Scarborough SouthMasterplan Report

April 2020

Version 3

Drafted by MW / JS

Checked by CN

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ContentsExecutive Summary1. Introduction1.1 Masterplan Overview1.2 Masterplan Process2. Strategic Context2.1 Introduction2.2 Eastfi eld2.3 Middle Deepdale2.4 Cayton & Osgodby2.5 Scarborough Business Park2.6 The Mere & Oliver’s Mount2.7 Seamer3. Masterplan Framework3.1 Vision3.2 Themes & Projects4. Implementation4.1 Governance4.2 Delivery Partners4.3 Funding4.4 Project Phasing

5. People5.1 Introduction5.2 Community Engagement5.3 Community Investment Fund5.4 CommUnity Bases6. Place6.1 Introduction6.2 Halfway Park6.3 Green Streets6.4 Eastfi eld Youth Hub 6.5 Active Links7. Prosperity7.1 Introduction7.2 Employment Hub7.3 Business Ambassador Network7.4 Demand-Responsive Public Transport8. Property8.1 Introduction8.2 High Street Environmental Works8.3 High Street Pods8.4 Properties on the High Street8.5 Eastfi eld / Middle Deepdale Interface

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Executive Summary

The Scarborough South regeneration masterplan covers a diverse area of the borough that is experiencing signifi cant growth and change. Planned expansions of residential and employment areas will create new demands and opportunities and it is Scarborough Borough Council’s, hereafter referred to as ‘SBC’ or ‘the Council’, intention that existing communities benefi t from this incoming investment, which includes additional council funds acquired through capital receipts.

At the heart of this area lies the town of Eastfi eld, which is the primary focus of the masterplan, taking advantage of its position at the centre of the Scarborough South area and the need to tackle the high levels of deprivation that Eastfi eld currently experiences. Measures implemented through the delivery of this masterplan focus on creating a stronger, more attractive and resilient Eastfi eld that benefi ts its residents, but also the wider population. By providing enhanced amenities, an improved environment and stronger social, economic and physical connections across the area, Eastfi eld is set to become the vibrant hub of a sustainable urban district.

2020 is a timely opportunity to have in place a clear action plan for delivering local regeneration, with the fi rst tranche of funding from the capital receipt due to be released by the Council. Over the next 5 years in excess of £3million will be invested in the local area by the Council, but even this can only go so far. The masterplan, therefore, provides a shared framework that the Council and its partners will use to shape ongoing plans and proposals in the area and to lever in further public and private funding.

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A series of interventions are proposed in the masterplan aimed at creating the foundations for regeneration, achieving transformational change and reinforcing actions to ensure that the area continues to operate at a higher level than exists today. The masterplan covers four themes, which provide the framework for 14 masterplan projects. The themes are:

• People – providing more opportunities for people to engage with each other and their local community.

• Place - improving the look and feel of Eastfi eld.

• Prosperity - ensuring local people benefi t economically from local employment and regeneration opportunities.

• Property – enhancing the quality and setting of commercial and residential property.

The masterplan represents the conclusion of a signifi cant amount of analysis, engagement and development, but this is only the beginning. The Council and its partners will now work together to deliver on this vision. It is likely that through the development of the masterplan projects some of the specifi cs may change – this is not a blueprint – but Scarborough South now has in place a clear framework to enable long term sustainable development and regeneration.

1. Introduction

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The Scarborough South regeneration masterplan has been produced to provide a strategic and cohesive vision for a key area of the borough that is experiencing signifi cant growth and change. Approximately 2,500 homes are being built in Middle Deepdale, a settlement extension to the north of the existing town of Eastfi eld and further residential development of scale is proposed to the south of Eastfi eld at Cayton. The area’s existing employment area is also planned for signifi cant expansion over the next two decades.

Around £3.5 million acquired through capital receipts associated with the Middle Deepdale development has been set aside by Scarborough Borough Council (SBC) for investment in Scarborough South. The Council intends to focus its investment primarily on Eastfi eld, taking advantage of its position at the centre of the Scarborough South area and the need to tackle the high levels of deprivation that Eastfi eld currently experiences. The masterplan identifi es a range of projects to ensure this signifi cant investment is spent in line with local need and identifi ed priorities.

Whilst the additional fi nancial resources made available from land sales represents a signifi cant additional investment in the local area, they will only stretch so far. The masterplan is therefore a shared framework that the Council will use to work with other local partners in order to shape ongoing plans and proposals in the area and to lever in further funding.

1.1 Masterplan Overview

Manham Hill, Eastfi eld

Jazz Court, Middle Deepdale

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1.2 Masterplan Process

BDP with BE Group was commissioned by (SBC to produce the Scarborough South masterplan. The project has been overseen by a steering group of offi cers from SBC and in cooperation with stakeholders from the Eastfi eld PACT.

Eastfi eld has been a regeneration target since the early 2000s, and as such, a large amount of community and stakeholder consultation has been undertaken over the years. Consultation and engagement has been central to the development of the masterplan and the engagement strategy has been shaped with careful consideration of ‘consultation fatigue’ in Eastfi eld and the need for any new consultation to be targeted and meaningful for those taking part. Key to this has been the close involvement of the Eastfi eld PACT in the masterplanning process. The Eastfi eld PACT was established in March 2019 to bring together a range of stakeholders with the common goal of driving forward the regeneration of Eastfi eld. The PACT includes representatives from the borough, county and town councils, the police, the local health and educations sector, local housing associations, and local and national organisations active in the area.

Since October 2019, BDP have met with the Eastfi eld PACT on a monthly basis to ensure that the proposals developed for the masterplan are in line with stakeholders’ objectives for the area. This has been vital to developing proposals that are both achievable and in line with local aspirations, ensuring that the proposals taken to community consultation were realistic and deliverable. Consultation with the Eastfi eld PACT took place in fi ve stages.

Masterplan workshop with Pindar School pupils

Masterplan community engagement

PACT objectives workshop

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1. Introductions: This was an opportunity to have an initial meeting with the PACT to outline the masterplan commission and the scope of the work.

2. Baseline / objectives: The consultant team initially engaged in one-to-one conversations with PACT members to help identify issues, challenges and opportunities. This was followed by an objectives workshop with the PACT group to discuss ideas around how the area might be improved and to develop a consensus on the key priorities.

3. Options review: Following the development of an emerging vision and project ideas, the PACT fed back on the initial options presented by BDP to determine the shaping of the masterplan projects.

4. Draft Masterplan review: This was an opportunity for the PACT to review and discuss the developed masterplan proposals and emerging masterplan framework.

5. Revised draft masterplan: Ahead of wider community engagement the revised masterplan proposals were reviewed and ‘signed off’ by PACT.

Following the fi nal presentation to the Eastfi eld PACT, a two-day community consultation road-show was held in local venues in February 2020. This included four community exhibitions (at Westway Open Arms, Proudfoots Supermarket, Eastfi eld Library and Jazz Court), three youth workshops (at Westway Open Arms and George Pindar School) and an online presence in the form of a bespoke project website. Residents were encouraged to comment on the proposals by fi lling out questionnaires, which were available in paper form at the events and online. This included ranking in order of preference the various projects and themes.

Comments and suggestions collected as part of the community consultation exercise were recorded and analysed, which along with additional observations that came to light through the review of the draft masterplan have shaped this fi nal masterplan report.

2. Strategic Context

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Scarborough South covers a wide and diverse area comprising the communities of Eastfi eld, Cayton and Osgodby, leisure and recreation assets (the Mere, Oliver’s Mount and the North Sea coast), links to the national rail network via Seamer station and a signifi cant cluster of employment uses including many large employers. With a high concentration of resources, as well as planned development in a defi ned area, Scarborough South is strategically important to the overall growth and development of the Borough. In this section we provide an overview of the area’s main features as well as future planned development.

2.1 Introduction

Scarborough South

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Eastfi eld was planned and developed as Scarborough’s fi rst purposely planned social housing settlement from the late 1940s onwards. It was part of a wave of post-WWII development that was infl uenced by Ebenezer Howard’s ‘Garden City’ approach to planning, which emphasised the quality of environment and self-suffi ciency of new urban areas. Being of that era, Eastfi eld demonstrates many of the popular concepts of the time, particularly the provision of generous private and public open space. Eastfi eld continued to expand into the 1960s and 1970s and grew to be one of the largest social housing estates in the region, supported by employment opportunities at the nearby Eastfi eld Industrial Estate.

A decline in local industry in the late 1970s and 1980s meant that by the 1990s Eastfi eld was ranked in the top 10% most deprived wards in England and Wales with 35% of local residents in receipt of benefi t. Figures for 2019 confi rm that the western areas of Eastfi eld are still in the top 10%, with areas in the north west of Eastfi eld having seen worsening levels of deprivation since 2015.

The New Eastfi eld Action Plan (2012-2024) was developed by a partnership of local organisations including parish, borough, and county councils, local housing associations and the developers of Middle Deepdale. The plan set out a range of target projects for the improvement of Eastfi eld, some of which have since been delivered:

• Housing developments at Manham Hill garages (28 homes), Moor Lane (9 homes), Former Braeburn House (29 homes) and former Ridgeway play area (9 homes).

• A new extra care facility (Jazz Court).• Reuse of the former NSPCC Centre (Westway Open

Arms).• Development of a construction skills programme

(Construction Skills Village).• Demolition of former Link Walk fl ats (recent approval

for 4 bungalows).• Improvements to the Dell and Local Nature Reserve

Status.• Improvements to open space at Bankside and

Loder’s Green.

Eastfi eld is the main service centre for Scarborough South. Eastfi eld High Street is the main retail area and is home to a Proudfoots supermarket, pharmacy, post offi ce, bakery, and a number of takeaways. There are further, but limited, retail offers at Manham Hill and Eastway and an additional Proudfoots supermarket on Cayton Low Road. Other facilities serving the wider area include a health centre and library, George Pindar Secondary School and three primary schools. With signifi cant development planned within the wider area there is scope for investment in these local facilities, which will benefi t not only the residents of Eastfi eld, but the wider population of Scarborough South.

2.2 Eastfi eld

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Middle Deepdale is an urban extension of Eastfi eld currently under development. The site has planning consent for 1,350 homes and is being delivered by a developer consortium comprising Keepmoat Homes and Kebbell Homes. The development aims to address signifi cant housing demand in the Borough as well as drive the regeneration of Eastfi eld, increasing the size of the wider community to support enhanced neighbourhood services. It also provides a source of funding through capital receipts associated with the sale of land that the Council will use to invest in masterplan projects.

Since outline planning was approved for Middle Deepdale, an extra 1,200 homes and 20.7 hectares of open space have been allocated on land north of Middle Deepdale in the Scarborough Borough Local Plan. In total the development of Middle Deepdale is now scheduled to deliver:

• 2,550 homes;• A primary school (which will replace the existing

Overdale Primary in Eastfi eld);• An extra care facility (Jazz Court);• Retail development (ground fl oor of Jazz Court);• A road connection between the A64 and the A165;• A community hub at New Eastfi eld Farm (this now

has planning permission for a Construction Skills Village); and

• Three neighbourhood parks

The physical and social integration of Middle Deepdale with Eastfi eld is of paramount importance to the sustainable regeneration of Scarborough South. Physically this needs to be realised through strong walking and cycling routes between the existing and extended communities, strategic green infrastructure corridors (most notably the Dell / Deep Dale, which provides a wider green corridor through Scarborough South) and new or enhanced community infrastructure that provides for the needs of a growing community. In addition to physical infrastructure, there is also a need to promote social cohesion between communities through civic engagement activities.

2.3 Middle Deepdale

Middle Deepdale masterplan

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The parish of Cayton is mostly a residential community with only a few local facilities, including a primary school and pub. Small areas of residential expansion are allocated to the north of the village in the Local Plan as is a much larger area of 131 hectares (South of Cayton Strategic Growth Area). The Local Plan outlines the potential for the strategic growth area to deliver around 2,500 new homes, an accessible hub of local facilities as well as strong pedestrian, cycle, and public transport links to Eastfi eld town centre and the wider Scarborough South area.

A hybrid planning application was submitted by Persimmon Homes in April 2019. It includes an outline planning application for 1,400 dwellings and a full planning application for phase 1 of the proposed scheme (344 homes with site access and spine road, associated infrastructure, landscaping, parking and open space). The illustrative masterplan also indicates that the development will deliver a new highway route extending Dunslow Road to Carr Lane and Main Street, a school, local centre and open space.

The development of Land South of Cayton Strategic Growth Area has the potential to bolster the demand for goods and services in Eastfi eld, but the development will have a certain level of self-containment including its own local facilities, which could compete with those in Eastfi eld for the wider Cayton community. As with Middle Deepdale, the creation of strong physical links between the development and Eastfi eld and the enhancement of amenities to create a welcome and appealing environment will be essential to attracting footfall between the new community and Eastfi eld.

Osgodby is a small village located to the north east of Eastfi eld. A small area of expansion is identifi ed in the Local Plan to the south of the village. Osgodby has few local facilities with the exception of a pub and is reliant on those provided in other settlements such as Eastfi eld. The regeneration of Eastfi eld and wider improvements to the area will benefi t residents in Osgodby, which is solely a residential settlement with no critical mass or capacity to have its own facilities.

2.4 Cayton & Osgodby

South of Cayton Strategic Area illustrative masterplan

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The Mere and Oliver’s Mount is a substantial area of green space to the north of Eastfi eld, beyond Middle Deepdale and south of the inner Scarborough urban area. The area spans some 265 hectares and includes woodland, water, amenity grassland and agricultural fi elds. It is a popular leisure and recreation asset and a masterplan for its enhancement was produced in 2007.

The masterplan proposed a number of leisure and recreation features, but this has since been superseded by the proposed expansion of Middle Deepdale to the north. It is recognised, however, that the Mere and Oliver’s Mount still have latent capacity and SBC intend to revisit the masterplan with a view to establishing a new vision and proposals for the area capitalising on the potential to bring forward wider health, wellbeing and economic benefi ts for the residents of Scarborough South.

2.5 The Mere & Oliver’s Mount

The Mere & Oliver’s Mount Masterplan

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The area defi ned as Scarborough Business Park makes up a large employment zone to the south west of Eastfi eld. It is one of the largest in the borough and includes a range of manufacturing, distribution and offi ce based employers and a Morrison’s supermarket. One example is Plaxton Park, which has been developed and owned by Henry Lax since 2003. The park contains around 550,000 sqft (51,000 sqm) of buildings, which have been in full occupation for the last three years. The largest occupier on the site, Alexander Dennis, employs 700 local people. In addition to the Business Park, employers nearby on Havers Hill in Eastfi eld include the head offi ces of McCain Foods and Boyes Department Stores.

Caddick Developments secured outline planning approval for a Business Park (B1, B2 and B8 uses), car showrooms, a hotel and ancillary retail on land to the south of the area in March 2006 and subsequently extended the implementation deadline from 2016 to 2026. The site is allocated in the Local Plan (EMP-A4) and based on previous Council estimates, it is anticipated that the completed development could generate around 2,500 local jobs. South of Plaxton Park is another area of proposed employment (EMP-A5), with a total area of 27.3 acres (11 hectares). This site will be opened up by the extension of Cayton Road, which will be funded by the North Yorkshire Fund.

Demand for units in this employment corridor has been seen from numerous engineering businesses, with the majority of enquiries (75-80 percent) coming from local businesses, looking to upgrade or expand their current property. Demand is generally for smaller units, although the site owners are generally seeking mid to larger businesses with capacity to build their own units.

The proximity to a signifi cant and growing area of employment activity is clearly an asset for the communities of Scarborough South. Higher than average levels of deprivation and worklessness in Eastfi eld suggest, however, that the population of Eastfi eld is not benefi ting to the extent it should and that other barriers beyond proximity are preventing local people from accessing local employment.

2.6 Scarborough Business Park

Scarborough Business Park masterplan

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Seamer Railway Station served by the Trans-Pennine line, which provides an hourly service (every 2 hours on Sunday) direct to York (the Yorkshire region’s most popular tourism destination with east coast main line connections to London), Leeds (the region’s economic hub), Manchester (including Manchester Airport) and Liverpool. Northern Train services provide connections to Bridlington, Hull, and Sheffi eld. The station is a key asset for Scarborough South, providing commuting opportunities for local residents and connections for local businesses.

The current layout and form of the station, however, has a number of limitations. Passengers have to cross the railway line at grade to access the platform, which compromises safety and accessibility. There are also issues around a lack of car parking, which limits the scope for park and ride and results in nuisance to residents on Station Road. North Yorkshire County Council are currently looking at options for a new car park at or near Seamer station and are working with Network Rail to look at the feasibility of a new bridge across the railway to the island platform.

2.7 Seamer

Seamer Station

3. Masterplan Framework

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Signifi cant growth will occur within Scarborough South over the coming years, which probably represents the greatest change to the area since Eastfi eld was initially conceived in the 1940s. Developments at Middle Deepdale and Cayton will increase the size of the Scarborough South population, providing the scope to enhance neighbourhood services in the core service centre (Eastfi eld) with the pledge of additional fi nancial resources to support regeneration. The provision of facilities that are attractive to the wider residents and workers of Scarborough South will maximise their use and long term sustainability, as well as help to promote a more integrated and cohesive community. Finally the expansion of Scarborough Business Park also provides the opportunity to increase local employment and prosperity in an area that experiences high levels of social and economic deprivation.

The driving forces of the masterplan are therefore the timely opportunity we have to invest in the area, the need to ensure that development and investment is well integrated physically and socially and the necessity that the masterplan provides the catalyst to long term sustainable regeneration.

3.1 Vision

Masterplan vision

We have a once in a generation opportunity to transform Eastfi eld and the wider Scarborough South area, creating attractive and sustainable neighbourhoods and a thriving economic hub.

The area will be a safe, vibrant, happy and healthy community where people are proud to live, learn, work and can achieve their full potential.

We want to ensure that the masterplan has the greatest impact on people’s lives and guarantees a prosperous and sustainable future for everyone.

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In order to support the vision we have identifi ed four masterplan themes, under which we have identifi ed a total of 14 masterplan projects. The themes are:

People – providing more opportunities for people to engage with each other and their local community.

Place - improving the look and feel of Eastfi eld.

Prosperity - ensuring local people benefi t economically from local employment and regeneration opportunities.

Property – enhancing the quality and setting of commercial and residential property.

A summary of masterplan projects in provided below. More detailed information on each project is provided in subsequent chapters. From these 14 initial projects it is likely that further sub-projects will arise through further development and engagement.

People

• Community Engagement - Increased support to help residents and volunteers get more involved in the development of masterplan projects and community regeneration initiatives.

• Community Investment Fund – Funding to help local residents, groups and organisations put on events and activities and deliver community regeneration projects.

• CommUnity Bases (CUBs) - Investment in local community infrastructure.

Place

• Halfway Park – Enhancement of an existing open space.

• Green Streets – Street tree, hedgerow and wildlife planting on grass verges and in pocket open spaces.

• Eastfi eld Youth Hub – Improvements to local youth provision.

• Active Links – Upgrades to strategic walking and cycling routes.

Prosperity

• Employment Hub – Creation of a focal point for employment services, education and training.

• Business Ambassadors Network – Establishment of a local business association.

• Demand-Responsive Public transport – Launch of a local demand-responsive bus service.

Property

• High Street Environmental Works – Upgrade of Eastfi eld’s main retail area.

• High Street Pods – Creation of new spaces for business and community use on the High Street.

• Properties on the High Street – Refurbishment and redevelopment of properties within the wider High Street area.

• Eastfi eld / Middle Deepdale interface - Works to improve the physical connections between Eastfi eld and Middle Deepdale.

3.2 Themes & Projects

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The projects will have differing characteristics in terms of how they contribute to the regeneration of Scarborough South and have been identifi ed as Foundation projects, Transformational projects and Reinforcing Projects.

Foundation projects – These are the enabling projects and interventions that will provide the foundation for more transformational change in the future. Typically, these projects will change internal and external perceptions of the area to support future investment and delivery.

Transformational projects – These are the projects that will fundamentally change the area. These are the key interventions that will require the most investment and strategic cooperation to deliver, but will also be the projects that deliver the biggest long term impact.

Reinforcing projects – These are the projects that will ensure that having achieved a positive transformation, the area continues to operate at a higher level than existed before.

Foundation Transformation Reinforcing

Community Engagement

CommUnity Bases (CUBs)

Community Investment Fund

Halfway Park

Eastfi eld Youth Hub

Green Streets

Active Links

Employment Hub

Demand-Responsive Public Transport

Business Ambassadors Network

High Street Environmental Works

High Street Pods

Properties on the High Street

Eastfi eld / Middle Deepdale interface

4. Implementation

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The fi rst phase of activity for SBC will be to establish a project management team to drive the masterplan forward, establish governance and reporting protocols, confi rm use of statutory powers where needed and draw upon the project management and departmental skills of the Council to deliver the regeneration programme.

It is critical that the Masterplan and subsequent regeneration programme has ownership and direction in order to infl uence decision making and facilitate change. To date the masterplan process has been managed by a steering group made up of senior offi cers from SBC and overseen by the Eastfi eld PACT, which has a wide representation of interests. As the project moves forward to its implementation phase, PACT will morph into a delivery focused partnership, with representation only from the key delivery partners. Consideration therefore will need to be given as to what processes are required to secure the right partners on board and to secure their endorsement of the Masterplan. A key action will be to revisit the proposed timetable, setting out key objectives / milestones to maintain momentum and manage delivery.

PACT taking ownership and oversight of the masterplan will help ensure local engagement and delivery of the plan, however, it is likely to require support and expertise in delivering components of the masterplan. SBC will administer the regeneration programme, providing the necessary offi cer support and expertise, embracing regeneration, planning, economic development for example. The identifi cation of a Project Champion who will drive forward this initiative and champion its cause at the highest level is also extremely important. Consideration could also be given to setting up PACT as a constituted group.

4.1 Governance

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Several agencies will have active roles in ensuring the delivery of the masterplan.

Scarborough Borough Council

SBC’s role will principally be delivered through its regeneration service, but will also include expertise in planning, economic development and parks and greenspace. SBC will also have a key, on-going liaison role with PACT and the Town Council, including linking other organisations to the masterplan and encouraging / facilitating inward investment to the area.

North Yorkshire County Council

NYCC will continue to support SBC under its responsibilities for education, youth services, highways, transport planning, passenger transport and strategic planning. NYCC in their role as highway authority will have a signifi cant role in the delivery of the Green Streets and Active Links projects.

Eastfi eld Town Council (ETC)

ETC will have a day-to-day liaising role with PACT, with particular focus on the Halfway Park and High Street projects. ETC will be the project champion for Halfway Park, promoting the scheme and driving its delivery.

Housing Associations

The two main Registered Social Landlords (RSLs) in the area are Beyond Housing and Sanctuary Housing. Beyond Housing is the majority provider following a stock transfer from SBC to Yorkshire Coast Homes, which then recently merged with Coast and County Homes to create Beyond Housing. Beyond Housing state that they own around 750 properties in Eastfi eld and in comparison to

other operating areas, Eastfi eld is an area with high demand. Sanctuary Housing own approximately 200 homes, which are pepper potted across Eastfi eld.

The RSLs will be responsible for continued investment in existing and new affordable housing. This will include the delivery of new affordable housing in Middle Deepdale and proposals to redevelop and improve housing in Eastfi eld.

Developers

The main developers and landowners currently active in Scarborough South include Keepmoat Homes, Kebbell (for Middle Deepdale), Henry Lax Ltd. and Caddick (for Scarborough Business park) and Persimmon Homes who are the promoters for the South of Cayton Strategic Growth Area. It will be important for the delivery of the masterplan that these developers are engaged in and supportive of the masterplan. SBC will have a role in ensuring that the development of the landholdings of these developers is consistent with the aspirations of the masterplan. The developers should be encouraged to have an active community role in Scarborough South.

4.2 Delivery Partners

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It will be important for the respective partners to work together with established and new innovative funding mechanisms to facilitate delivery through a range of funding sources.

Middle Deepdale capital receipt

In December 2015 SBC completed the disposal of circa 48 acres of land within the area known as HA1- Middle Deepdale Eastfi eld for the purposes of housing development. As part of that approval the Council resolved that the net capital receipt (after Council costs) for the land be utilised for the regeneration of Eastfi eld and the wider Scarborough South area. Monies totalling circa £3.5 million are scheduled to be released to fund regeneration activities and will be the main source of funding for masterplan projects. The outstanding capital receipts are: £1,158 million (to be released in December 2021) and £2,378 million (to be released in December 2024).

Developer contributions

Planning obligations under Section 106 of the Town and Country Planning Act 1990 (as amended), commonly known as s106 agreements, are a mechanism which make a development proposal acceptable in planning terms, that would not otherwise be acceptable. They are focused on site specifi c mitigation of the impact of development and are often referred to as ‘developer contributions.’ The common uses of planning obligations are to secure affordable housing and fi nancial contributions to provide infrastructure (e.g. roads, cycle and walking routes). There are no s106 payments as part of the current Middle Deepdale development, however, other proposed developments (particularly the South of Cayton Strategic Growth Area and the expanded Middle Deepdale areas) may generate a requirement for developer

contributions that could be used to invest in enhanced infrastructure links (e.g. Active Links) in particular.

Community Led Local Development fund

More than £6.5 million of European Funding has been secured to support community development, business growth and enterprise along the Yorkshire Coast. East Riding of Yorkshire Council is the accountable body for the project, with SBC as a partner. The Yorkshire Coast CLLD Programme is multi-fund grant programme which aims to support business and enterprise growth, sustainability, increase employment and increase commercial fl oor space (built or renovated) and help those furthest from the labour market move closer to employment and develop their skills and experience, including improvement to community buildings in target areas. The CLLD Programme gives local organisations and businesses the opportunity to apply for project grants, which could help fund masterplan projects under the Prosperity theme.

Eastfi eld Town Council

The Town Council is responsible for providing and maintaining a variety of local services in Eastfi eld, funded by levying a “precept” collected from within the council tax paid by local residents. The Town Council has already invested resources in the initial design work for the Halfway Park and High Street environmental works and may be able to draw upon its resources to fund local projects.

4.3 Funding

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Housing associations

The two housing associations Beyond Housing and Sanctuary Housing are private, non-profi t making organisations that provide low-cost social housing. Housing associations’ day-to-day activities are funded by rent and service charges payments made by, or on behalf of, those living in its properties. Housing associations are run as commercial entities and can borrow money to fund investment in new and existing accommodation, which will need to be practically and fi nancially deliverable, as well as offering regeneration benefi ts.

Potential National Grant Funding Streams

The Heritage Lottery Fund (HLF) funds a broad range of projects that connect people and communities to the national, regional and local heritage of the UK. Heritage can be anything from the past that you value and want to pass on to future generations, including nature, oral history, libraries and commemorations. Money can be spent on activities, digital outputs, new staff posts and professional fees.

Sports England invest more than £250 million of National Lottery and public money to help people play sport and take part in physical activity. Funding may be available from its Small Grants programme, which makes awards of between £300 and £10,000 to help more people get involved in sport and physical activity. The Community Asset Fund is a programme dedicated to enhancing community spaces that give people the opportunity to be active (both indoor and outdoor).

Local charities and community groups can apply for funding of up to £20,000 from a pot worth over £3 Million raised by players of People’s Postcode Lottery. A wide range

of community organisations, from registered charities to community groups and social enterprises, can apply for grants of between £500 and £20,000. Postcode Community Trust provides project based funding under the themes ‘Improving community health & wellbeing, Increasing participation in arts & physical recreation and reducing isolation.’ Postcode Local Trust provides project based funding under the themes ‘Improving biodiversity & green spaces, Increasing community access to outdoor space and Combatting climate change & promoting sustainability.’

The Urban Tree Challenge Fund (UTCF) has been developed in response to HM Treasury releasing £10 million in the 2018 Autumn Budget announcement for planting at least 20,000 large trees and 110,000 small trees in urban areas in England. In Round 1, the fund was open for block bids only and due to its success, the large tree allocation has now been fully committed. In Round 2, the fund is open for individual applications only and for small tree planting only.

The Chancellor announced over £200 million to transform bus services in the Spending Round for 2020 to 2021. As part of the better deal for bus users, local authorities will receive additional funding to improve current services (North Yorkshire £757,185). To trial on-demand services in rural and suburban areas the government has also established a fund of up to £20 million. The government will shortly seek expressions of interest for the new fund, with the intention to have operations starting on the ground as soon as possible. The focus will be on projects setting up services where they do not already exist, with existing schemes looking to expand their network or improve the services provided to local residents also being considered.

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The Bettys Trees for Life fund aims to support groups working to improve local green spaces and wildlife habitats through tree planting projects, improved access to woodland and environmental management and education projects. This fund is available to applicants throughout the whole of Yorkshire with grants available for between £500 to £4,000.

The Greggs Foundation Environmental Grant fund is dedicated to improving the local environment. It funds projects that improve the physical environment in a way that also benefi ts the wider community. Grants of up to £2,000 are available to help existing not for profi t organisations to deliver new projects.

Lord Barnby’s Foundation offers grants to charitable organisations for, general charitable purposes, the advancement of health or saving of lives, disability, the prevention or relief of poverty, animals, environment, conservation and heritage. Grants are between £1,000 – £5,000, but no maximum amount is specifi ed. The Trustees meet in February, June and November.

The Garfi eld Weston Foundation has a Regular Grant programme that awards grants of up to £100,000 to UK registered charities, Charitable Investment Organisations, schools, faith-based organisations that are either exempt under the Charity Commission guidelines or are registered charities, housing associations or museums and galleries with activity in the following areas of Welfare, Youth, Community Arts, Faith, Environment, Education, Health and Museums and Heritage. The grant can support capital projects, revenue / core costs or project costs.

The Chapman Charitable Trust awards grants of either £1,000 or £2,000 to UK registered charities that promote physical and mental wellbeing; conserve our natural environment and promote the sustainable use of resources; or increase the accessibility of the arts, especially for young people. Trustees meet twice a year, in March and September.

The Schroder Charity Trust awards grants up to £5,000 (average £2,500) to UK registered charities working in Education and Young People; Communities; Environment and Conservation; Health; Arts and Culture; International Development; Heritage; andSupporting our Armed Forces.

The Trusthouse Charitable Foundation awards grants to small, well-established charitable organisations (annual income under £500,000) who address local issues in areas of extreme urban deprivation. Projects working with residents of urban areas (i.e. more than 10,000 inhabitants) that are classifi ed in the latest government Indices of Multiple Deprivation as being in the most deprived 20% include youth clubs and training schemes to help people out of unemployment; drop in centres for the homeless. Within these overarching themes, the Foundation prioritises projects which fall under the two areas of Community Support and Arts, Education and Heritage. Funding can be used towards general running costs including core costs, salaries and projects costs or capital expenditure on buildings or essential equipment. Levels of support available include Small Grants (£2,000 to £7,500), Major Revenue Grants (£7,500 to £20,000) for one to three years and Major Capital Grants (£7,500 to £60,000) for projects with a total cost of up to £2 million. Open to any charitable, not-for-profi t and voluntary organisation in the UK with a total annual income under £500,000.

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The delivery of projects has been phased across a time-frame of fi ve years. A summary table is provided describing the phasing of projects as drawn from the individual project pro-forma set out in chapters 5-8. It provides an indication of delivery time-scales, but inevitably some projects will take longer to come to fruition, others quicker. As such, the indicative programme will require regular updating.

Some projects should be relatively quick to initiate, building on the momentum of SBC and its partners (notably ETC) over the past year. Indeed, it will be important for the local community and local stakeholders to see the progression of the masterplan within the fi rst year of delivery. Such ‘quick win’ projects include the Community Investment Fund, Halfway Park and the Employment Hub.

There will be projects that will deliver over a longer period of time, but as part of a phased approach may also have some short term deliverables. The Active Links project, for example, will take many years to deliver a full package of walking and cycling improvements, but outputs will comprise a number of relatively small works that could be delivered in Year 1. Other similar projects include CuBs, Green Streets and Eastfi eld Youth Hub.

The delivery phase of some projects will extend beyond the fi ve year delivery timetable, as some will be linked to the overall development of Scarborough South (e.g. Active Links) and others are intended to be long term sustainable initiatives (e.g. Community Investment Fund, Demand responsive bus service, Scarborough South Business Ambassadors Network).

Some projects will have a lead in time before project implementation will actually take place, this is particularly the case for larger physical development projects where substantial enabling activities are required.

4.4 Project Phasing

Year 1 Year 2 Year 3 Year 4 Year 5

Community Engagement

Community Investment Fund

CommUnity Bases (CUBs)

Halfway Park

Green Streets

Eastfi eld Youth Hub

Active Links

Employment Hub

Demand-Responsive Public TransportBusiness Ambassador Network

High Street Environmental works

High Street Pods

Properties on the High Street

Eastfi eld / Middle Deepdale interface

Project enabling

Project delivery

5. People

31

There are some existing community groups and facilities in the area, but with a number of residential developments coming forward and subsequent population growth, it is important to reinforce a strong sense of community cohesion and identity. By focusing on enhancing community activities and facilities, new and existing residents will have improved opportunities to socialise and get involved in making their neighbourhood a better place to live and work. Providing more opportunities for local people to engage with each other and their community was the most popular theme to emerge through the community consultation exercise.

The following three projects aim to provide people with more opportunities to engage with each other and their local community:

• Community Engagement - Increased support to help residents and volunteers get more involved in the development of masterplan projects and community regeneration initiatives.

• Community Investment Fund – Funding to help local residents, groups and organisations put on events and activities and deliver community regeneration projects.

• CommUnity Bases (CUBs) - Investment in local community infrastructure.

5.1 Introduction

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5.2 Community Engagement

Increased support would be made available to engender a sense of community spirit in Eastfi eld by helping residents and volunteers get more involved in their neighbourhood through community groups, activities and events, as well as shaping and developing the delivery of masterplan projects.

This could include the formation of new resident groups (building on from the recently established EAST group), ‘friends of’ groups to help develop and improve local assets such as the Dell and a network of ‘Community Connectors’ (a group of individual residents wanting to have an active say or role in their community). Advice and assistance would be made available to residents get ideas off the ground and maintain momentum e.g. help with setting up and running projects, health & safety advice, funding, training etc. Communications would also be improved to make it easier for

residents to know what’s happening in their community and how they can get involved, perhaps a community website or newspaper, social media etc.

Project RationaleCommunity and stakeholder engagement has provided for an overall framework of projects, but further and more detailed analysis, development and design will be required to bring projects forward. It is important that project development is done in collaboration with local residents and stakeholders to ensure that projects meet local needs and are sustainable. More generally, increases in local community engagement and development will aim to open up new community led ideas and possibilities to encourage increased and sustained community involvement in the management and improvement of the area.

Project Description

EAST Resident’s Group

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Project PartnersSBC (lead) with support from ETC and other PACT stakeholders.

Delivery Time-frameProject start in Year 1. Delivery to be sustained over the long term through the establishment of community groups and partnerships with local agencies.

CostsThere will be revenue costs associated with additional staffi ng, running costs and funding of events / activities.

Funding SourcesMiddle Deepdale capital receipt. SBC and ETC revenue funding.

Key Delivery Actions1. Appoint project manager / team.2. Build on initial groups and partnerships and

assess new opportunities.3. PR campaign to invite new volunteers and

test out potential opportunities e.g. ‘friends of’ groups.

4. Establish an overall engagement strategy, identify aims, deliverables, costs etc.

5. Submit business case and fi nalise funding package.

6. Consultation and engagement on individual projects as they develop.

7. Support and assistance to groups and partnerships as required.

8. Regular communication of activity to local residents and businesses.

Toxteth, Liverpool

Residents initiated a programme of direct action and started to clean up their streets, plant fl owers and paint the hoardings on empty homes. Furthermore, they set up a street market and worked with an arts collective to set up a community enterprise. The Community Land Trust has renovated 11 homes for affordable rent and sale, greened streets with planters and opened a winter garden.

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5.3 Community Investment Fund

The Community Investment Fund would be open to any local resident, group or organisation, offering them the opportunity to bid for funding towards community enrichment projects. Applications would be administered by a board of trustees.

Microgrants of £500 would be available on a monthly basis that could be used to fund an event or activity in the area that can demonstrate social and environmental benefi ts. Initiatives could embrace a wide range of areas such as the arts, technology and community development. The focus would be on promoting fun, novel and experimental ideas that create interest, help to animate the local area and evoke surprise and delight.

A major grant fund would also be made available to provide capital funding of between £1,000 and £50,000 to community

Project Descriptionand voluntary organisations for larger scale projects. One example could be a place branding and gateway enhancement programme, which was suggested by PACT stakeholders. Such a project would involve commissioning a community artist to work with local people to develop a logo and strap-line, which could be used in signage and landscaping to enhance gateways and points of interest in the area.

Project RationaleWe want everyone to be proud of their neighbourhoods and to get more people involved in making them better places to live and work. The aim of this project is to enhance community ownership and civic engagement by giving local residents the chance to bring forward their own ideas and have some fun. The focus on novel and experimental ideas aims to make the area a more interesting place to live, creating a buzz and interest, which can help to enhance perceptions of the area. This project also aims to improve socialisation, creating opportunities for local people to meet other people, try out new activities and make lifelong friends. In particular there will be a focus around social cohesion, including welcoming new residents into a growing, but integrated and stimulating community.

Place branding and gateway improvements

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Awesome Foundation

The Awesome Foundation is a worldwide community devoted to forwarding the interest of ‘awesome.’ Formed in Boston in 2009, the Foundation distributes grants with no strings attached, to projects and their creators. At each fully autonomous chapter, the money is pooled together from ten or so self-organising “micro-trustees” and given up front in cash. Examples of projects that have been funded include food growing / gardening activities, pop-up galleries, murals, bike maintenance and science / nature projects.

Project PartnersSBC with support from ETC and other PACT stakeholders.

Delivery Time-frameProject start in Year 1. Major grants to be awarded years 1-5. Delivery of micro-grants to be sustained over the long term through the establishment of a sustainable funding profi le, potentially through local business contributions from year 3 (e.g. ten local businesses would donate £50 a month, similar to the Awesome Foundation example).

CostsThe fund would require £6,000 a year for micro grants and a sum of circa £50-100,000 a year for major grants.

Funding SourcesMiddle Deepdale capital receipt. Local business contributions. Key Delivery Actions1. Set up board of trustees.2. Establish form and structure of investment

fund / grant scheme.3. Submit business case and fi nalise funding

package.4. PR campaign to raise awareness.5. Initiate bidding process.

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5.4 CommUnity Bases

Investment in local community infrastructure is proposed to enhance social and welfare opportunities for residents.

Eastfi eld Library was rebranded as Eastfi eld ‘More Than Books’ Community Library to promote it as a Wellbeing Hub in 2018. In addition to its current function, there are potentially other services and uses that could be considered to boost the use of the building, bring in additional income and sustain its core library function. Ideas include updating and expanding the café, integrating the garden area to the rear of the library and rearranging non-library space to provide for new space needs or opportunities (e.g. offi ce space, meeting rooms etc.). There is also an immediate need to defi ne a sustainable management and funding model because current funding streams are not guaranteed.

The new Overdale School will include a multi-use community hall (outside of school hours) and community suite when it opens in 2021. The community suite and hall will provide a modern high quality facility and it is understood that this will be managed by ETC.

Westway Open Arms is a Christian social action centre based in the former NSPCC building off Westway. The service is a registered charity and provides a range of drop-in and support services. In order to enhance its long term sustainability the charity is seeking funding for a full time worker to manage demands and improve the management of services. There are also aspirations to enhance and expand their kitchen facilities.

Eastfi eld Town Council are seeking to enhance their offi ce and meeting facilities. This could potentially entail their relocation to an alternative location (identifi ed as an empty shop unit in Jazz Court) or the refurbishment of their existing base in the Community Centre.

Eastfi eld Community Centre provides a large community hall available to hire by community groups and societies and is managed by a charitable trust that pay a peppercorn rent to SBC. The building is quite dated and would ideally benefi t from some improvement. The impact of the town council’s potential move to Jazz Court and the opening of the new Overdale School facility will need to be considered as part of a long term strategic plan for this facility.

Eastfi eld Health Centre is expected to expand to meet rising demand generated by the growth of Middle Deepdale and Cayton. There is scope to incorporate other social and wellbeing facilities and services within the health centre as part of its future expansion.

Eastfi eld shop premises (formerly Eastfi eld Cafe) is owned by SBC and currently leased to a private tenant, although the building is currently not in use. Many stakeholders and local people spoke of their desire to see a local café in Eastfi eld once again. Potentially this could be considered in any number of CuBs but there may be scope to look at the potential for a private or social enterprise to take on the café once again when the lease expires at the end of 2021.

Project Description

37

Project RationaleThere was a common agreement from stakeholders that Eastfi eld is lacking in social meeting spaces. This was confi rmed in our discussions with residents who would like to see the improvement of existing social infrastructure or potentially a new build facility. The one idea that came up time and time again from the people we spoke to was the desire for a café, which included both young and older people, residents and stakeholders working in the area. There is a need to ensure that local social infrastructure is kept up to date to refl ect local needs and aspirations and that it can be sustained for the future. This will require looking creatively at what is already there, fi nding ways to use spaces more effectively and generate sustainable income.

Project PartnersSBC working in partnership with Eastfi eld library trustees, NYCC, ETC, Eastfi eld Community Centre, Westway Open Arms, Scarborough and Rydedale CCG and other local agencies and organisations.

Delivery Time-frameDependent on individual projects, but small scale improvements could commence in Year 1. Delivery period could extend over fi ve years.

CostsDependent on individual projects.

Funding SourcesMiddle Deepdale capital receipt. Town Council funding. National grant funding. Key Delivery Actions1. Appoint project lead / team.2. Consultation and engagement with partners

and agencies.3. Formulate a CuB investment plan to include

surveys, design, costing.4. Submit business case and fi nalise funding

package.5. Instruct individual projects.

For All Healthy Centre Living Centre, Weston-super-Mare

This purpose built community hub houses a library, health centre, community café, children’s centre and community hall. The centre was developed in 2005 when the Council, NHS and local community association came together to develop a new approach to improve cohesion between services and the local community. The centre is run by a social enterprise.

6. Place

39

There is a lot of open and green space in the local area, which the local community values and is to be retained, but not much variety. More could be done to improve this valuable resource in terms of its visual character, environmental, and recreational function, especially for young people. An improved environment for pedestrians and cyclists would also encourage more people to get out and about, helping to increase their health and wellbeing, especially as there are many assets in the wider area within walking and cycling distance for work (Scarborough Business Park), leisure (the Dell, Mere, and Oliver’s Mount), and wider accessibility (Seamer Station).

The following four projects aim to improve the look and feel of the local area:

• Halfway Park – Enhancement of an existing open space.

• Green Streets – Street tree, hedgerow and wildlife planting on grass verges and in pocket open spaces.

• Eastfi eld Youth Hub – Improvements to local youth provision.

• Active Links – Upgrades to strategic walking and cycling routes.

6.1 Introduction

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6.2 Halfway Park

Halfway Park is a horseshoe shaped grassed open space located at the junction of Westway and Holme Hill. The space is enclosed by a narrow residential road, which due to parked vehicles around the perimeter becomes frequently rutted. ETC have been progressing plans to upgrade this open space. The plans include paved edging and low level wrought railings to enclose and protect the space and a central paved area with seating, draughts tables and an engraved plaque.

The works to the park are designed to create a new focal point around a centrally located open space on one of the main corridors through Eastfi eld. The enhanced space will offer some visual improvement and works to the boundary will protect the space from erosion by vehicles and thereby improve the maintenance of the space. The seating area and draughts tables will also provide enhanced social amenity to a wider demographic of people that could encourage both young and older members of the community to use and interact in this open space. The project was popular among respondents to the community engagement exercise.

Project Description Project Rationale

Halfway Park emerging design

41

The Green, Hartlepool

As part of the renovation of an existing housing area, a new green space was created following the demolition of a block of housing. The space is overlooked by housing on all sides and enclosed to prevent damage to landscaping. It includes a range of formal and informal seating options to encourage people to use and dwell in the space.

Project PartnersETC (lead) with support from SBC. Consultation and engagement with local residents within proximity of the open space, the wider population of Eastfi eld and Westway Open Arms will be required to gain wider buy in to the scheme and shape the fi nal design.

Delivery Time-frameYear 1.

Costs£60,000-£80,000 (capital cost).

Funding SourcesMiddle Deepdale capital receipt. Town Council match funding. National grant funding.

Key Delivery Actions1. ETC appoint project manager / design team.2. Additional consultation and engagement with

stakeholders, businesses and residents to shape scheme design, delivery and long term maintenance.

3. Finalise design and costs.4. Submit business case and fi nalise funding

package.5. Procure contractor.6. Instruct works.

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6.3 Green Streets

Eastfi eld was designed around Garden City principles, which provided for a generous framework of public green space within the neighbourhood including grass verges, pocket parks and the Dell. There is very little variety in the character of these spaces, however, with most being conventional grassed areas with few landscape features.

The Green Streets project aims to enhance landscape diversity across Eastfi eld, principally on key routes where there exist wide and characterless grass verges. The project would introduce street trees, hedgerow and wildlife planting on grass verges and in pocket open spaces across the neighbourhood. The aim would be to deliver the project with resident volunteers in order to promote civic engagement and aid long term management and maintenance, as well as support public acceptance. Experience from similar initiatives

(e.g. Sheffi eld Living Highways Project) confi rms that public education is critical to the long-term success of altered road verge management in an urban context.

Project RationaleThe project aims to bring a variety of benefi ts, noticeably visual improvement through increased landscape diversity and colour, but also a range of environmental, ecological and social wellbeing benefi ts. These include combating climate change through C02 absorption, cleaner air through the absorption of pollutant gases, improved water quality and management through reduced run-off and enhanced biodiversity. Creating and managing species-rich grassland will improve the biodiversity value of road verges and reduce long-term management costs. Verges rich in native wild fl owers support more wildlife, are more resilient to environmental change,

Project Description

Example of how a ‘Green Street’ could look

43

enhance ecological connectivity and provide better ecosystem services such as pollination. When maintained through a cyclical management regime, grassland verges provide a cost-effective management option and represent an important opportunity for highway authorities to realise the benefi ts of enhanced ‘Natural Capital.’

Project PartnersSBC and NYCC with support from ETC and local resident involvement. The aim would be to set up a pilot with a local resident group in a localised area of Eastfi eld and then roll out the scheme to other areas of the neighbourhood. Other potential partners include Yorkshire Wildlife Trust and Plantlife.

Delivery Time-frameProject pilot to commence in Year 1, followed by ongoing delivery and maintenance across Eastfi eld (assume a 5 year delivery programme).

CostsEstimate £32 / m2 (capital cost). Example Eastway (c8,000 m2) cost £256,000.

Funding SourcesMiddle Deepdale capital receipt. NYCC (through reinvestment of maintenance savings). National grant funding.

Key Delivery Actions1. Set up working group including SBC parks

team and NYCC highways maintenance to defi ne programme scope including long-term management and maintenance responsibilities.

2. Public engagement / PR exercise to establish resident volunteer group.

3. Identify pilot area (including community engagement).

4. Site surveys (e.g. underground utilities).5. Design and costing.6. Submit business case and fi nalise funding

package.7. Initiate pilot area.

Swansea

Roundabouts, roadsides and traffi c islands have been planted with wild fl owers across the city as part of the Welsh Government’s Action Plan for Pollinators, which aims to reverse the fall in wild pollinators like bees, butterfl ies and moths. The scheme also brightens up the visual appearance of the city and has been popular with commuters, visitors and residents. More than 180 sites across the city were prepared and planted, covering more than 41,000 square metres of wild fl owers (equivalent to about seven football pitches). The scheme was delivered by the city’s Parks & Cleansing Service and is funded by Swansea Council with contributions from community councils and local ward members via their environmental allowances.

44

Eastfi eld Youth Hub

6.4 Eastfi eld Youth Hub

There already exists a hub of youth facilities to the north of Westway Open Arms at Bankside. The area includes a formal play area, outdoor gym, informal kick-about space and a fl oodlit multi-use games area. The adjacent West Way boxing club run classes for young people and Westway Open Arms also run a youth club and host The Bus Stop youth bus every Tuesday. Enhancement of the Youth Hub would need to be progressed in consultation with young people and stakeholders to ensure emerging proposals are appropriate to needs and aspirations, however, the following ideas have been suggested:

Wheeled Sports Park - Consultation with PACT stakeholders revealed strong support for the reinstatement of a wheeled sports park, however, this was less of a priority for the young people we spoke to. Such a facility would be suitable for skateboarding, as well as BMX, and in-line skating and would ideally include other features (e.g. shelter, light, benches) to provide a hangout space for young people. The park would need to be located in a safe and accessible location (potentially at Bankside or elsewhere in Eastfi eld) and should be designed in a manner (see Everton Park example) that can contribute to creating a well-used, liked and valuable community asset.

Play equipment – There is already a range of play and outdoor equipment, but potentially scope to add or upgrade this over time according to young people’s aspirations.

Outdoor sports – The use of the existing Multi-Use Games Area (MUGA) at Bankside is restricted by the cost of fl oodlighting, which is time limited and currently controlled by the Boxing Club. An alternative management and funding regime would provide for a longer enhanced service. There is also scope to widen access to the 4G pitch at Pindar. Both

PACT members and young people have also mentioned that more organised free sport (e.g. football) would help to keep young people active and engaged.

Indoor facility – Our consultations with young people revealed a strong desire for an indoor hangout space. The Westway youth group were particularly enthusiastic about the potential for a youth café as a space to hang out and socialise as well as the opportunity to learn cooking skills and gain work experience. Ideally this facility would integrate in one of Eastfi eld’s CuBs, potentially the library.

Project Description

45

Project RationaleA common view among local residents and stakeholders, as well as the young people we engaged with is that there is a lack of facilities for young people. Better youth provision would improve the scope for social and extracurricular activities, potentially helping to reduce anti-social behaviour and the potential for young people to fall into bad ways. The Eastfi eld PACT stakeholder group have emphasised the importance of changing mind-sets at a young age, which will also help to enhance perceptions of Eastfi eld and make people more proud of their community. The removal of the previous skate park was commonly stated as a real loss to Eastfi eld, but there needs to be a variety of youth facilities to cater for different interests. Project PartnersSBC with support from North Yorkshire Youth (NYCC). Wider partnering with local schools, youth groups, community stakeholders and residents.

Delivery Time-frameDependent on fi nal projects, but some proposals should aim for quick delivery over years 1-3.

CostsDependent on fi nal projects. External hub inc. skate-park cost c£90-200K. Indoor facility (new build) c£1million.

Funding SourcesMiddle Deepdale capital receipt. NYCC. National grant funding. Local business sponsorship.

Key Delivery Actions1. Set up working group including SBC

regeneration service, North Yorkshire Youth, school representatives, local councillors and young people representatives.

2. Project development including public engagement, design, costing, funding and business case.

3. Project(s) initiation.

Everton Park, Liverpool

A stunning glow in the dark skate park is functional but also beautiful. The Friends of the Park and partners commissioned an artist who worked with local young people to design the UK’s fi rst glow in the dark skate park. The park is open to skaters, scooters, BMX bikes and skateboarders and is part of a Sports HUB, which includes a training area and BMX track. Familiar skating forms and features have been combined with new sculptural elements to create a unique space that the whole community can be proud of.

46

6.5 Active Links

Following on from the completion of the Local Cycling and Walking Infrastructure Plan for Scarborough (LCWIP), NYCC has commissioned additional feasibility work on the selected priority corridors from Phase 1, including Scarborough South with the intention of identifying a series of improvements to the pedestrian and cycling network within this area that can be delivered when funding is available. The feasibility study will identify specifi c routes and draft designs along with high level costs. Strategic connections identifi ed in the LCWIP include north – south routes through Cayton, Scarborough Business Park, Eastfi eld, Middle Deepdale, the Mere / Oliver’s Mount and Scarborough town centre and east – west routes between the coast / Osgodby, Eastfi eld and Musham Bank.

Improving access to places of work and study is a key priority as the area suffers from high levels of social and economic deprivation. There is also the underlying opportunity to promote the health and wellbeing benefi ts of active travel. With a concentration of living, working and leisure within a relatively compact area, walking and cycling are potentially more viable as transport modes as distances are relatively short. The benefi ts associated with enhanced walking and cycling infrastructure include improved physical and mental health, reduced traffi c, low costs for citizens (walking is free as is cycling after any initial set up costs), as well as reductions in C02 and air pollution. The project was popular among respondents to the community engagement exercise.

Project Description Project Rationale

Key routes existing and proposed

47

‘Our Active Neighbourhood,’ Levenshulme

The project aims to turn Levenshulme into a walking and cycling friendly place, better connecting destinations in the neighbourhood and encouraging journeys by foot, bicycle and public transport. It also includes working with local schools to improve road safety. Physical improvements have included new road layouts to make walking and cycling easier, improvements to crossings and the introduction of greening to make routes more attractive.

Project PartnersSBC in cooperation with NYCC highways. Major land allocations in the area present opportunities to infl uence the shaping of better walking and cycling routes and delivery through s106 contributions, particularly South of Cayton Strategic Growth Area and land to the north of Middle Deepdale.

Delivery Time-frameWorks could commence in Year 1 and would likely extend beyond the masterplan delivery period.

CostsHigh level costs will be defi ned within the Phase 2 feasibility study (due to complete Spring 2020).

Funding SourcesMiddle Deepdale capital receipt. Future s106 contributions. National grant funding. Future Department for Transport (DFT) funding programmes.

Key Delivery Actions1. Set up working group including SBC

planning and regeneration services and North Yorkshire highways.

2. Continued engagement with developers to infl uence proposals.

3. Individual development of projects including public engagement, design, costing, funding and business case.

4. Project(s) initiation.

7. Prosperity

49

The concentration of a signifi cant and growing area of employment activity in Scarborough South is clearly an asset. Higher than average levels of deprivation and worklessness in Eastfi eld suggest, however, that the population of Eastfi eld is not benefi ting to the extent it should and that other barriers beyond proximity are preventing local people from accessing local employment. For many people there can be obstacles to getting a job, whether that be knowledge about what jobs are out there, having the confi dence and the right skills, or even being able to get to work.

The following three projects aim to help more people make the most of the economic opportunities available in the local area and beyond:

• Employment Hub – Creation of a focal point for employment services, education and training.

• Business Ambassadors Network – Establishment of a local business association.

• Demand-Responsive Public transport – Launch of a local demand-responsive bus service

7.1 Introduction

50

7.2 Employment Hub

An employment hub is proposed as a focal point for employment services, education and training in Scarborough South. Working with local schools, colleges, the university and local employers, the hub would provide tailored support services to help forge career pathways for young people and adults who are out of work including the long-term unemployed, people with learning diffi culties, those with limited qualifi cations etc. The service would help train people into the industries that are active in Scarborough South specifi cally and provide better information about the career opportunities available in the locality. The service could cover skills, training, work experience and apprenticeships and assistance in job searching, completing application forms

and interview techniques as well as assistance in tackling the barriers to getting a job (e.g. confi dence, literacy, numeracy etc.).

The employment hub would need a physical space for its staff and to provide a point of access for local people, but service delivery could utilise a range of spaces in the area including the library, local businesses and the Construction Skills Village. A novel idea to explore is if the hub could be a mobile facility, allowing it to penetrate deeper into the locality and have greater visibility. A converted bus (seeing as Plaxton are based in the area) is potentially an option.

Project Description

The employment hub could be a mobile facility

51

Leeds Job Shops

Qualifi ed guidance workers help customers to look at their work and career options and the training and work experience opportunities that are available.

Industrial Centres of Excellence (ICE), Bradford

Based in existing schools and colleges and involving local business, the centres are aimed at young people aged 14+. There are centres dedicated to business, computing, science and environmental technologies, the built environment, advanced manufacturing and engineering and health and social care.

Bradford Skillshouse

SkillsHouse is open to all unemployed people in Bradford District. SkillsHouse offers a one stop shop designed to boost retail, hospitality and visitor economy businesses and help local people fi nd jobs in Bradford.

Project RationaleA key theme emerging from the consultation process with stakeholders was the need to address entrenched local unemployment within pockets of the community. Key to this is reducing perceived obstacles to employment. The employment hub is proposed to provide a range of assistance mechanisms in one entity. The proposed mobile nature and use of existing local facilities will help to ensure that local residents have opportunities to easily access the services at the employment hub.

Project PartnersSBC lead in cooperation with Jobs Match, Pindar School, Scarborough College, Coventry University, Scarborough Construction Skills Village and local employers, and training and skills providers.

Delivery Time-frameSet up circa six months, key focused activity within the fi rst two years, and a sustainable programme emerging thereafter.

CostsTo be defi ned.

Funding SourcesMiddle Deepdale capital receipt. Community Led Local Development Programme (50% match funding). Business sponsorship. National grant funding.

Key Delivery Actions1. Set up working group including SBC

regeneration services.2. Engagement with partners.3. Defi ne scope, objectives, management and

business case.4. Funding approval.5. Project initiation.

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7.3 Business Ambassadors Network

The South Scarborough Business Ambassadors Network is proposed to encourage further collaboration between local businesses and to provide a focus for interactions between the business community and the wider community of Scarborough South. The network could provide opportunities for sharing resources, networking events, promotions, knowledge sharing and the promotion of job opportunities, although the actual objectives and focus of the network would be determined by its members. The network will be self-funding and self-operating. Members should be drawn from the full range of enterprises in Scarborough South including manufacturing, services and retail.

There will be opportunities to use the network to try and reduce obstacles to employment in the local area. The network could promote member’s job opportunities, provide mentoring

and internships, run programmes within schools and colleges and identify labour and skills gaps in the area. The network could also help members understand employee needs.

The network would require meeting spaces for activities and could utilise the proposed Employment Hub. Some administration duties would be required, but in similar schemes, members undertake this themselves using their business resources. A digital presence will be required.

A business case would need to be put forward to determine the structure, governance, funding and local interest for the business network. The structure could be a Business Improvement District (BID) type entity, chamber of commerce structure or other membership based organisation.

Project Description

Manor Court, Scarborough Business Park

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Project RationaleThe rationale for the network is two-fold – fi rstly to provide a dedicated voice to the substantial business community in Scarborough South and secondly to improve links between the business community and the broader Scarborough South community. A dedicated South Scarborough Business Ambassadors Network provides opportunities to improve collaboration and links between the businesses within the area, particularly taking advantage of the resources of the larger enterprises in Scarborough South. Despite the range of business assets in and around Eastfi eld, there are perceived obstacles to employment in the area. A dedicated business organisation in the locality will help to link business and those looking for employment.

Project PartnersSBC to facilitate initial set up,but ultimately local business led. It would provide impetus to the development of the business network if engagement with key business operators (e.g. McCain Foods, Alexander Dennis Limited / Plaxton, Sirius Minerals, Boyes, Proudfoots, Morrisons) was secured early in the process.

Delivery Time-frameSet up years 1-2 and sustain indefi nitely.

CostsTo be defi ned but will be on-going and dependent on objectives and programme of the Business Network.

Funding SourcesFunding is likely to be required from SBC to develop the business case and help to initialise the network, but once operational it should be self-funding. Membership fees could be linked to size of enterprise, so that larger organisations pay a higher fee than SMEs.

Key Delivery Actions1. Set up working group including SBC and

business representatives.2. Defi ne scope, objectives, management and

business case.3. Soft market test / survey Business Network

proposal with local businesses,4. Funding approval to initiate project.5. Establish Business Network

Winsford 1-5 Business Improvement District

A long running BID in Cheshire based around an industrial estate. Using the BID funding structure, Winsford 1-5 has been able to implement an investment programme of physical improvements within the area. Winsford 1-5 also has a range of training courses and apprenticeship programmes to support employment in the area.

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7.4 Demand-Responsive Public Transport

Demand-responsive bus services take multiple passengers heading in the same direction and book them into a shared vehicle. They are distinct from fi xed-route services as they do not always operate to a specifi c timetable or route. The services operate from ‘corner to corner’, there are no fi xed routes or bus stops instead customers are picked up and dropped off to a ‘virtual bus stop’ within 200 metres of their requested destinations. This helps ensure that even with multiple pick-ups, there are no lengthy detours. It is proposed that a demand responsive service be introduced to the Scarborough South area. Services would operate on an extended timetable (i.e. 7 days a week, from early morning to late evening) to connect local residents to places of work, study and local amenities including Seamer Station. Customers would book journeys through an associated app. The bus fl eet would be low carbon (i.e. electric / hydrogen).

In addition to this service there is scope for improvements to conventional bus services, particularly following the opening of the road connection between the A64 and the A165 through Middle Deepdale.

Project RationaleConnectivity between destinations within Scarborough South was identifi ed as an issue by PACT stakeholders. Whilst bus services to Scarborough Town Centre are generally good, some stated that links within the area (for example to places of work) were poor. The negative impact of the ‘school run’ on local streets was also identifi ed as an issue. Stakeholders expressed support for a circular shuttle bus that could connect Eastfi eld, Middle Deepdale, Seamer railway station and Scarborough Business Park. Demand-responsive bus services present an innovation opportunity by better serving dispersed

Project Description

Route 1

Route 12

Route 7A

Route F5

Current bus services

55

mobility needs, providing more effi cient and cost effective services and complementary passenger benefi ts such as improved estimated arrival times (passengers can track where their ride is and be aware of delays).

Project PartnersSBC and NYCC in consultation with Scarborough Dial a Ride, Shoreline Suncruiser and Scarborough and District buses. There is scope for the service to be community led or run by a social enterprise.

Delivery Time-frameTo establish a viable new bus service, a subsidised ‘kick-start’ service is usually trialled for a period of 4-5 years to allow services to ‘bed in’.

CostsTypical costs to fund a peak six day bus service are in the order of £120-30K year (fi gures supplied by NYCC). If operators utilise existing resources, this can reduce by up to 50%. Considering the innovative nature of the scheme it is expected that set up costs will be higher than average.

Funding SourcesMiddle Deepdale capital receipt. Operator contribution. NYCC. DFT.

Key Delivery Actions1. Set up working group including SBC and

NYCC.2. Development of concept, including research

and development into routing / coverage, vehicles, operating hours, costs etc.

3. Consultation with providers.4. Establish preferred approach.5. Initiate pilot scheme.

Pick Me Up, Oxford

This demand responsive service covers the east side of Oxford and has been in operation since 2018. Customers use an app to set their destination and typically are picked up within 15 minutes. More than 250,000 journeys have been made on PickMeUp buses since it launched in June 2018, with 30,000 registered users signed up to the app. The service is the largest scheme of its kind in the UK.

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8. Property

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In light of housing developments at Middle Deepdale and future developments planned south of Cayton, there is a signifi cant opportunity for the High Street to become a vibrant hub for Scarborough South. ETC have developed some initial plans to improve the High Street, which have been incorporated with other proposals to make the High Street area a more welcoming and attractive place to live, visit and shop. In addition to drawing people into the High Street core, the interface of Eastfi eld and Middle Deepdale provides an opportunity to enhance the wider integration of Scarborough South.

The following four projects form part of this approach:

• High Street Environmental Works – Upgrade of Eastfi eld’s main retail area.

• High Street Pods – Creation of new spaces for business and community use on the High Street.

• Properties on the High Street – Refurbishment and redevelopment of properties within the wider High Street area.

• Eastfi eld / Middle Deepdale interface - Works to improve the physical connections between Eastfi eld and Middle Deepdale.

8.1 Introduction

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8.1 High Street Environmental Works

ETC have been progressing plans to upgrade the main retail area of Eastfi eld. The plans focus on the removal of traffi c railings on Westway and raised planters on the High Street and the creation of a sheltered seating area. Works are also proposed to existing retail properties to improve shop fronts and building frontages.

An enhanced scheme would see the wider improvement of the High Street environment to include new public realm, soft landscaping and street furniture, as well creative designs to existing shutters to improve the appearance of the shop units outside of their opening hours.

The revitalisation of the High Street was identifi ed as one of the key priorities by stakeholders and local residents. It is currently looking tired having seen little investment in recent years. Works to shop units and shop fronts will help to lift the retail centre and create an improved image. Complementary works to the public realm and street furniture will further make for a more inviting environment that will help to draw in more footfall and trade. The removal of traffi c railings and planters is aimed at enhancing the visual and physical permeability of the High Street from Westway (one of the principal routes through Eastfi eld).

Project Description Project Rationale

High Street emerging designs

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Paint the Town, Barking

Shop owners are offered the chance to have their shops revamped by professional artists. The scheme provides business owners with a chance to refresh their establishment’s image and entice new customers free of charge. The aim of the scheme is to instil pride in the community and encourage people to venture out into the high-street once again, both in the day and at night. There is also a belief that the scheme will reduce the amount of anti-social behaviour and crime in the area as residents gain renewed respect for the area.

Project PartnersInitial design work has been undertaken by ETC, but it is considered that the project needs to be scaled up and lead by SBC who will be better placed to manage a project of this size. Work will need to be progressed in collaboration with ETC, NYCC and local businesses and landowners.

Delivery Time-frameDeliver in years 1-2.

Costs£150,000, plus £300,000 (enhanced scheme).

Funding SourcesMiddle Deepdale capital receipt. ETC contribution. Local business / landowners contributions. National grant funding.

Key Delivery Actions1. Set up working group including SBC, ETC

and NYCC.2. Develop design brief in consultation with

local businesses and defi ne budget.3. Procure design team.4. Consultation and engagement with

stakeholders, businesses and residents to shape scheme design.

5. Finalise design and costs.6. Submit business case and fi nalise funding

package.7. Procure contractor.8. Instruct works.

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8.2 High Street Pods

It is proposed that the grassed strip alongside Proudfoots could be better used to help animate the High Street. A series of purpose built pods or recycled shipping containers stationed on this land is proposed to create new spaces for business and community use. These could be made available on short, fl exible terms to allow local businesses to try out new retail ideas without the risks and costs associated with long leases or could be used on an adhoc basis for community use i.e. pop-up stalls, events / meetings, local information.

Proudfoots presents a long blank frontage on to the High Street and the grassed strip offers little amenity to the High Street environment. By using this space for other activities there is scope to create some alternative interest, which may help to draw in more footfall and trade into the retail centre. The project was popular among respondents to the community engagement exercise.

Project Description Project Rationale

Initial designs produced for Eastfi eld Town Council

61

Project PartnersSBC led in cooperation with ETC and Proudfoots.

Delivery Time-frameDeliver in Year 1.

CostsAn insulated and renovated shipping container would cost around £30,000. There is potential capacity for up to three units.

Funding SourcesMiddle Deepdale capital receipt. National grant funding. Local business sponsorship.

Key Delivery Actions1. Set up working group.2. Develop design brief.3. Procure design team.4. Design development, surveys, consultation

and costing.5. Finalise design and costs.6. Submit business case and fi nalise funding

package.7. Instruct works.

Lodge Lane, Liverpool

A series of refurbished and insulated former shipping containers will be bringing to life an unused area of land within a local retail area. The units will be made available on short, fl exible terms to allow local businesses to try out new retail ideas without the risks and costs associated with long leases.

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8.3 Properties on the High Street

In addition to the improvement of the retail area, consideration needs to be given to how the wider High Street can be improved, which includes the High Street fl ats, health centre, library and Link Centre. One option may be to upgrade the public realm and existing properties in order to enhance the setting of the High Street. Another option could be to redevelop some of the buildings to open up the area with new spaces and buildings that give it a completely new look. In any redevelopment option, the long term requirements of the key partners will need to be considered, including existing households that may become displaced by any redevelopment options, which will require the re-provision of suitable accommodation in Eastfi eld either on brownfi eld sites or as part of the Middle Deepdale development.

The wider enhancement of the High Street will help to improve the overall image of the area, creating a more inviting and welcoming centre. The High Street fl ats has been identifi ed by some stakeholders and residents as having a negative impact (physically and socially) on the look and feel of the High Street. The scale of the blocks is quite foreboding in comparison to the domestic character of Eastfi eld and the length of the blocks impair permeability, creating a ‘backland’ feel to Link Street. The fl ats are a known congregation point for youths and anti-social behaviour has been a perennial issue.

Project Description Project Rationale

Properties on the High Street

63

Project PartnersSBC in partnership with Beyond Housing and Sanctuary Housing. Ultimate delivery of housing schemes to be led by the RSLs.

Delivery Time-frameDependent on the scale of the project. Initial viability work would need to progress in year 1-2, with a view that full project delivery could take in the region of 5 years.

CostsDependent on project scale. Costs could be in the region of £1.5-10 million.

Funding SourcesMiddle Deepdale capital receipt. Beyond Housing and Sanctuary Housing fi nance.

Key Delivery Actions1. Consultation with partners.2. Set up working group.3. Develop design brief.4. Procure design team.5. Design development, surveys, consultation

and costing.6. Finalise design and costs.7. Submit business case and fi nalise funding

package.8. Instruct works.

Village Square, Runcorn

The neighbourhood of Castlefi elds was delivered as part of Runcorn New Town, but within decades aspects of its design and management had resulted in a legacy of poor quality and inappropriate housing, buildings and spaces. At the heart of the community the local centre included shops and a community centre that had an unsightly appearance and had an adverse impact on the image of the wider area. The centre has now been completely redeveloped to create a new open space, fronted with shops to the ground level and fl ats above, a new community centre and health centre.

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8.4 Eastfi eld / Middle Deepdale Interface

This project involves works to improve the physical connections between Eastfi eld and Middle Deepdale. It includes linking existing walking routes and those proposed in Middle Deepdale with new paths and spaces (a recent example being the improved path from the Keepmoat site to Dale Edge).

The project could also comprise some re-structuring of Eastfi eld to better integrate new and existing areas, including the redevelopment of small pockets of existing housing in Eastfi eld and potentially the redevelopment of backland areas or open spaces; the redevelopment of the former Overdale School site is a particular opportunity to create a strategic connection through Eastfi eld to Middle Deepdale.

Any households displaced by redevelopment will require the re-provision of suitable accommodation in Eastfi eld. Also any

redevelopment of open space should not result in a net loss in open space and it is expected that better quality open space will be incorporated into redevelopment schemes.

Project RationaleA key aspiration of the Council is that the development of Middle Deepdale integrates well, both physically and socially, with Eastfi eld. Currently Eastfi eld looks in on itself, however, backing on to Middle Deepdale with few physical connections. Anecdotally stakeholders speak of an ‘us and them’ attitude between the two communities with little achievement made so far with regard to physically and socially uniting these areas. Improving the interface between Middle Deepdale and Eastfi eld will also create opportunities to regenerate the Dale Edge / High Garth area in particular, which is one of the more deprived areas of Eastfi eld and in a

Project Description

Strategic linkages

65

physically poor condition. Finally by creating a stronger physical interface between Eastfi eld and Middle Deepdale there will be wider opportunities to enhance connections north to the rest of Scarborough, but also south to Scarborough Business Park and Cayton.

Project PartnersSBC in partnership with Beyond Housing and Sanctuary Housing. Keepmoat and Kebbell. NYCC (Overdale School).

Delivery Time-frameDependent on the scale of the project. Initial viability work would need to progress in year 1-2, with a view that full project delivery could take in the region of 5 years.

CostsDependent on scale and individual projects.

Funding SourcesMiddle Deepdale capital receipt. Beyond Housing and Sanctuary Housing fi nance. Private development.

Key Delivery Actions1. Consultation with partners.2. Set up working group.3. Surveys, consultation, mini-masterplan,

design development and costing.4. Finalise design and costs.5. Submit business case and fi nalise funding

package.6. Instruct works.

Woodnook, Accrington

Remodelling of this existing neighbourhood included the refurbishment of houses, but also a range of other works to signifi cantly change the structure and character of the neighbourhood. This included some targeted demolition of properties to create new open spaces and routes that are well-overlooked.