The North Yorkshire Council
Executive
26 May 2026
Scarborough Pride in Place Funding Programme
Report of the Corporate Director for Community Development
1.0 PURPOSE OF REPORT
1.1 The purpose of this report is to seek Executive approval for North Yorkshire Council (NYC), as the accountable body, to formally award the allocated funding for the approved programme of projects selected by the Scarborough Neighbourhood Board under the Pride in Place programme for Scarborough.
1.2 The report also sets out the proposed approach for entering into legal grant funding agreements with any applicable external organisations responsible for delivering these projects and outlines the circumstances in which NYC may need to cashflow to enable project delivery within the first year of the programme.
2.0 SUMMARY
2.1 The Scarborough Neighbourhood Board (SNB) finalised their 10-year Regeneration Plan and four-year Investment Plan for the Pride in Place programme last year, which was submitted to Government on 28 November 2025.
2.2 Since submission of the Regeneration Plan and Investment Plan, the SNB, supported by the Council, has progressed work to identify projects for delivery within the first investment period. Further community engagement was undertaken in January and February 2026 on a shortlist of projects and the SNB considered the outcomes of this engagement and the supporting appraisal work carried out by the Council before making its final funding decisions at its Board meeting on 27 March 2026. These decisions form the basis of the proposals that are now being presented to Executive for approval.
2.3 North Yorkshire Council is the accountable body for the fund and is responsible for financial and legal management and monitoring of the delivery of chosen projects within the Pride in Place programme.
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, now renamed Pride in Place, 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. Scarborough will receive circa £4.6 million revenue and £14.9 million capital funding over the next ten years to support delivery of a ten-year Regeneration Plan aligned to the following programme objectives:
· Thriving places
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
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
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.
3.3 The Pride in Place programme 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. The themes are:
· High streets, Heritage and Regeneration
· Housing
· Transport
· Cohesion
· Health and Wellbeing
· Education and Opportunity
· Safety and Security
· Work, productivity and skills
3.4 Governance and delivery arrangements are set out in guidance issued by the Ministry of Housing, Communities and Local Government (MHCLG). The Scarborough Neighbourhood Board (SNB) is responsible for developing the Regeneration Plan, identifying priorities and selecting interventions, with North Yorkshire Council acting as the accountable body and retaining responsibility for financial management, assurance and reporting.
3.5 Scarborough already had an established Town Board through the Town Deal programme. This was reviewed to meet the requirements of the Pride in Place programme, including an open recruitment process to strengthen membership. The Board was renamed the Scarborough Neighbourhood Board in July 2025, and a new Chair was appointed in September 2025.
3.6 The SNB led the development of a ten-year Regeneration Plan and an initial four-year Investment Plan. On 4 November 2025, Executive approval was received to submit both plans to MHCLG by 28 November 2025 and to accept the initial tranche of Pride in Place delivery funding of circa £6,656,363, comprising £5,305,818 capital and £1,350,545 revenue. The interventions selected by the SNB are aligned to the programme themes of Cohesion, Health and Wellbeing, Safety and Security, and High Streets and Regeneration, with the ten-year Regeneration Plan setting the strategic direction and the four-year Investment Plan covering the first investment period (2026/27 to 2029/30). Both plans were developed following significant engagement activity and reflect local priorities identified by communities and partners.
4.0 PRIDE IN PLACE FUNDING DECISIONS
4.1 Since submission of the Regeneration Plan and Investment Plan in November, the SNB, supported by the Council, has progressed work to identify projects for delivery within the first investment period. A long list of potential projects was developed drawing on a range of sources, including ideas generated through public engagement activity, proposals put forward through the Board’s thematic working arrangements, and projects identified within existing strategic masterplans and delivery pipelines.
4.2 The Council undertook an initial sense‑check of the long list, focusing on deliverability, viability and alignment with the requirements of the Pride in Place programme. Projects that met these initial criteria were then prioritised by the Board, resulting in a shortlist of eleven projects to be taken forward for further development and consultation.
4.3 Further community engagement on the shortlisted projects was undertaken in January and February 2026, as outlined in Section 5 of this report. Alongside this, each of the eleven shortlisted projects were required to submit a second‑stage application in the form of a project brief or business case. These submissions were assessed against the agreed thematic objectives, while the Council carried out a technical assessment against key criteria including strategic alignment, deliverability, affordability and risk.
4.4 The outcomes of both the thematic and technical assessment processes were presented to the Board in separate recommendation reports. A scoring matrix was then used to bring together the results of these assessments alongside the net favourability scores from the public engagement exercise, providing an objective overview of the merits of each project.
4.5 The Board considered this evidence collectively alongside its own judgement on the potential impact each proposal could have in delivering meaningful change for Scarborough. These considerations informed the Board’s final decisions on funding allocations, which were agreed at its meeting on 27 March 2026.
4.6 The projects chosen for support by the SNB within the first four-year period of the Pride in Place programme are:
4.6.1 Sprucing up
Scarborough
A coordinated programme of
small‑scale, highly
visible public realm, shopfront and green space improvements to
enhance the appearance, safety and experience of Scarborough town
centre.
4.6.2 Scarborough
Fair
Continuation and development of a
year‑round programme of
cultural festivals and events that animate the town centre and
neighbourhoods, increase participation, and support the visitor
economy.
4.6.3 Men’s Wellbeing
Hub
Creation of a dedicated
town‑centre wellbeing
hub providing peer support, activities and
early‑intervention
services for male carers and dads, helping to reduce isolation and
improve mental health.
4.6.4 Square One
Contribution towards the
redevelopment of the former Brunswick Shopping Centre into a
leisure‑led,
mixed‑use destination
to revitalise the town centre and strengthen the evening
economy.
4.6.5 Stephen Joseph
Theatre
Capital contribution to improve
environmental sustainability and accessibility at the Stephen
Joseph Theatre, safeguarding a key cultural asset and supporting
its transition towards net‑zero operation.
4.6.6 Community Grant
Fund
Establishment of a small grants
programme enabling community groups and voluntary organisations to
deliver locally‑led
projects aligned with Pride in Place priorities.
4.6.7 Turning Tides youth
support programme
Delivery of targeted,
one‑to‑one wellbeing and resilience support for young
people, providing early intervention and helping improve mental
health, confidence and life outcomes.
4.7 The ten‑year Regeneration Plan was approved by MHCLG on 22 March 2026 with no conditions set. Following approval, a Memorandum of Understanding was received from MHCLG and signed by the Council to accept the funding in line with the Executive approval received on 4 November 2025. This was returned to MHCLG ahead of the 16 April deadline and the first year’s funding was released to the Council at the end of April 2026.
4.8 However, the profile of funding released by MHCLG means that there is insufficient allocation in Years 1 and 2 of the programme to enable all of the approved projects to progress into delivery from year one when compared to forecast project expenditure. As a result, the Council is being requested to cashflow the initial shortfall, with full recovery of that expenditure taking place in Years 3 and 4 of the programme when higher funding allocations are received. Details of the funding profile associated cashflow implications and the proposed approach to management of this shortfall are set out in the finance implications section of this report.
5.0 CONSULTATION UNDERTAKEN
5.1 North Yorkshire Council, as the accountable body, has led a phased and comprehensive programme of engagement with the Scarborough Neighbourhood Board and local communities throughout development of the ten-year Regeneration Plan, the four-year Investment Plan, and the project selection process. This has built on Let’s Talk Scarborough in 2024, which generated 1,580 responses and was supported by 28 engagement events, and the Plan for Neighbourhoods engagement programme in 2025, which engaged more than 1,000 people through 20+ engagement activities.
5.2 The engagement process was intentionally structured in stages to move from broad community visioning into deliverable projects. Let’s Talk Scarborough in 2024 established the initial community vision and priorities through a phased approach of visioning, and prioritisation. This was then built on through the wider Plan for Neighbourhoods / Pride in Place engagement programme in 2025, which revisited those priorities, addressed representation gaps, and refined them into an agreed set of themes and investment priorities.
5.3 The latest phase of engagement on the 11 shortlisted projects took place between 8 January and 13 February 2026. This phase was designed to test public support for the proposed projects within the first four-year Investment Plan and to gather feedback on what residents felt was most important as the programme moved from planning into delivery. During this period there were 1,294 recorded instances of participation.
5.4 Engagement during this phase was carried out using a mix of digital and in-person methods to maximise reach and accessibility. The questions and response options were aligned across the online, paper-based and in-person methods to allow views to be compared and considered consistently. The process also placed particular emphasis on inclusive participation, with targeted activity to hear from groups identified as less well represented in earlier phases of engagement, including young people, older residents, disabled residents and migrant communities. This activity was supported through partnership working with local organisations and delivery partners to ensure engagement reached people in accessible and trusted settings.
5.5 Feedback from this phase was analysed at both project level and programme level. This provided the Scarborough Neighbourhood Board with evidence on the level of public support for each shortlisted project, alongside qualitative feedback on issues such as clarity, fairness, delivery confidence and value for money. The Board considered this engagement evidence, alongside appraisal and feasibility work, when making its final funding decisions at its meeting on 27 March 2026. The full engagement results report is attached at Appendix 1.
5.6 To ensure this dialogue continues beyond the initial planning and project selection phase, the Scarborough Neighbourhood Board has established an Engagement Task and Finish Group to develop a longer-term community engagement mechanism for the delivery phase of the programme. This is intended to support ongoing, inclusive and transparent communication with residents and stakeholders, helping to ensure that delivery remains community-led and that feedback continues to inform implementation over the life of the programme. This will include regular opportunities for feedback, clear routes for residents to raise issues or suggestions, and transparent reporting on progress as projects move into delivery.
6.0 CONTRIBUTION TO COUNCIL PRIORITIES
6.1 The Pride in Place 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 Pride in Place programme is a central Government funded programme. The Council must follow the stipulated guidance provided by HM Government for the delivery of the programme within Scarborough. Therefore, no other options were considered for delivering this programme of funding.
7.2 Consideration was given to delaying the start of approved projects until sufficient funding is received from MHCLG in later years of the programme. However, this option was discounted as a number of the selected projects require funding from year one in order to remain viable. In some cases, early funding is essential to support the continuation of existing programme activity and to safeguard jobs, while in others it is required to secure match funding from external sources or to enable capital projects to commence in line with agreed delivery timescales. Delaying the start of these projects would therefore create a significant risk to their deliverability and could result in projects being scaled back or not delivered at all, undermining the objectives of the Pride in Place programme.
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 Pride in Place programme. The table below highlights the service areas that are likely to be involved in the delivery of the programme.
|
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 finance resource has been 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.
An allocation towards staff time is included within the programme management budget to cover this resource.
Two of the selected projects chosen by the SNB involve the establishment of a Grant Scheme: Sprucing up Scarborough, and Scarborough Community Grant Fund. Both of these projects will require input from Finance Services to ensure financial compliance with any grant criteria and governance mechanisms put in place. A budget has been assigned within each project to cover a finance resource from existing staffing.
|
|
Legal |
Advice on governance arrangements and subsidy control.
Advice and completion of any contracts required for Council delivered projects.
Completion of any Grant Agreements for externally delivered projects.
|
A resource has been provided by Legal for the Pride in Place programme. And an allocation for legal fees in relation to the Subsidy Control assessments and Grant Agreements has been included within the programme management budget.
Two of the selected projects chosen by the SNB involve the establishment of a Grant Scheme: Sprucing up Scarborough, and Scarborough Community Grant Fund. Both of these projects will require input from Legal Services to establish and ensure they comply with any legal requirements such as subsidy control. Both projects have allocated an allowance for legal costs within their budgets, but a resource still needs to be assigned and may impact on capacity.
|
|
Communications |
Programme press releases and comms related to any NYC decisions.
Support for any internal Council delivered projects that require press releases / media communications.
Press and media support for any public engagement events.
|
Press releases in relation to any NYC decisions is considered Business as Usual.
Any specific support that is required in relation to Council delivered projects and/or Council led engagement activity will be requested when required through the Comms Marketing proforma.
The SNB has external comms support who will lead on promotional activity of the Board and Pride in Place programme.
|
|
Procurement |
Procurement support for any Council delivered projects that require external suppliers.
Support for ensuring the external grants provided to third party organisations follow the Council’s Procurement and Contract Procedure Rules.
|
Officers will submit procurement requirements to the Forward Plan as far in advance as possible. |
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 projects through the Pride in Place programme in partnership with the Scarborough Neighbourhood Board (SNB).
9.2 The total amount of funding provided through the Pride in Place over the next ten years is £19.5 million. 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:
9.3 The Scarborough Neighbourhood Board submitted its ten-year Regeneration Plan and initial four-year Investment Plan in November 2025 following Executive approval. MHCLG approved both plans on 22 March 2026 and issued a Memorandum of Understanding to cover the first Investment Plan period from 2026/27 through to 2029/30. The Memorandum of Understanding (MoU) was signed and returned to MHCLG ahead of the 16 April 2026 deadline, and the first year of funding for 2026/27 was paid to the Council at the end of April 2026.
9.4 The funding for years 2027/28, 2028/29 and 2029/30 will then be paid in April of each year subject to satisfactory completion of annual monitoring checks and completed assurance statements. 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 by the phased release and control of project budgets where schemes are deemed to be higher risk.
9.5 Within the initial four-year investment period, towns 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.
9.6 Based on the available budget of £6.56m within the first four years of the programme, the SNB has selected the projects set out in table one for funding. Four projects will be delivered by third‑party organisations and will require the Council to enter into legal grant agreements. The remaining projects will be delivered directly by the Council and will require budgets to be established through the Council’s financial management arrangements.
|
PROJECT |
SPONSOR |
CAPITAL £ |
REVENUE £ |
GRANT AGREEMENT REQUIRED |
|
Sprucing up Scarborough |
NYC |
760,000 |
180,000 |
No |
|
Square One |
Scarborough Group |
3,500,000 |
0 |
Yes |
|
SJT Capital Improvements |
Stephen Joseph Theatre |
400,000 |
0 |
Yes |
|
Community Grant Fund |
NYC |
400,000 |
375,000 |
No |
|
Scarborough Fair |
NYC |
0 |
483,445 |
No |
|
Turning Tides youth support programme |
Bridge Outcomes Partnership |
0 |
126,100 |
Yes |
|
Men’s Wellbeing Hub |
Dad’s Behaving Madly |
0 |
186,000 |
Yes |
|
Unallocated |
N/A |
245,818 |
0 |
N/A |
|
|
TOTAL |
5,305,818 |
1,350,545 |
|
Table One: Chosen projects
9.7 There is currently £245,818 capital funding unallocated. The SNB can choose to allocate this at a future date within the current investment period. This could be as a contingency against existing projects or to new projects that meet the aims of the programme. There is a possibility it can be carried forward into the next investment period, however it is encouraged to spend all funding within the current period.
9.8 The funding award allocated to Square One is conditional on further due diligence including the submission of an updated Business Case with financial appraisal, and confirmation of match funding and delivery arrangements. No funds will be released for this project until these conditions are satisfied.
9.9 MHCLG funding is profiled annually over the four years of the Investment Plan annually and does not align with the forecasted expenditure required to progress the chosen projects in the early years of delivery as shown in table two.
|
2026-2027 |
2027-2028 |
2028-2029 |
2029-2030 |
|
|
Annual revenue funding payment received/receivable |
231,636 |
255,636 |
431,636 |
431,636 |
|
Annual project revenue requirements |
402,000 |
499,000 |
349,544 |
100,000 |
|
DIFFERENCE |
-170,364 |
-243,634 |
82,092 |
331,636 |
|
Annual capital funding payment received /receivable |
360,000 |
1,735,636 |
1,605,091 |
1,605,091 |
|
Annual capital project requirements |
1,910,000 |
2,950,000 |
100,000 |
100,000 |
|
DIFFERENCE |
-1,550,000 |
-1,214,364 |
1,505,091 |
1,505,091 |
|
TOTAL DIFFERENCE |
-1,720,364 |
-1,457,998 |
1,587,183 |
1,836,727 |
Table Two: Annual financial profile
9.10 When compared to the forecasted annual project expenditure, Years 1 and 2 of the MHCLG allocation is insufficient to enable the approved projects to progress to delivery, creating a combined funding shortfall of £1,720,364 in 2026/27 and £1,457,998 in 2027/28. If the Council approves cashflowing the projects to the SNB, it will not recover its expenditure until Years 3 and 4 of the programme. In Year 3 (2028/29), funding allocations will generate a surplus payable to the Council of £1,587,183 (£82,092 revenue and £1,505,091 capital), and in Year 4 (2029/30), generate a surplus of £1,836,727 (£331,636 revenue and £1,505,091 capital). This funding shortfall of £3.2m in the initial two years will need to be cash-flowed by the Council in order for the approved schemes to progress.
9.11 The Council has entered into a signed Memorandum of Understanding with MHCLG covering the first four years of the Pride in Place programme, which confirms the Government’s intention to provide annual grant funding in line with the approved programme, subject to compliance with grant conditions and satisfactory delivery. While the MoU itself is not legally binding and funding is released through annual Grant Determination Letters, the programme represents a long‑term national commitment and the risk associated with short‑term front funding of approved expenditure is considered manageable within the Council’s existing financial governance arrangements.
9.12 However, there remains a risk associated with the cash‑flowed nature of the funding. Changes in Government policy, amendments to the scheme, or failure to fully meet grant requirements could result in funding not being available in future years, exposing the Council to unrecovered expenditure already incurred. This risk is recognised and is mitigated through regular monitoring of compliance with grant conditions, phased commitment of expenditure where possible, and ongoing oversight by the Council’s Growth and Capital Boards.
9.13 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.
9.14 A further two investment Plans will be required to trigger release of funding from 2030/31 onwards. 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.
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 All projects will be delivered in line with Procurement and Contract Procedure Rules, the Procurement Act 2023 and where relevant the Subsidy Control Act 2022.
10.3 The Council has entered into a Memorandum of Understanding with MHCLG covering the first four years of the Pride in Place programme. The MoU sets out the agreed framework for delivery of the programme, including governance arrangements, roles and responsibilities, and the basis upon which grant funding will be provided, subject to compliance with the programme requirements. While the MoU does not constitute a legally binding agreement and funding is formally released through annual Grant Determination Letters, it provides a clear basis for the Council to administer and oversee the programme and to put in place the necessary legal, contractual and governance arrangements to support delivery.
10.4 In relation to Square One, Members should note that there are no land ownership constraints to the Council supporting the scheme in principle. The Pride in Place funding award is on condition that further due diligence including updated Business Case with renewed financial appraisal, confirmation of funding and delivery arrangements is accepted. All projects are required to satisfy subsidy control conditions. No Pride in Place funding will be released until these matters have been satisfactorily addressed through the Council’s established governance and decision‑making processes.
11.0 EQUALITIES IMPLICATIONS
11.1 The Pride in Place programme 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.
11.2 As part of the second‑stage application process, all shortlisted projects were required to set out within their project brief or business case how they had considered the Public Sector Equality Duty. This included identifying any potential positive or negative impacts on people with protected characteristics and outlining how equality considerations had informed project design and delivery. These considerations formed part of the Council’s technical appraisal of each project.
11.3 Overall, all approved projects were assessed as making a positive contribution to equality outcomes. This includes, in particular accessibility improvements at the Stephen Joseph Theatre; the Community Grant Fund, which has the potential to support a wide range of activity benefiting disadvantaged or disabled residents; and targeted interventions such as the Men’s Wellbeing Hub and the Turning Tides youth support programme, which focus on male carers of disabled children and young people respectively.
11.4 An equalities impact screening has been carried out at programme level and concluded that there are no adverse equality impacts arising from the recommended decision. The Equalities Impact Screening Form is attached at Appendix 2. Individual projects taken forward for delivery, including those delivered by external organisations, will continue to be subject to appropriate equality impact assessment as they progress into delivery.
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 All shortlisted projects were required, as part of their second‑stage application, to set out how environmental sustainability and climate change considerations had been factored into project design and delivery. These considerations were reviewed as part of the Council’s technical appraisal process.
12.3 A number of the approved projects are expected to deliver positive environmental outcomes. This includes the Stephen Joseph Theatre improvements, which will introduce carbon‑positive infrastructure to support the transition towards a net‑zero building, and the Sprucing up Scarborough programme, which will consider opportunities to enhance green spaces and the quality of the public realm.
12.4 Individual projects progressing into delivery, including those delivered by external organisations, will be required to complete appropriate environmental impact screening assessments in line with Council processes. The programme Climate Change Impact Assessment Form is attached at Appendix 3.
13.0 RISK MANAGEMENT IMPLICATIONS
13.1 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.
13.2 Individual projects that are chosen to move forward with the Pride in Place funding will be required to maintain a live project risk register. Each project will be monitored through regular progress and monitoring meetings with an assigned officer from Regeneration Services, to ensure compliance with programme requirements and that delivery is progressing as expected. Any significant risks or issues identified through this process will be escalated as appropriate, with key risks and exceptions reported to the Council’s Growth Board and Capital Board for oversight.
14.0 CONCLUSIONS
14.1 The Pride in Place programme presents a significant opportunity for Scarborough to build on the momentum established through the Towns Fund programme and to deliver long‑term regeneration that will make a meaningful difference to local communities. The projects recommended for funding reflect locally identified priorities, based on extensive community engagement, and are aligned to the objectives and thematic focus of the programme as set out by Government.
14.2 Approval of the proposed funding awards will enable the Council, in its role as accountable body, to support the progression of the first phase of the Scarborough Pride in Place programme. The Memorandum of Understanding entered into with MHCLG though not legally binding provides some assurance of funding for the first four years of the programme, subject to compliance with programme requirements set out in the Pride in Place guidance.
14.3 The provision of upfront capital and revenue funding in Years 1 and 2 will enable projects to progress in line with the agreed Investment Plan, avoiding delays associated with annual payment profiling and supporting the early delivery of benefits for Scarborough communities, with expenditure to be reimbursed in Years 3 and 4.
14.4 Subject to Executive approval of the recommendations set out in this report, the Scarborough Neighbourhood Board and the Council will be well positioned to move into delivery, putting in place the necessary grant agreements, budgets and governance arrangements to ensure that funding is managed effectively and programme outcomes are achieved in line with the approved Regeneration Plan. Overall, this work represents a positive step change for Scarborough, and the Council and Neighbourhood Board should maximise the opportunities it presents.
15.0 REASONS FOR RECOMMENDATIONS
15.1 To enable the Council and the Scarborough Neighbourhood Board to move into delivery of the approved Regeneration Plan for Scarborough, utilising the Pride in Place funding offered by Government to support the commencement of projects from year one. The recommendations will also facilitate the draw‑down of secured match funding and further public and private sector investment, enabling the early delivery of improvements that support long‑term regeneration outcomes for Scarborough.
|
16.0 |
RECOMMENDATION(S)
|
|
|
i) Allocate funding for the agreed list of projects selected by the Scarborough Neighbourhood Board, with NYC acting as the accountable body.
ii) Authorise NYC, acting as the accountable body, to enter into all legal grant agreements where required, to enable the approved projects to proceed.
iii) Approve the provision of front funding by NYC of up to £3.2m from the Strategic Capacity Reserve to support project delivery within the first two years of the Pride in Place programme until funding is received from MHCLG which will then be used to reimburse the Strategic Capacity Reserve and note the risks associated with this as set out in the report.
|
APPENDICES:
Appendix 1 – Engagement Analysis report
Appendix 2 – Equalities Impact Screening Form
Appendix 3 – Climate Change Impact Assessment Form
BACKGROUND DOCUMENTS:
Scarborough Plan for Neighbourhoods PDF 574 KB Executive report from 4 November 2025.
Nic Harne
Corporate Director – Community Development
County Hall
Northallerton
23 April 2026
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.