APPENDIX 3
Scarborough Plan for Neighbourhoods 4-Year Investment Plan
[DRAFT]
This Investment Plan sets out the first four years of delivery for Scarborough’s Plan for Neighbourhoods (PfN). PfN is a ten-year national programme that provides long-term funding and local control, giving towns the ability to invest in what matters most to their communities.
In Scarborough, PfN builds on the priorities identified through Let’s Talk Scarborough, which captured what residents, businesses and partners want to see change. Those conversations shaped the ten-year Regeneration Plan, which sets the overall vision and goals for the town. This Investment Plan now turns that vision into a practical framework for the period 2026 to 2030.
Its purpose is simple: to focus on early actions that make a visible difference, build confidence, and prepare for longer-term change. It outlines the types of projects Scarborough may pursue under three national PfN objectives: Thriving Places, Stronger Communities and Taking Back Control and explains how they will be managed and phased over the first four years of the programme.
1.2 How priorities were shaped
This plan is rooted in local voices. Between 2024 and 2025, more than 2,500 people took part in Let’s Talk Scarborough and the subsequent Plan for Neighbourhoods engagement.
Participants consistently highlighted the same priorities:
1. A Town Centre We’re Proud Of: clean streets, vibrant high streets, heritage that shines.
2. Safety and Support: confidence to move around, day and night.
3. Better Transport and Road Safety: everyday access.
4. Opportunities for Young People and Families: spaces, activities, inclusion.
5. Health, Wellbeing and Inclusion: prevention, green space, connection.
6. Housing, Jobs and Skills Choices: realistic routes to stay and thrive.
7. Cohesion, Identity and Communication: bringing people together, telling Scarborough’s story.
These insights, alongside quantitative evidence on deprivation, safety and economic performance, provide the foundation for this Investment Plan.
The following sections outline indicative interventions for 2026 – 2030, each designed to reflect community priorities and the three PfN objectives: Thriving Places, Stronger Communities, and Taking Back Control.
This Investment Plan sets out the first phase of delivery under the Plan for Neighbourhoods (PfN).
It focuses on activities that respond directly to community priorities and align with the three national PfN objectives: Thriving Places, Stronger Communities and Taking Back Control.
All interventions are indicative and subject to feasibility, design development and approval by the Scarborough Neighbourhood Board and North Yorkshire Council.
Selection Principles
Projects for Years 1–4 will be identified and prioritised using the following principles:
· Community supported: reflects the views of more than 2,500 participants in Let’s Talk Scarborough and PfN engagement.
Strategic fit: every intervention must support PfN objectives and complement the ten-year Regeneration Plan. They also need to align with North Yorkshire Council and York & North Yorkshire Combined Authority objectives to ensure coherence with wider regional and local strategies.
· Affordability: ability to fit within the available funding envelope, or if reliant on match funding, can demonstrate secured contributions
· Deliverability: early activity should achieve visible results while preparing larger schemes for future years.
· Viability: proposals must be viable long term and be able to sustain themselves beyond PfN funding
· Value for money: a balanced blend of capital and revenue investment ensures improvements are not only delivered but sustained.
Thriving Places
We will focus on visible, place-based improvements that restore confidence in the town centre and its connections. Alongside this, we will deliver a diverse mix of uses, including leisure, culture, and evening economy offers to increase activity, enhance perceptions of safety, and create a more inclusive and thriving place for residents, visitors, and businesses.
|
Priority |
Activity |
Rationale |
Theme |
Actual Intervention (pre‑approved) |
Indicative Timing |
|
Town Centre and public realm uplift
|
Explore options for public-realm and shopfront uplift, street furniture renewal, way-finding, and accessibility improvements. |
Residents identified visible care and cleanliness as top priorities; activity will focus on making the centre more welcoming and inclusive. |
High Streets, Heritage & Regen |
Funding for improvements to town centres, neighbourhoods, and high streets |
Early Y1–Y2 |
|
Town‑centre site renewal for confidence & activity |
Deliver a vibrant mix of leisure and commercial uses within the town centre to stimulate increased footfall and social activity, particularly during the evening to encourage a diverse and inclusive night-time economy. |
Local residents are keen to have a vibrant town centre with a range of activities and uses year-round, and into the evening to activate the high street, thereby making it more welcoming and safer. |
High Streets, Heritage & Regen
Safety & Security |
Funding for improvements to town centres, neighbourhoods, and high streets. |
Y1-Y4 (phased) |
|
Cultural and Heritage Activation
|
Work with local arts, heritage and creative partners to animate key spaces through small-scale cultural programming |
Builds on Scarborough’s strong heritage identity and supports year-round activity, and economic activity. |
High Streets, Heritage & Regen |
Funding for local arts, cultural, heritage and creative initiatives |
Y1–Y4 |
|
Cultural and Heritage venue modernisation and visibility |
Develop local cultural venues to make them more accessible and visible to the community, increasing resident participation with culture and heritage. |
These inclusive spaces support social cohesion, celebrate local identity, and contribute to stronger, more connected communities. |
High Streets, Heritage & Regen |
Enhanced support for arts, cultural, heritage and creative activities, projects and facilities and historic institutions |
Y1-Y3 |
|
Sports & active leisure facilities |
Provision of active sports facilities and better access to and activation of our green spaces. |
Having access to sport, activity and green spaces for health & wellbeing |
High Streets, Heritage & Regen
Health & Wellbeing |
Funding for local sport and activity facilities, events and leagues |
Yrs 2-4 |
Stronger Communities
We will explore ways to create safer, more inclusive neighbourhoods and strengthen community capacity through locally driven action, empowering residents to shape their environment and build lasting connections. These indicative interventions reflect priorities raised through engagement, such as safety, youth provision, and wellbeing, and aim to create a sense of belonging, resilience, and pride in place.
|
Priority |
Activity |
Narrative / Rationale |
Theme |
Actual Intervention (pre-approved) |
Indicative timing |
|
Youth & Family Spaces |
Scoping and pilot development for inclusive youth and family facilities or programmes delivered through trusted venues. |
Engagement showed strong demand for safe, affordable places for young people and families. Feasibility and design work will identify suitable options. |
Cohesion
Safety & Security |
Investment in capacity building and infrastructure support for local civil society, youth and community groups |
Mid (Years 2-4) |
|
Wellbeing & Inclusion Pop-ups |
Test flexible health and wellbeing activities within community & youth venues, parks and public spaces. |
To support prevention and inclusion by bringing everyday wellbeing support into accessible settings. |
Health & Wellbeing |
Investment in capacity building and infrastructure support for local civil society, youth and community groups |
Mid to later (Years 2-3) |
|
Civic Pride & Volunteering |
Provide coordination support and training for volunteering opportunities and community involvement in local clean-ups, greening and community animation. |
Builds on local pride and volunteer capacity. |
Cohesion |
Funding for impactful volunteering and social action to develop social and human capital in local place |
Early and Ongoing (Years 1-4) |
|
Micro‑grants for local action & capacity |
Establish small community grant schemes for local community groups and organisations to enable them to make a difference in the their local area. |
A small grant scheme empowers local community groups and organisations to deliver grassroots initiatives that respond directly to local needs and priorities. |
Cohesion |
Investment in capacity building and infrastructure support for local civil society, youth and community groups |
Yrs 1-4 |
Taking Back Control
We will strengthen local decision-making and economic participation so that regeneration is shaped and sustained by the community. This includes supporting the development of community-led neighbourhood plans that reflect local priorities, and investing in skills, training, and employment support to enable residents to actively contribute to and benefit from regeneration. These actions will help build local ownership, resilience, and capacity, ensuring communities have the tools and confidence to take back control of their places and futures.
|
Priority |
Activity |
Narrative / Rationale |
Theme |
Actual Intervention (pre-approved) |
2026/27 |
|
Local Decision-Making & Participation |
Support the Scarborough Neighbourhood Board and thematic working groups to involve residents and partners in shaping investment priorities. |
Ensures ongoing community input and transparency. |
N/A |
From capacity building |
Early (Years 1-2) |
|
Place based partnership & community planning |
Establish community partnerships to drive forward plans for local areas to regeneration and improve residents quality of life. |
Establishing community partnerships to lead their own neighbourhood plans empowers residents and ensures regeneration is community-led, giving people greater control over decisions that affect their lives and creates long-term resilience and ownership.
|
Cohesion |
Measures to improve community cohesion |
Mid – Late (Yrs 2 – 4 & onwards) |
|
Skills & employability support |
Explore flexible skills training and grant schemes to boost local enterprise and employability. |
Responds to calls for better opportunities for young people to progress into local job routes and support for training opportunities. |
Work, productivity & skills
Education & Opportunity |
Skills provision tailored to local opportunities and skills gaps |
Mid (Years 2-3) |
Indicative Spend Profile
(Figures are indicative based on a % split of current list of projects against theme and will be refined through development and finalisation.)
|
|
CAPITAL SPLIT £ M |
|
REVENUE SPLIT £ M |
|
||||||
|
Theme |
Year 1 2026-27 |
Year 2 2027-28 |
Year 3 2028-29 |
Year 4 2029-30 |
TOTAL M |
Year 1 2026-27 |
Year 2 2027-28 |
Year 3 2028-29 |
Year 4 2029-30 |
TOTAL M |
|
High Streets, Heritage & Regen |
0.201 |
0.971 |
0.897 |
0.897 |
2.966 |
0.115 |
0.126 |
0.213 |
0.213 |
0.668 |
|
Health & Wellbeing |
0.101 |
0.485 |
0.449 |
0.449 |
1.483 |
0 |
0 |
0 |
0 |
0 |
|
Cohesion |
0.037 |
0.178 |
0.164 |
0.164 |
0.543 |
0.098 |
0.108 |
0.183 |
0.183 |
0.573 |
|
Work, productivity & Skills |
0.021 |
0.103 |
0.095 |
0.095 |
0.313 |
0.019 |
0.021 |
35,576 |
35,576 |
0.111 |
|
SUB TOTAL |
0.360 |
1.736 |
1.605 |
1.605 |
5.306 |
0.232 |
0.256 |
0.432 |
0.432 |
1.352 |
|
Capacity |
0 |
0 |
0 |
0 |
0 |
0.050 |
0.050 |
0.050 |
0.050 |
0.200 |
|
Programme Management |
0 |
0 |
0 |
0 |
0 |
0.050 |
0.050 |
0.050 |
0.050 |
0.200 |
|
TOTAL |
0.360 |
1.736m |
1.605m |
1.605m |
5.306 |
0.332* |
0.356 |
0.532 |
0.532 |
1.752* |
*includes brought forward capacity funding from years 2024/25 and 2025/26.
Phasing for the first four years of Scarborough’s Plan for Neighbourhoods is outlined in Section 2.
Indicative timings (Early / Mid / Later) show how initial visible improvements and pilot projects will build towards longer-term change.
The sequencing below provides an overview only and will be refined through feasibility and annual delivery planning.
Delivery and Milestones Table
|
Phase |
Indicative Timing |
Focus of Activity |
Example Activities (illustrative only) |
PfN Objective Link |
|
Phase 1 – Early Visibility and Setup |
Years 1–2 (2026–2027) |
Deliver early, high impact works, build capacity within the community and work to develop larger project proposals for later years |
Small scale public realm improvements, minor shopfront uplift, civic-pride activity, cultural programming, feasibility and design development, engagement refresh. |
Thriving Places / Taking Back Control |
|
Phase 2 – Testing and Expansion |
Years 2–3 (2027–2028) |
Develop and test community-led pilots and cultural activation. Begin delivery of larger project proposals. |
Youth and wellbeing pilots, micro-grants, community-based planning and delivery. |
Stronger Communities / Taking Back Control |
|
Phase 3 – Consolidation and Learning |
Years 3–4 (2028–2030) |
Embed successful approaches, build stewardship and evaluate impact. |
Ongoing maintenance and community-care models, evaluation and reporting, preparation for next PfN phase. |
All Objectives[1] |
4.1 Roles and
Responsibilities
Role of the Neighbourhood Board
The Scarborough Neighbourhood Board (SNB) provides strategic leadership for the £20m 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.
4.2 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.
4.3 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:
· Agendas and non-exempt papers published on NYC’s website.
· Minutes shared within 10 working days and published after approval.
4.4 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.
4.5 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.
4.6 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.
Assurance Statement
The governance and management arrangements for the PfN programme comply with the principles of Managing Public Money and Best Value Standards. NYC, as the accountable body, ensures robust financial oversight, transparency, and continuous improvement.
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.
· 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 annual assurance statements and monitoring reports submitted to Government.
Evaluation PROCESSES
· Completed projects will be evaluated to assess outcomes and benefits, project performance and lessons learnt informing future project planning and management.