Plan for Neighbourhoods:  Scarborough

10-Year Regeneration Plan [DRAFT]

1. Introduction & Local Context

The Plan for Neighbourhoods (PfN) is a ten-year programme investing £19.5 million in Scarborough to deliver improvements shaped by local priorities. It focuses on three aims: thriving places, stronger communities, and taking back control.

PfN is different from the Town Investment Plans (TIPs) being developed across North Yorkshire. While TIPs set out the long-term vision and priorities for future funding, PfN focuses on what can be delivered now. It builds on earlier work, such as the Town Deal, and turns plans into visible improvements that make the town more welcoming, safer, better connected and more inclusive.

Together, these programmes provide a clear pathway from planning to delivery, helping Scarborough grow in a way that reflects local voices and strengthens pride in place and a better place to live, work and visit now and for future generations.

WHY THIS MATTERS FOR SCARBOROUGH

Scarborough is a town with a strong sense of place. Its twin bays, working harbour and historic headland have shaped life for generations, giving the town a character that is both distinctive and resilient. It is Yorkshire’s largest coastal community, home to around 62,000 people, known for its maritime heritage, creative energy and world-class cultural offer.

Like many coastal towns, Scarborough faces familiar challenges. Some streets and buildings show signs of wear, parts of the town centre feel quieter than they once were, and transport and access can make everyday journeys harder than they should be. Opportunity is uneven, and investment has not always kept pace with change. Yet the town’s strengths; its coastline, harbour, cultural offer and strong community spirit remain powerful foundations to build on.

The Plan for Neighbourhoods (PfN) gives Scarborough the chance to build on these strengths and address the issues that hold it back. It provides the flexibility to invest in what makes the town work not only physical improvements but also the activity and care that keep them alive over time. This is about long-term stewardship rather than short-term projects: cleaner streets, safer spaces, stronger connections and places that feel welcoming all year round.

PfN provides the means to strengthen the places people rely on every day, support local partnerships and investment, and renew pride in Scarborough’s role at the heart of the Yorkshire coast.

1.3 What This Plan Contains

This Regeneration Plan sets out how Scarborough will deliver its Plan for Neighbourhoods (PfN) over the next ten years.

It brings together local insight, evidence and practical delivery tools to show how the town’s priorities will be turned into lasting change.

The plan includes the vision for Scarborough, the evidence that supports it, and the framework for delivery and governance.

Together, these elements ensure regeneration is locally led, inclusive and built to last, turning investment into everyday value for residents and creating a town that feels cared for all year round.

Photo strip: Town centre, bays, heritage assets

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2. Community & Stakeholder Engagement

2.1 What We Heard

Scarborough’s Regeneration Plan is built on what local people have told us. The process began with Let’s Talk Scarborough, the community conversation delivered in 2024 as part of the Long-Term Plan for Towns (LTPT). More than two thousand people took part through online tools, events, and partner-led activities, sharing views on what mattered most for the town’s future.

That work provided a strong foundation: residents described a deep pride in Scarborough’s heritage and coastline, but also frustration at issues that make daily life harder; tired buildings, litter, antisocial behaviour, poor transport, and a lack of things to do year-round. The message was clear: people wanted to see care, confidence and opportunity restored in the town centre and across neighbourhoods.

2.1 Building on Let’s Talk Scarborough

The Plan for Neighbourhoods (PfN) continues this conversation, bringing new voices into the mix and focusing on delivery. Between May and December 2025, more than a thousand residents took part in over 20 engagement sessions. These ranged from summer pop-ups and creative workshops to focused sessions with young people, older residents, disabled people and migrant communities.

The work was delivered through a partnership between North Yorkshire Council, the Scarborough Neighbourhood Board, and local organisations such as CaVCA, North Yorkshire Sport, and Beyond Housing. This ensured engagement reached people where they already are; community centres, parks, fairs and events, and captured views from across the town.

2.3 What People Told Us

Quantitatively, residents ranked their top priorities for the Plan for Neighbourhoods. The results of this prioritisation are shown in Figure x

We have consolidated all evidence quantitative survey results, qualitative feedback, and partner input across every phase of engagement. The summary below reflects the priorities that consistently emerged as most important to the community and stakeholders. The strongest priorities were:

1. A town centre to be proud of: cared-for streets, welcoming spaces, heritage that shines.

2. Safety and support: confidence to move around, day and night.

3. Better transport and road safety: reliable, affordable ways to get to work, school and social life.

4. Opportunities for young people and families: affordable, inclusive things to do all year round.

5. Health, wellbeing and inclusion: safe parks, seating, lighting and easy access to support.

6. Housing, jobs and skills: realistic routes to stay and thrive locally.

7. Cohesion and identity: activities and communication that bring people together and tell Scarborough’s story.

2.4 How Engagement Shapes This Plan

Every priority in this Regeneration Plan comes directly from that feedback. People said they wanted change they could see and feel, not just plans on paper. The PfN process has helped refine what that means in practice, focusing investment on the areas and themes that matter most to residents, with an emphasis on everyday care, safety, and pride in place.

This plan commits to keeping that conversation going. The Scarborough Neighbourhood Board will continue to work with local partners and community groups to test ideas, sense-check proposals, and share progress.

Scarborough’s regeneration is therefore not just a set of projects, it is an ongoing partnership with the people who live and work here, built on their ideas, energy and pride in the place they call home.

3. Vision for the Future

3.1 Our Vision

Still to be written by the Board.

3.2 Our Narrative: What Success Looks Like

Thriving Places

By 2035, Scarborough’s centre and neighbourhoods will show visible signs of care and confidence. Clean, well-kept streets and upgraded shopfronts will make the town centre somewhere people want to spend time, day and night. Heritage buildings will be reused and celebrated, linking the town’s past to its future. Public spaces will be greener, more accessible and better connected, from the bays to the parks, with safer routes for walking and cycling. Local businesses and markets will have the right conditions to grow, supported by more footfall, events and year-round activity.

Stronger Communities

Residents will feel part of a town that works for them. Streets will be well lit and welcoming, with visible care and a friendly presence that helps everyone feel safe. Families will have affordable, inclusive spaces to meet, play and relax. Young people will have places and opportunities that reflect their interests, helping them learn, create and feel proud to stay in Scarborough. Health and wellbeing support will be easier to reach, through activities and advice available in familiar community venues such as libraries.

Taking Back Control

People will have more say in how Scarborough grows and how funding is used. Through the Neighbourhood Board and working groups, residents and partners will help shape decisions, review progress and co-design local solutions. Skills, enterprise and learning opportunities will be linked to real jobs, so people can build stable careers close to home. Transport will be reliable and inclusive, with better bus stops, safer crossings and routes that connect homes, schools, work and leisure.

3.3 Headline outcomes by 2035

Community Priority	PfN Outcome by 2035
A town centre we’re proud of – clean streets, vibrant high streets, heritage that shines	A cared-for, welcoming town centre with cleaner streets, improved shopfronts, and lively year-round activity celebrating Scarborough’s heritage.
Safety and support – confidence to move around, day and night	Streets and routes that feel safe through better lighting, clear sightlines, visible care and support, and active use after dark.
Better transport and road safety – everyday access	Reliable, affordable transport with later and more frequent services, upgraded stops and interchanges, and safer walking and cycling routes.
Opportunities for young people and families – spaces, activities, inclusion	Safe, affordable spaces for young people and families to meet, play and learn, with accessible, year-round activities in town and neighbourhoods.
Health, wellbeing and inclusion – prevention, green space, connection	More welcoming parks and public spaces with seating, planting, and accessible routes, alongside regular wellbeing and advice activities close to home.
Housing, jobs and skills – realistic routes to stay and thrive	More secure and better-quality homes, flexible learning linked to local jobs, and practical support for small business and enterprise.
Cohesion, identity and communication – bringing people together, telling Scarborough’s story	Regular small-scale community events and clear local information that strengthen pride, connection and shared identity across Scarborough.

4. Strategic Case for Change

4.1 Why Change is Needed

Scarborough has the assets to thrive; a unique coastal setting, heritage, and community spirit but the evidence shows that everyday basics aren’t working as they should, especially where issues cluster by street and time of day. The gaps are clear when you set Scarborough alongside England (and, where helpful, regional/coastal comparators).

4.2 Skills & Pay: a gap that holds people back

Scarborough’s economy is shaped by its coastal and visitor offer, but this brings structural challenges. Much of our employment is seasonal and concentrated in hospitality, retail, and leisure sectors that typically offer lower wages and less security. This creates a high reliance on part-time and temporary roles, leaving many households in in-work poverty despite being employed. These patterns limit disposable income, reduce resilience to shocks, and constrain opportunities for progression. The data underlines this reality: productivity per job is just £46,252 compared to £62,751 for England; only 48.8% of adults hold Level 3+ qualifications (England 56.6%), while 14.8% have no qualifications (England 12.4%). Employment stands at 69.5%, with economic inactivity at 44.8%, and although job density is relatively high at 0.81, mismatch and access barriers mean too many residents remain locked into low-pay, seasonal work. Without flexible learning routes, employer pathways, and better evening mobility, these structural issues will persist, limiting Scarborough’s economic potential.

4.3 Town Centre Vitality

The town centre is Scarborough’s economic and social heart, but it is showing signs of strain. Commercial vacancy sits at 14.0%, compared with 10.4% nationally, and town-centre footfall indexes at 90 against the England benchmark of 100, meaning fewer people are visiting and staying for long. Scarborough also has a higher concentration of food and leisure outlets,5.3 outlets per 1,000 people, compared with 2.5 nationally but this has not yet translated into a thriving evening offer. Nationally, high streets have lost around 20% of retail units and 40% of banks over the last decade, and Scarborough’s pattern is similar, with more takeaways and vape shops replacing key services. Engagement confirmed what the data shows: people see the town centre as tired and underused. 78% of LTPT comments and 20.4% of PfN votes focused on its condition, calling for clean streets, better lighting, attractive shopfronts, a more diverse retail ad leisure offer and activities that bring life back into the town all year.

4.4 Safety and Confidence

Crime and antisocial behaviour remain major concerns. Recorded crime in Scarborough stands at 122.5 offences per 1,000 people, compared with 76.7 nationally, while antisocial behaviour (ASB) is 31.4 per 1,000, more than double the England rate of 14.8. Social trust is also lower, with a score of –8%, compared with –3% nationally. Community feedback reflects this: 84% of comments on safety and security were negative, describing areas that feel intimidating, especially after dark. Station Gateway, Albemarle Crescent, Alma Square and Westborough were frequently mentioned as hotspots. Residents said that poor lighting, nuisance driving, and visible drug and alcohol use make them feel unsafe and deter them from coming into town generally and especially in the evening. They asked for better lighting, clear sightlines, community patrols and a friendly presence that makes the town feel cared for and safe again.

4.5 Transport, Health and Housing

Scarborough’s connectivity shapes daily life, but current services do not always match how people travel. Residents highlighted gaps in early and late bus services, particularly between the town centre, Eastfield, the Business Park and Seamer. Bus stops often lack shelter, lighting and real-time information, making travel difficult for shift workers, young people and older residents. Although 64.8% of residents travel to work by car (England 70.6%), there is strong potential to increase walking and cycling if routes feel safe and accessible. Housing quality also affects wellbeing: 26.5% of homes are classed as not meeting the governments decent-home standards, compared with 15.1% nationally, and housing affordability is tight, with a price-to-earnings ratio of 8.0 (England 7.7). Fuel poverty is a growing issue, particularly in older housing stock. Around 30.2% of under-16s live in low-income families, compared with 21.3% nationally, highlighting deep-rooted inequality. Health services are under strain, with 482.6 GP appointments per 1,000 patients, above the England average of 472.4, yet satisfaction with access remains lower at 64% (England 67%). These issues combine to create real pressures in daily life. Residents said they want affordable, reliable transport, warmer and better homes, and access to support and activities that help them stay healthy and connected.

5. Spatial Targeting

5.1 Why spatial targeting matters

The challenges facing Scarborough are not spread evenly across the town, they are concentrated in a few key areas and travel corridors. The Plan for Neighbourhoods focuses investment where it can make the biggest difference and create a visible ripple effect of improvement. Our approach brings together:

· The Town Centre and Old Town, where vacancy, safety concerns and a weak evening economy are most visible.

· Linked neighbourhoods and corridors, where deprivation, poor health and transport barriers are concentrated.

· Employment and growth hubs, such as Eastfield and the Business Park, where better connections can help people access jobs and training.

Targeting investment in this way aligns Scarborough’s physical geography with its economic and social priorities, supports cleaner and safer routes between neighbourhoods, and reflects what residents said they want most - a town that feels cared for, connected and full of opportunity.

5.2 Our five priority areas

Town Centre and Old Town (Castle Ward)

This is Scarborough’s civic and commercial heart, the streets where heritage, business and daily life meet. The area contains some of the town’s finest buildings but also its most visible challenges: vacant and underused premises, poor lighting, and limited activity after dark. Recorded crime is 166.2 per 1,000 people, with 84% of engagement comments on safety negative. Vacancy sits at 14%, and 62% of households are classed as deprived. Community feedback through Let’s Talk Scarborough and PfN engagement confirmed this as the number one priority, with 78% of LTPT comments and 20.4% of PfN votes focused on the town centre. Investment here will focus on visible care, safety, shopfront and heritage improvements, and new activity that brings life back into the centre all year round.

South Bay

The South Bay is home to Scarborough’s iconic seafront, which has a mix of historic resort architecture, the working harbour and the Grade II* listed Spa. It remains a major driver of the visitor economy, but its public spaces are under pressure from heavy seasonal use and coastal exposure. Footfall peaks sharply in summer and drops in winter, while maintenance and flood resilience need improvement to protect jobs and visitor spend. PfN investment will support environmental quality, resilience and access, ensuring the foreshore remains welcoming and well cared for year-round.

North Bay

Home to Peasholm Park, the Open-Air Theatre and the North Bay leisure area, this part of Scarborough offers high-quality recreation and green space but suffers from weak connections and limited evening activity out of season. Connectivity gaps make it harder for visitors and residents to move between the bays and the town centre, and underused green assets reduce dwell time after events. Investment here will focus on improving walking and cycling links, better  signage, and small-scale animation that extends use into the evening.

Eastfield and Scarborough Business Park

Eastfield is a fast-growing residential area with over 1,000 new homes at Middle Deepdale, sitting alongside the town’s largest employment cluster at Scarborough Business Park. Despite this, transport links between the two are weak, and deprivation remains high. The Seamer Station interchange underperforms, limiting access to jobs and training. PfN investment will focus on improving these connections through better bus services, active-travel routes and safe, direct links to the Business Park, helping residents access opportunity and employers attract local talent.

North Scarborough

North Scarborough acts as a gateway to the Moors and includes the hospital, the new A&E facility and key education sites. The area has an ageing population, high car dependency and limited active-travel infrastructure. Health inequalities and digital access gaps also affect inclusion. Investment will prioritise safe walking and cycling connections, better links to health and education sites, and small-scale public realm and connectivity improvements that make it easier for all residents to move safely and independently.

6. Alignment with Other Programmes

6.1 Local Strategic Alignment

The Plan for Neighbourhoods builds directly on Scarborough’s previous regeneration work. It extends the vision and investment frameworks set out through the Town Investment Plan (TIP) and the Town Deal, moving from large one-off capital projects to a longer programme of local activation, inclusion and care. PfN investment will sustain and complement schemes such as the Station Gateway Quarter, mixed use and leisure development , and town-centre public-realm upgrades, ensuring they remain well used and well maintained.

PfN also supports the aims of the Scarborough Local Plan, particularly around town-centre renewal, housing quality and sustainable transport. Interventions such as active-travel corridors, green spaces and community hubs align with the North Yorkshire Health and Wellbeing Strategy, encouraging everyday physical activity and social connection. The programme also contributes to the North Yorkshire Economic Growth Strategy, promoting enterprise and inclusive growth in places like Eastfield and the Business Park.

6.2 Regional Programme Integration

PfN contributes directly to the priorities of the York and North Yorkshire Combined Authority (YNYCA), particularly on connectivity, low-carbon transport and economic resilience. Projects to improve bus and cycle links, upgrade Seamer Station, and develop safe walking routes will support delivery of the emerging Local Transport Plan 4 (LTP4). This alignment ensures Scarborough’s improvements form part of a wider regional network that connects people to jobs, learning and leisure across the coast to vale corridor.

6.3 National Programme Alignment

At national level, PfN continues and strengthens the legacy of the Towns Fund, ensuring that long-term regeneration remains community-led and locally accountable. It also builds on learning from the UK Shared Prosperity Fund (UKSPF), scaling successful pilots in enterprise support, skills and engagement into a ten-year framework. PfN directly supports national missions on pride in place, health and wellbeing, and opportunity, responding to recommendations from the High Streets Task Force on vacancy reduction, evening economy and placemaking.

Together, these alignments make PfN the connecting thread between past investment and future opportunity, linking capital projects, social programmes and long-term stewardship so that regeneration in Scarborough is coherent, inclusive and built to last.

7. Match Funding & Leveraged Investment

7.1 Public Sector Investment

The £19.5 million Plan for Neighbourhoods allocation is designed to act as a catalyst, not the sole source of regeneration funding. It will complement and extend existing public investment already shaping Scarborough’s future.

The Town Deal (£20 million)delivered a number of capital projects such as  Station Gateway public realm improvements, Scarborough Cricket Club upgrades, and cultural assets. PfN funding will complement  and build on these previous investments.. The programme also builds on successful pilots delivered through the UK Shared Prosperity Fund (UKSPF), embedding enterprise support, community engagement and skills development into a longer-term framework.

PfN aligns closely with the priorities of the York and North Yorkshire Combined Authority (YNYCA) on low-carbon transport and inclusive growth, providing opportunities for co-funding active-travel routes, retrofit programmes, and corridor improvements. Ongoing North Yorkshire Council investment in housing, transport and health infrastructure will be coordinated with PfN delivery to avoid duplication and maximise value for money.

7.2 Private Sector Investment

Private investment is central to Scarborough’s regeneration. PfN will work with businesses, landlords and developers to unlock underused space and stimulate growth. By de-risking key sites through feasibility, light retrofit and design guidance, PfN will make vacant upper floors and long-term voids ready for reuse.

Local businesses will be encouraged to co-invest in shopfront and façade improvements, public-realm activation and meanwhile-use projects. Enterprise and pop-up trading initiatives will give small firms and start-ups a low-cost way to test ideas, strengthening the town’s independent business base. Evening-economy pilots, including cultural programming and improved lighting, will help boost footfall and viability for hospitality and leisure operators.

7.3 Social Sector and Community Support

The voluntary, community and social enterprise (VCSE) sector will play a key role in delivery. PfN will provide capacity support and opportunities to help local organisations take on civic-pride projects such as greening, play spaces and neighbourhood clean-ups.

Investment in coordination roles and local delivery networks will help sustain this activity over time, ensuring that regeneration is community-led and locally owned rather than short-term or one-off.

7.4 Future Investment Strategy

PfN will lay the groundwork for continued public and private investment in Scarborough. The Town Investment Plan (TIP) provides the long-term spatial framework and project pipeline, while PfN delivers the early-stage activation and stewardship that keeps momentum going.

Future priorities include:

· Town Centre Reuse: Bringing upper floors and long-term vacant properties back into productive use.

· Active-Travel Corridors: Safe, well-lit walking and cycling routes linking the town centre, bays and neighbourhoods.

· Future Ready Housing: Improving housing to ensure high quality, sustainable and affordable homes for all.

· Marketing and Promotion: Positioning Scarborough as a business-friendly, culture-rich coastal town that attracts inward investment and visitors.

Together, these efforts will turn short-term projects into a lasting programme of improvement—connecting investment, people and place for the long term.

8. Governance

8.1 Roles and Responsibilities

Role of the Neighbourhood Board

The Scarborough Neighbourhood Board (SNB) provides strategic leadership for the  Plan for Neighbourhoods programme.

The Board is not a legally constituted body and holds no funds or assets; North Yorkshire Council (NYC) remains the accountable body.

Responsibilities include:

· Setting strategic priorities and overseeing delivery of the Investment Plan.

· Ensuring interventions align with PfN objectives and community needs.

· Championing inclusivity and diversity, meeting Public Sector Equality Duty requirements.

· Upholding the Nolan Principles of public life: selflessness, integrity, objectivity, accountability, openness, honesty, and leadership.

Role of North Yorkshire Council

Acts as the accountable body, responsible for:

· Holding and managing all PfN funds.

· Providing secretariat and administrative support.

· Ensuring compliance with legal, financial, and regulatory requirements.

· Delivering approved interventions and sourcing technical expertise.

· Managing communications and reporting to MHCLG.

Chairperson and Deputy Chair

· The Chair is appointed by NYC in consultation with the local MP; the Deputy Chair is appointed by the Board.

· The Chair leads meetings, represents the Board externally, and may make urgent decisions following consultation with members.

· Deputies assume responsibilities when the Chair is unavailable.

8.2 Board Composition

· Membership reflects MHCLG guidance:

· Independent Chair.

· Local MP and two NYC councillors.

· Senior representative from North Yorkshire Police.

· Representatives from community organisations, local businesses, cultural and heritage sectors, and anchor institutions.

· Boards must ensure greater representation from non-elected members and comply with equality duties under the Equality Act 2010.

8.3 Meetings and Decision-Making

· Quarterly formal meetings, with additional sessions as required.

· Quorum: minimum five members.

· Decisions by majority vote; urgent decisions may be taken by the Chair following consultation.

· Transparency:

o Agendas and non-exempt papers published on NYC’s website.

o Minutes shared within 10 working days and published after approval.

8.4 Standards and Conduct

All Board members sign the Code of Conduct, committing to:

· Respect, impartiality, and confidentiality.

· Declaration of interests and compliance with the Register of Interests.

· Registration of gifts/hospitality over £10.

· Adherence to conflict-of-interest rules (participation allowed in discussion but not voting).

· Complaints regarding conduct are managed by NYC’s Chief Executive under the published procedure.

8.5 Community Engagement

· Engagement must be iterative and continuous, mapping existing networks and using trusted local voices.

· Feedback loops will demonstrate how community input shapes decisions, fostering transparency and trust.

9.6 Compliance and Review

· Governance arrangements will be reviewed in line with any updated MHCLG guidance.

· All activity remains subject to feasibility, design development, and approval by the Neighbourhood Board and NYC.

9. Assurance

Governance and Accountability

· The Scarborough Neighbourhood Board (SNB) is the voice of the community and oversees the programme’s strategic direction, with North Yorkshire Council (NYC) acting in its capacity as the accountable body   to ensure proper financial and management arrangements of the LTPT programme.

Financial Management

· All activities and expenditures will comply with NYCs Financial Regulations which identify the responsibilities and accountability of individuals across all levels of authority. The Council’s statutory Section 151 Officer will ensure proper financial management processes are in place.

LEGAL COMPLIANCE

· North Yorkshire Council, as a public sector body, follows robust procurement processes in compliance with public procurement rules.

· State Aid / Subsidy Control requirements will be managed by the Council’s Monitoring Officer and where appropriate formal advice will be obtained.

Implementation

· North Yorkshire Council will oversee project implementation and delivery, ensuring adherence to schedule, budgets, and quality standards with regular monitoring and reporting to the SNB and Government.

· Regular monitoring and reporting mechanisms will be maintained through the Council’s programme delivery team, including monthly progress reports to the SNB and assurance statements and monitoring reports submitted to Government as required.

Evaluation PROCESSES

· Completed projects will be evaluated to assess outcomes and benefits, project performance and lessons learnt informing future project planning and management.

10. AppendiCES

Appendix A – Community Engagement Docs

· Let’s Talk Scarborough

· CaVCA

· North Yorkshire Sport

· Let’s Talk Skills

· Plan for Neighbourhoods: Engagement Summary and Analysis

Appendix B – Spatial Targeting Map

Must show:

Map or diagram identifying PfN focus areas:

1. Town Centre & Old Town

2. South Bay

3. North Bay

4. Eastfield & Business Park

5. North Scarborough

Appendix C – KPI list aligned to PfN objectives (Thriving Places, Stronger Communities, Taking Back Control).

PfN Objective	What the Evidence Shows	How PfN Responds	Tools and Powers Used	Early Outcomes (Years 1–4)
Thriving Places	High vacancy (14%), low evening footfall (index 90), and strong community concern about town-centre appearance and safety.	Programmes to clean and repair streets, improve lighting, support shopfront and upper-floor reuse, and create a year-round programme of activity and events.	Section 215 notices, shopfront guidance and design codes, heritage and reuse support, pavement licences for outdoor trading.	Cleaner, brighter priority streets, more reused upper floors, fewer long-term voids, and improved public perceptions after dark.
Stronger Communities	High ASB (31.4 per 1,000), low social trust (–8%), and clear need for family, youth and wellbeing spaces close to home.	Youth hubs, inclusive play areas, guardianship and community safety measures, and wellbeing pop-ups in trusted local venues.	Local environment powers, licensing and lighting standards, litter and refuse code enforcement.	Reduced ASB at key hotspots, improved feelings of safety, regular youth and family activity throughout the year.
Taking Back Control	Gaps in late buses, uneven access to training and enterprise, skills and pay below national levels.	Corridor and stop upgrades, evening bus trials, walking and cycling spines linking homes, work and leisure, and micro-enterprise and modular skills support.	Traffic orders, permitted development and meanwhile-use powers, street-trading and market licences, BID collaboration.	Better connectivity on main corridors, more small-trader activity, and higher participation in local skills and enterprise programmes.