any projects it will deliver that meet the interventions it has chosen within its Investment Plan. The SNB has started to consider proposals for projects that have been put forward to the Board. However, these require further development work to understand their deliverability, affordability and long-term viability, and will be confirmed to MHCLG when they are ready for delivery.
4.13 Following submission of the ten-year Regeneration Plan and initial four-year Investment Plan, MHCLG will carry out a light touch assessment following the principles of the Green Book five business case model.
4.14 The assessment is non-competitive. It is intended that feedback from it means plans can be approved and funding released. Where queries or areas of concern are raised during the assessment, MHCLG will either seek further information from the town to enable the assessment to continue or conclude the assessment and set conditions of approval.
4.15 Upon approval of the Regeneration Plan and Investment Plan, a memorandum of understanding will be agreed between the Council, as the accountable body, and MHCLG. Following executing of the agreement, the funding will be released as outlined in section nine of this report.
5.0 CONSULTATION UNDERTAKEN
5.1 North Yorkshire Council, as the accountable body, led a comprehensive engagement process in partnership with the Scarborough Neighbourhood Board to ensure the Regeneration Plan reflects current community priorities. This builds on the extensive consultation undertaken during the development of the Long-Term Plan for Towns (LTPT), which established a strong foundation of community insight and expectations.
5.2 The updated engagement phase, carried out between May and September 2025, reached over 1,000 residents through a mix of online surveys, public events, and targeted outreach led by trusted local partners including CaVCA and North Yorkshire Sport.
5.3 The engagement focused on inclusivity, with particular efforts to involve young people, older residents, disabled people, and migrant communities. Insights were gathered through workshops, pop-ups, creative activities, and digital tools, ensuring a broad and representative understanding of local needs.
5.4 Key priorities identified through this process include:
· A Town Centre We’re Proud Of – calls for cleaner streets, improved shopfronts, and activation of empty units.
· Safety & Support – concerns around antisocial behaviour, substance misuse, and the need for better lighting and visible patrols.
· Better Transport & Road Safety – demand for more frequent and later bus services, safer walking routes, and improved bus stop infrastructure.
· Opportunities for Young People & Families – requests for youth-led spaces, inclusive play areas, and affordable family activities.
· Health, Wellbeing & Inclusion – emphasis on accessible green spaces, social prescribing, and everyday support close to home.
· Housing, Jobs & Skills Choices – need for better rental standards, visible career pathways, and support for micro-enterprise.
· Cohesion, Identity & Communication – desire for stronger community connection, inclusive events, and clearer communication channels.
5.5 These updated priorities have directly informed the development of the ten-year Regeneration Plan and initial four-year Investment Plan. A full analysis of the engagement findings is provided in Appendix 4.
5.6 To ensure this dialogue continues beyond the initial planning phase, the Council and Neighbourhood Board are working to establish a long-term community engagement mechanism. This will support ongoing, inclusive, and transparent communication, enabling residents to shape delivery and hold partners accountable throughout the ten-year programme.
6.0 CONTRIBUTION TO COUNCIL PRIORITIES
6.1 The Plan for Neighbourhoods will contribute to the following Council Plan objectives:
· Place & Environment
o A clean, environmentally sustainable, and attractive place to live, work and visit.
o A well connected and planned place with good transport links and digital connectivity.
o Communities are supported and work together to improve their local area.
· Economy
o Economically sustainable growth that enables people and places to prosper.
o Culture, heritage, arts and sustainable tourism all play their part in the economic growth of the county.
o New and existing businesses can thrive and grow.
· People
o People are free from harm and feel safe and protected.
7.0 ALTERNATIVE OPTIONS CONSIDERED
7.1 The Plan for Neighbourhoods is a central Government funded programme. The Council must follow the stipulated guidance provided by HM Government for the delivery of the Plan for Neighbourhoods programme within Scarborough. Therefore, no other options were considered for delivering this programme of funding.
7.2 The Council could decline the offer of funding for Scarborough and not deliver any interventions for the town through the Plan for Neighbourhoods. This option is not recommended.
8.0 IMPACT ON OTHER SERVICES/ORGANISATIONS
8.1 The programme presents a real opportunity to deliver interventions that meet a whole range of cross service objectives and therefore is likely to impact on several services that have both policy and operational interests in the themes of the Plan for Neighbourhoods. The table below highlights the service areas that are likely to be involved in the delivery of the programme. This list is not exhaustive, and other services may become involved in the delivery of the Plan for Neighbourhoods depending on the individual interventions and projects chosen for delivery.
|
Service Area |
Activity |
Potential impact from the programme |
|
Finance |
Establishing budgets for any Council led projects. Processing of payments.
Processing of grant claims for projects delivered by external organisations.
General programme accountancy, cost exercises and monitoring.
|
A resource will need to be provided to the programme to assist in the financial monitoring and reporting of the programme – both internal monitoring to NYC Capital Boards, and externally to Government which may impact on capacity within the finance service.
An allocation towards staff time would be included within the programme management budget to cover this resource.
Depending on which projects were chosen for delivery, there may also be a project specific finance officer needed to provide financial support in relation to these projects. Staff time in relation to any specific projects delivered would be charged specifically to those projects through capital salaries.
|
|
Legal |
Advice on governance arrangements and subsidy control.
Advice and completion of any contracts required for Council delivered projects.
Completion of any required 3rd part Grant Agreements for externally delivered projects.
|
An allocation towards staff time is included within the programme management budget to cover governance and assurance processes and general legal advice related to the programme.
Depending on which projects were chosen for delivery, there may be a requirement for a project specific legal officer to provide legal advice in relation to these projects which could impact on the capacity within the legal service. Staff time which would be charged specifically to those projects through capital salaries.
|
|
Localities |
Involvement with capacity building and community planning within our communities because of potential interventions chosen to be delivered with the funding.
|
Positive contribution towards service objectives.
Depending on the specific projects chosen for delivery, there may be a resource requirement from Localities to support these which could impact on capacity within the service.
Staff time in relation to any specific projects delivered by, or in partnership with localities, will be charged specifically to those projects.
|
|
Communications |
Support for ongoing community engagement activities and publicity. |
A resource will be required from the communications team to assist with ongoing proactive communications around programme delivery and in relation to any council delivered projects which could impact on capacity within the communications service.
An allocation towards staff time would be included in the programme management budget for communications.
|
|
Property |
Identification on strategic sites.
Project specific support and/or delivery on any related projects to be delivered through the PFN.
|
Potential to contribute towards asset rationalisation.
Depending on the projects chosen for delivery, there may be a requirement for a dedicated resource from Property services in relation to these projects, especially if they are existing council assets, which could impact on capacity within the service.
Staff time in relation to any specific projects delivered will be charged specifically to those projects.
|
|
Transport Policy and Highways |
Project specific support and/or delivery on any related projects to be delivered through the PFN. |
Positive contribution towards service objectives.
Depending on the projects chosen for delivery, there may be a requirement for a dedicated resource in relation to the project, especially if the project affects the Highway, which could impact on capacity within the service.
|
|
Community Safety and CCTV
|
Project specific support and/or delivery on any related projects to be delivered through the PFN. |
Positive contribution towards service objectives
Staff time in relation to any specific projects delivered will be charged specifically to those projects.
|
|
Culture and Archives
|
Project specific support and/or delivery on any related projects to be delivered through the PFN. |
Positive contribution towards service objectives
Staff time in relation to any specific projects delivered will be charged specifically to those projects.
|
|
Procurement |
Once interventions have been chosen for delivery through the PFN programme, any Council delivered projects will require procurement support to procure required works and/or services.
|
There is a possibility a number of projects will require procurement support at the same time potentially impacting on procurement capacity.
Officers are to Forward Plan procurement requirements as far in advance as possible. |
|
Planning |
Processing of any relevant planning or listed building applications.
|
There is a possibility a number of projects may require planning permission, and in some small instances, listed building consent too, which could impact on capacity on planning services processing these applications in a timely manner so as not to affect funding deadlines.
Project managers are to forward plan potential planning applications and liaise with planning over these. |
9.0 FINANCIAL IMPLICATIONS
9.1 North Yorkshire Council is the accountable body for the fund and will be responsible for managing and monitoring the delivery of chosen interventions through the Plan for Neighbourhoods in partnership with the Scarborough Neighbourhood Board.
9.2 The total amount of funding provided through the Plan for Neighbourhoods over the next ten years is £19.5 million and is split £14.9million capital and £4.6million revenue.
9.3 The funding is endowment style funding and will be received annually over the next ten years based on the submission of three individual Investment Plans over the ten-year programme. The funding profile is as the table below:
|
|
Plan Development |
First Investment Plan period |
Second Investment Plan period |
Third Investment Plan period |
|
|||||||
|
£s |
Pre 26-27 |
26/27 |
27/28 |
28/29 |
29/30 |
30/31 |
31/32 |
32/33 |
33/34 |
34-35 |
35-36 |
Total |
|
Revenue funding (capacity) |
450,000 |
150,000 |
- |
- |
- |
- |
- |
- |
- |
- |
- |
600,000 |
|
Revenue funding (grants) |
- |
231,636 |
255,636 |
431,636 |
431,636 |
431,636 |
431,636 |
436,636 |
449,636 |
449,636 |
449,636 |
3,999,364 |
|
Total Revenue |
450,000 |
381,636 |
255,636 |
431,636 |
431,636 |
431,636 |
431,636 |
436,636 |
449,636 |
449,636 |
449,636 |
4,599,364 |
|
Capital funding (grants) |
- |
360,000 |
1,735,636 |
1,605,091 |
1,605,091 |
1,605,091 |
1,605,091 |
1,605,091 |
1,605,091 |
1,605,091 |
1,605,091 |
14,936,364 |
|
Total grant funding |
450,000 |
741,636 |
1,991,273 |
2,036,727 |
2,036,727 |
2,036,727 |
2,036,727 |
2,041,727 |
2,054,727 |
2,054,727 |
2,054,727 |
19,535,727 |
9.4 Included in the financial profile tabled above, is capacity funding of £250,000 that the Council received in 2024/25 from the previous Government under the former Long-Term Plan for Towns (LTPT) programme. The Council spent £125,769 of this funding on the development of the LTPT and the engagement activities carried out last year under the Let’s Talk Scarborough campaign before the programme was cancelled. However, the work carried out under LTPT is still relevant to the current programme and has contributed to Plan for Neighbourhoods evidence. The remaining £124,231 has been added to the capacity funding of £200,000 received under the Plan for Neighbourhoods programme for the financial year 2025/26 and is allocated for plan development and engagement activities.
9.5 The Council and Scarborough Neighbourhood Board must submit its ten-year Regeneration Plan and initial four-year Investment Plan by the 28th November 2025 to trigger the release of the initial funding for years 2026/27 through to 2029/30 totalling £6.808m. Upon approval of the Plan by MHCLG, the first year’s payment is expected to be made in April 2026.
9.6 The funding for subsequent years will then be paid in April of each year subject to satisfactory completion of monitoring checks. There is a risk, if these monitoring checks are unsatisfactory, future funding releases could be withheld until these checks are complete. This risk will be managed as far as possible through the phased release and control of project budgets where schemes are deemed to be higher risk.
9.7 Within the initial four-year investment period, towns will have the flexibility to rollover their programme delivery, and capacity funding across those four years either by design, or if there is underspend within the year, that money can be rolled into future years with the certainty that the next tranche of funding will still follow. There is no flexibility to bring forward funding from future years.
9.8 The release of the budgets will be managed and subject to the agreement of the Council’s Regeneration and Growth Capital Board. This process will provide the governance and challenge to ensure that costs are carefully managed and controlled; and allow the release of budgets to be phased for higher risk schemes.
9.9 Any interventions to be delivered by external organisations will be monitored and controlled through a third-party grant agreement arrangement. The release of funding to external project sponsors will only be on submission of satisfactory evidence that the required activity has been met.
9.10 Towns are advised not to spend ‘at risk’ on any proposed off menu activities; expenditure for such interventions should be profiled in expenditure forecasts from the financial year 2027/28 onwards, to allow time for business cases to be developed and considered.
9.11 A further two investment Plans will be required to trigger release of funding in future years. At the end of the initial four-year investment period, there will be a ‘check-in’ point, to analyse progress of expenditure for the programme and delivery across the first four years. Subject to review by MHCLG, it may be possible to rollover some unspent funding from the initial four-year period into future years; however, towns are encouraged to maximise spend within each investment period as much as possible.
10.0 LEGAL IMPLICATIONS
10.1 The Council has general powers to undertake regeneration projects pursuant to the general power of competence contained in the Localism Act 2011 as well as the wellbeing provision in the Local Government Act 2000.
10.2 The Council will be required to continue providing governance support to the Scarborough Neighbourhood Board. The Council’s Assurance Framework will ensure good governance compliance between the Board and Council.
10.3 Any interventions delivered internally by the Council will follow the Council’s policies and procedures as set out within its constitution. This includes the Contract Management and Procurement procedures, and procurement and legal support for the procurement and contracting of works and/or services for projects will be sought in line with these procedures.
10.4 Any interventions delivered by external organisations through the PFN programme will also be required to abide by the Council’s policies and procedures and will be managed and monitored through a third-party grant agreement.
10.5 There are legal risks associated with the delivery of any interventions selected to move forward within the PFN including ensuring the projects satisfy the Council’s Constitution, the Council’s Public Sector Equality Duty, local legislation, subsidy control requirements, public procurement regulations and land disposal requirements contained in the Local Government Act 1972. All expenditure and any subsequent works and / or the award of funding to external bodies will be subject to satisfactory assessment of compliance in respect of the above.
11.0 EQUALITIES IMPLICATIONS
11.1 The Plan for Neighbourhoods aims to address challenges and needs of Scarborough by implementing interventions that improve the levels of deprivation seen within some areas and ensure that Scarborough is an inclusive and accessible town. An equalities impact screening has been carried out on the programme and concluded that there are no adverse equalities impact from the recommended decision. The Equalities Impact Screening Form is attached at Appendix 5.
11.2 Any individual projects taken forward for delivery, including those being delivered by external organisations, will be required to undergo individual equalities impact assessment.
12.0 CLIMATE CHANGE IMPLICATIONS
12.1 The Scarborough Neighbourhood Board and Council, encourage sustainability and climate responsible actions. During the work to create a Vision Statement and Objectives for the ten-year Regeneration Plan document, alongside the eight themes, sustainability was considered as a cross-cutting topic.
12.2 Within the Ten-year Regeneration Plan, the following objectives promote positive impacts to climate change:
Transport
· Develop a connected network of high-quality, safe walking and cycling routes with affordable access.
High Streets, Heritage and Regeneration
· Maintain and enhance safe, green, and family-friendly public spaces in the town centre.
Housing
· Enable diverse, high-quality, low-carbon residential living that meets the needs of local communities.
· Support the delivery of affordable, energy-efficient housing, including acquisition, retrofit, and management.
Cohesion
· Support the development and maintenance of safe, green, and welcoming family-friendly spaces.
Health and Wellbeing
· Ensure that all residents have safe, high-quality green or blue space within 1km of their home, supported by clear signposting and promotion.
· Encourage active lifestyles for all ages, including opportunities for adults to engage in play and social activities.
12.3 Any individual projects taken forward for delivery, including those being delivered by external organisations, will be assessed against the Regeneration Plan and objectives of the Plan for Neighbourhoods and will be required to undergo individual environmental impact screening assessments. See Appendix 6.
13.0 POLICY IMPLICATIONS
13.1 The Plan for Neighbourhoods will be a strategic, ten-year vision for Scarborough, developed by the Neighbourhood Board to guide the town’s regeneration and future development utilising Plan for Neighbourhoods funding. It complements the Town Investment Plan, which reflects the Combined Authority Mayor’s ambition for every town to have a locally driven, place-based plan. Together, these two documents will form a cohesive framework that aligns with existing strategies including the Council’s Corporate Plan, Economic Growth Strategy, and the priorities of the York and North Yorkshire Combined Authority. By working in tandem, they will help coordinate efforts, attract inward investment, and ensure that regeneration in Scarborough is both locally informed and strategically aligned with regional and national objectives.
14.0 RISK MANAGEMENT IMPLICATIONS
14.1 Programme risk will be managed in accordance with North Yorkshire Council’s Risk Management Policy. Oversight and control will be provided through the Growth and Regeneration Capital Board, operating under NYC’s corporate governance framework. Risks associated with the programme will be reviewed every six months and formally reported to the Board, ensuring they are monitored and addressed in line with the Council’s standard procedures.
14.2 Individual projects/schemes that are chosen to move forward with the Plan for Neighbourhoods funding will also follow the Council’s Risk Management policy and will be required to maintain an individual project risk register.
14.3 MHCLG require the Council to report on the programme at six monthly monitoring intervals. Whilst we have not yet received detail on what will be requested as part of this monitoring programme, it is anticipated it will be similar to the monitoring in place for the Local Regeneration Fund programme which requires the reporting of top risks for both the programme and individual project risks.
15.0 HUMAN RESOURCES IMPLICATIONS
15.1 Staff resources will be required to support the scheme as mentioned in Section 8. The Council will allocate an amount from the revenue funding towards programme management support. Where staff resources are required for the delivery of specific projects, these will be charged to those projects.
16.0 COMMUNITY SAFETY IMPLICATIONS
16.1 Safety and Security is a key theme within the Plan for Neighbourhoods, and it is likely that projects will be chosen for delivery through the funding programme that address and look to improve safety concerns within Scarborough. Colleagues from the Community Safety and CCTV service have been involved in the Cohesion, Health and Wellbeing, and Safety and Security Thematic Group to advise on issues and challenges within the community and are aware of developments and the potential areas for intervention.
17.0 CONCLUSIONS
17.1 The Plan for Neighbourhoods funding programme builds on the work already delivered in Scarborough through the previous Towns Fund programme to deliver long term growth, investment and improvement in the town that will make a real difference to our communities.
17.2 It also presents a strong opportunity for Scarborough to attract additional public funding and private sector investment. By aligning with the Scarborough Town Investment Plan, it strengthens the town’s case for support from the Combined Authority.
17.3 The governance and delivery arrangements outlined in the report provide a robust framework to ensure the programme is delivered effectively, transparently, and in line with corporate standards. This will help mitigate risks and maintain confidence in the programme’s long-term viability.
17.4 The extensive community engagement undertaken ensures that the programme is rooted in local priorities. This community-led approach not only meets Government requirements but also enhances the support and relevance of the proposals, increasing the likelihood of successful delivery.
17.5 Overall, this work is a positive step change for Scarborough, and the Council and Neighbourhood Board should maximise on the opportunities it presents.
18.0 REASONS FOR RECOMMENDATIONS
18.1 To ensure that the Council and Scarborough Neighbourhood Board can deliver the Regeneration Plan for Scarborough utilising the Plan for Neighbourhoods funding offered by Government and use it to also lever in York and North Yorkshire Combined Authority Funds, other public funding, and private sector investment to drive real change in the town that benefits the whole community.
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19.0 |
RECOMMENDATION(S)
|
|
|
i) Note the draft Plan for Neighbourhoods, ten-year Regeneration Plan and four-year Investment Plan for Scarborough.
ii) delegate authority to the Corporate Director for Community Development and Corporate Director for Resources, in consultation with the Executive Member for Open to Business and Executive Member for Finance and Resources, to submit the final ten-year Regeneration Plan for Scarborough and the initial four-year Investment Plan to MHCLG by the 28th November 2025 following approval by the Scarborough Neighbourhood Board.
iii) Accept the initial £6.808m of funding from MHCLG to deliver the Plan for Neighbourhoods for Scarborough and initial four-year Investment Plan.
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APPENDICES:
Appendix 1 – Plan for Neighbourhoods pre approved interventions
Appendix 2 – Draft PfN ten-year Regeneration Plan document
Appendix 3 – Draft four-investment Plan
Appendix 4 – Engagement Analysis report
Appendix 5 – Equalities Impact Screening Form
Appendix 6 – Climate Change Impact Assessment Form
BACKGROUND DOCUMENTS:
None
Nic Harne
Corporate Director – Community Development
County Hall
Northallerton
4th November 2025
Report Author – Kerry Levitt, Principal Regeneration Officer
Presenter of Report – Nic Harne, Corporate Director
Note: Members are invited to contact the author in advance of the meeting with any detailed queries or questions.