BORO AR UG C H S TOWN DEAL TOWN INVESTMENT PLAN

carborough STown Deal Board Front & Inside Cover Photographs by Eloise Rawling 2

© 2020 AECOM Limited. All Rights Reserved. This document has been prepared by AECOM Limited (“AECOM”) for sole use of our client (the “Client”) in accordance with generally accepted consultancy principles, the budget for fees and the terms of reference agreed between AECOM and the Client. Any information provided by third parties and referred to herein has not been checked or verified by AECOM, unless otherwise expressly stated in the document. No third party may rely upon this document without the prior and express written agreement of AECOM. 3

Contents 01 Executive Summary 02 Scarborough Our Town in Context

Profile of Scarborough Scarborough Town Deal Area Scarborough’s strengths, challenges & opportunities Impacts of Covid-19 Recent investments and successes Whitby - Challenges & opportunities 03 Strategy

Vision – A Statement of ambition Objectives & Targets Prioritisation process & Towns Fund project identification Strategic Plan Strategic fit 04 Engagement & delivery

Engagement Private investment ambitions Business Case Process Delivery Risks & dependencies, key timescales & milestones Appendix

Provided separately 4

Artists impression of a new Festival Square 5

01 Executive Summary 6

carborough is a town with rich heritage and Sculture derived from a proud maritime economic history and its national renown as a seaside resort. Today it has an economy underpinned by its traditional tourism, hospitality and leisure offer, and is enjoyed by the millions of visitors who continue to visit it each year. We have a positive future within our grasp, led by opportunities to build on recent economic investments and success, the enormous potential of our residents and high- quality natural environment.

Our Town Investment Plan proposes an exciting and transformational package of investment projects that both individually and collectively take advantage of Scarborough’s strengths and address its challenges by raising aspiration, opportunity and prosperity for all. This will overcome barriers and realise objectives that would not be possible without investment.

A shared vision for Scarborough has been shaped, which outlines the ambition for our Town over the next 15 years and is underpinned by 7 objectives which are shown on the following pages. Ponter

Richard

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Gazette

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Scarborough 7

Vision

By 2035 Scarborough will be a rejuvenated town, the premier Yorkshire coastal destination for, visitors and businesses.

We will do this by encouraging a range of opportunities in the town and along the coast, with new activities, a thriving cultural scene and more dynamic physical and digital infrastructure.

The arrival points and the public areas are welcoming, providing places to rest, socialise and to navigate onwards to the seafront and other points of interest.

Our vision is centred upon coastal culture, family and enterprise. A future based on ‘quality of life’ and a healthy environment.

With a quality offer for locals and tourists, Scarborough can build on its assets to promote a healthy, prosperous place to live, work and play.

Our modern coastal town embraces well-being, arts and innovation, supports its existing business community and welcomes new sustainable, forward-thinking entrepreneurs. The town creates new opportunities for high quality learning and employment.

The town is ‘living’ its strategic ambition for physical transformation, forging stronger connections from station to shore: with its modern, greener high street and embracing the potential of the harbour and wider seafront.

There is a growing network of interesting public spaces to explore and linger. The town is better linked through its transport options, which include cycle routes, well signposted and uplifting walking routes, along with a growing infrastructure and network for private and public electric transport.

The town is recognised for its year-round programme of distinctive events and festivals, which celebrate Scarborough’s bountiful natural assets and pioneering independent culture. 8

Objectives

Create a cord of activity from Station to Shore: 1 our modern High Street

Reimagine the Public Realm as a network of 2 interesting spaces to explore and places to linger

A greater range and better linked 3 transport options 4 Realise the potential of the Harbour

Encourage deeper connections with our 5 natural assets 6 Host a range of events and festivals

Pioneer community rooted businesses 7 and organisations 9

Outcomes

The outcomes for the town of the investments sought by this plan will be considerable and include:

New direct & Improved An enhanced indirect jobs created perceptions of sense of community Scarborough as a pride in the town place to live, study, value Higher work & do business employment More opportunities opportunities to learn skills & new Leveraging learners assisted A well-established in at least £35m University of further public & Young residents Town with a private investment retained & student population to of at least 1,500 attracted Increased use live in Scarborough of natural & heritage Increase in assets Raised % of people with aspirations of qualifications More enterprises residents through utilising high quality better opportunities Enhanced spaces including digital connectivity start-ups &/or Increased for residents, tourist scaleups resilience & recovery & businesses from Covid-19 Successful Improved diversification of Increased health and well- its key economic number and value being through sectors of tourist visits increased to Scarborough active travel & through new & Reduced improved incidence of higher value access to sports deprivation tourism 10

he work to develop this Investment The process resulted in cross-cutting TPlan has been driven, guided and themes identified which became challenged by the Scarborough Town workstreams and provided a focus for Deal Board which consists of a diverse determining a set of prioritised Town representation of stakeholder expertise Deal investments which will unlock our from the public, private and community potential. These themes are: sectors. Scarborough Connectivity Cricket Club The consultation process has included at least 9 public Culture, Leisure consultation events and & Special Places exhibitions, over 30,000 engagements/views via Resilience & electronic and social and Sustainability traditional media, over 400 direct contributions, ten Town Skills & Enterprise Deal Board meetings and over 30 development meetings. Thriving Town Centre 11

Cycling & Walking Improvements

Scarborough Cricket Club

Fablab+ Harbour Woodend PLUS Regeneration Scarborough Fayre

Station Gateway Nature Tourism Scarborough (Wild Eye)

Green Construction Skills Village

9 Priority Projects associated with the Town Deal 12 LCWIP

ur ask is for £25m for a c.£30m FabLab+ Oprogramme of investment, framed around 9 priority projects that will The creation of a community technology stimulate longer term growth over the lab in Scarborough Town Centre. next 15 years: FabLab+ will provide opportunities to experiment with technology such as Station Gateway robotics, 3D modelling and printing and audio lab and sound engineering. The Transforming Scarborough Station and facility will be open and accessible to all the surrounding area to create a strong and would be anchored through arrival in the Town by providing an co-working space and offices for our integrated 21st century transport hub digital and education sectors to cohabit together with significant new commercial and thrive. uses and high-quality public realm. Woodend PLUS Cycling & Walking Improvements (LCWIP) - The creation of a new creative Scarborough town & beyond industries business centre, utilising an empty retail space in the Town Centre Creating new cycling and walking and allowing our creative sector to grow networks linking south Scarborough’s and flourish locally. Proposals include a growing business and residential areas Museum on the High Street that is with the Town Centre and onwards to the accessible and inspirational to residents cinder track linking to Whitby, the and visitors. Yorkshire Coast and the North York Moors National Park. Scarborough Fayre Harbour Regeneration A new, year-round programme of cultural regeneration activity which links a series Renewal and regeneration of the Harbour of cultural and heritage events delivered and West Pier to create a public space at various locations in the town and which links to Scarborough’s marine co-ordinated from a new HQ in the Town heritage, provides commercial and Centre. business space and invests in the infrastructure needed to grow our Scarborough Cricket Club working harbour and thriving fishing Investment in this historic sports ground industry. to secure the future of First Class cricket Nature Tourism (Wild Eye) in Scarborough and retain and grow the economic benefit to local businesses it Scarborough brings, as well as increase participation A new and innovative tourism product in sport by the local community. focused on encouraging and promoting Green Construction Skills engagement with wildlife and our natural assets. The project will diversify Village this important sector and help extend Providing the equipment and the tourism season within the town. infrastructure to deliver new training in low carbon construction training techniques to our construction workforce and opportunities for higher value employment and high-quality learning. LCWIP 13 Station Gateway

FabLab + Scarborough Fayre HQ Woodend plus

Harbour Regeneration

Wild Eye

Projects associated with the cord of activity 14

Artists impression of a re-imagined Station Square 15

The direct outputs of this programme of investment for residents of the Scarborough Town Deal Area are:

16 km >15,000sqm OF NEW OR UPGRADED CYCLE OR OF NEW PUBLIC WALKING PATHS SPACE

>15,000sqm >5,000sqm OF HIGH QUALITY OF QUALITY AFFORDABLE RESIDENTIAL SPACE COMMERCIAL SPACE

52 5.3km NEW CULTURAL NEW OR EXPANDED OF NEW ARTS & EVENTS DELIVERED SKILLS & TRAINING NATURE TRAILS EACH YEAR FACILITIES Upgraded SPORTS FACILITY

The long-term outcomes of this programme will be: A Thriving Resilient & BUSTLING TOWN CENTRE & CIRCULAR ECONOMY THAT IS SUPPORTED BY A MODERN, HIGHER VALUE TOURISM ECONOMY Improved OPPORTUNITY & PROSPERITY WITHIN SCARBOROUGH & FOR ITS RESIDENTS 16

Photograph by @churchhousescarborough 17

02 Scarborough Our Town in Context 18

Profile of Scarborough

carborough is an English coastal town Scarborough’s development was linked Sin North Yorkshire. The borough of to its coastal location and harbour. Scarborough covers an area of 315 Historically the town had thriving fishing square miles and includes the towns of and boat building industries, benefitting Filey, Whitby, Scarborough and a large from the movement of goods through proportion of the North Yorkshire Moors the harbour and town such as coal from National Park. The Local Authority mines in adjoining counties and trade District is home to 108,800 people in links to Scandinavia. The town also 1 2018 having recorded limited year-on- developed a thriving tourism industry, year population growth in recent years. In having become renowned as a fact, the population of Scarborough has fashionable seaside resort and for its spa remained largely unchanged over the waters. Scarborough’s tourism trade past ten years in contrast to increasing boomed with the arrival of the railways in population levels across Great Britain 1845, leading to the rapid expansion of and Yorkshire and the Humber (7% and tourist infrastructure and visitors. The 5% increases have been recorded tourism industry is still a significant driver respectively). of economic activity attracting approximately seven million visitors to the borough each year with spending 1 Source: ONS Mid-Year Population Estimates, 2019 associated with trips to Scarborough Local Authority District generating an 2 estimated £520m between 2016-2018.

Today, Scarborough is a town that benefits from its high-quality coastal location and the natural beauty of the surrounding countryside and particularly the North Yorkshire Moors National Park. Scarborough provides a high quality of life for its residents and is one of the UK’s most popular tourist destinations. Nevertheless, it is evident that Scarborough faces significant economic challenges to becoming a growing, thriving and successful place, many of which have been amplified by Covid-19. Binding together its strengths with the large scale of opportunities in the town these challenges have the potential to be overcome with wide-ranging social and economic outcomes for its residents.

2 Source: Visit Britain - https://www.visitbritain.org/ destination-specific-research 19

Scarborough Town Deal Area

he Scarborough Town Deal Area (TDA) Tboundary is defined to address the existing challenges that pose constraints on future growth and unlock economic potential within the town. Although the interventions in the Town Investment Plan will be within the identified TDA, Scarborough which contains approximately 62,000 Town Deal Area residents, the impacts of these interventions will aim to bring benefits across a wider area reflective of Scarborough’s role as an employment and service centre for the borough and its surrounding areas.

Photo by Neil Douglas, Pixabay 20

Scarborough’s strengths, challenges & opportunities

he Town Investment Plan highlights challenges to ensuring it is a thriving Tthe strengths, challenges and town in the future, there is also an opportunities facing Scarborough which abundance of opportunity whereby inform the priority projects that have Scarborough can build on its existing been identified for Town Deal investment strengths to become an attractive town via an extensive phase of stakeholder for residents, business and visitors of all and public consultation and through ages. These factors have been used to significant development work by the Town inform and shape this Town Investment Deal board and its workstreams of Plan and the workstreams of activity and activity. objectives that have identified the project investment priorities identified This section demonstrates that while later. Further detail on these factors is in Scarborough faces a number of Appendix A.

Scarborough Open Air Theatre Jess Glynne - Photo by Scarborough News and Whitby Gazette Richard Ponter

Photo by Tim Hill, Pixabay 21 Pixabay

Mark,

David by

Photo Challenges

Low population growth Deprivation Declining Town Centre

Scarborough experiences low The TDA records high levels of Decreasing footfall in a large town population growth (0.3%) compared deprivation compared to the centre due to the growth of to the Yorkshire and Humber region regional average in terms of ‘living e-commerce is a major factor in (+3.6%) and the England average environment’; education; high and increasing retail vacancy (+5.4%). This is a symptom of employment; health and income. rates (11.9% in 2019). The falling out-migration amongst younger Areas within Scarborough’s centrally property values and rental incomes residents due to lack of located Castle Ward suffers from contribute to a lack of investment opportunities to retain them in the particular disadvantages being that is now perpetuating the decline town. Also 7.1% of dwellings in within the 2% most deprived Lower of the Town Centre as an economic Scarborough are registered as Super Output Areas (LSOAs) in hub for both the TDA and the second homes, the 6th highest England and within the 10% most borough. Furthermore, a disconnect score by district, and compared to deprived for education, exists between the busy tourist just 1% across England. This further employment, health, housing and areas of the town and the main retail stifles retention of younger crime. These high levels of core meaning tourism footfall does residents and exacerbates deprivation, across a number of not translate into significant population ageing in the town which domains are reflective of the areas spending in the Town Centre at both limit population growth. social and economic performance present. such as its low wage economy and poor levels of educational Negative perception of attainment and changing these Lower incomes and the Town Centre could serve to reduce deprivation in persistent in-work the longer-term. The high vacancy and proliferation poverty of lower value uses in the Town Average weekly earnings of borough Centre provides a perception both Underutilised labour residents was £564 in 2019, lower for visitors and residents of force than incomes were in Yorkshire Scarborough as a town in decline (£634) and significantly lower than which is likely to be deterring both Employment growth has declined England (£713). Low average visits and investment. across the TDA over the last 5 years 1 earnings are indicative of higher compared to other areas. Part-time levels of “in-work” poverty in the and seasonal employment is town. Health and well-being dominant and entrenched given the nature of the key sectors which Physical activity is associated with Peripherality and poor constrains economic growth. The overall better health. Adults are connectivity town’s unemployment rate doubled identified as being inactive if they in a month - from 2.9% in March The town is peripherally located and engage in less than 30 minutes of 2020 to 6.0% in April – moving physically constrained by the coast physical activity per week. The above the UK average of 5.1%. and the North York Moors National proportion of inactive adults in Park, and connectivity both to Scarborough in 2019 was similar to 1 Source: ONS Business Register and Employment Survey, 2018 Scarborough and within the town England (19 % locally, 22% and borough is weak. It leads to long nationally), however the proportion of journey times to and from children in Reception who are Low skills base Scarborough and limits overweight or obese in the borough opportunities for town residents is significantly higher than recorded Only 28.6% of Scarborough’s (86% of the working age population for England (28% locally, 22% residents hold degree level or live and work within the borough). In nationally). Targeting obesity is a above qualifications compared to the TDA itself, a lack of wayfinding, priority area for the Government as a regional and national figures of lack of pedestrian and cycling way to decrease premature mortality 34.2% and 40.3% respectively. Low infrastructure and poor key and avoidable ill health and action skills levels are a contributory factor gateways such as Scarborough’s should be taken to encourage in low income levels persisting in railway station are serving to behaviour which reduces its the local economy, which is likely to entrench these difficulties. prevalence. be playing a role in a sustained prosperity gap between Scarborough residents and those living across Yorkshire and England. 23

Impacts of Covid-19

carborough’s economy is being particularly hard hit by Covid-19 due to Sits reliance on the tourism, hospitality and leisure trades. Peak months of the 2020 tourist season have been lost due to lockdown measures and York and North Yorkshire LEP are forecasting a 30% annual reduction in tourism sector GVA in 2020. The emerging impact on the economy is clear, demonstrating a need to diversify the town’s economy. Scarborough’s unemployment rate has more than doubled in a month - from 2.9% in March 2020 to 6.0% in April. At that time, 29% of resident employees in Scarborough were furloughed, noticeably above the national average of 24%, resulting in a forecast 15% reduction in 2 employment across Scarborough as a result of Covid-19 . The need to diversify Scarborough’s economy and the Town Centre has never been greater.

The unprecedented social and economic conditions will be continually monitored by project partners and stakeholders. Securing and delivering the Town Deal is central to the Borough’s Covid-19 recovery plan and that of the wider York and North Yorkshire LEP.

2 Source: Covid-19 Economic recovery plan. Initial economic impact forecasts. York and North Yorkshire Local Enterprise Partnership. 24

Strengths & Opportunities

High quality of life Diversifying the town’s Solid manufacturing tourism offer base Scarborough’s coastal location means it is renowned for the Scarborough’s tourism economy is Scarborough’s manufacturing sector high quality of life it offers to its vitally important to the economic employs approximately 5,000 residents. Scarborough residents prosperity of the town, generating employees. The manufacturing and rated their overall life satisfaction as over 7m visits per annum and over engineering sectors are diverse and 7.93 out of ten in a 2018/19 survey, a £500m worth of spend within the a better qualified and trained local figure that has increased almost local economy. It is seasonal in population will be better equipped to consistently since 2011/12. This is nature and an estimated 79% of access and fill job opportunities in in excess of the national average visitors are aged over 45, however them. and is within the top 20% of repeat visits (2/3 return within 12 Local Authorities for levels of life months) and satisfaction levels are Potential to enhance its satisfaction. A significant high. This appeal and its large critical sustainability programme of investment that mass point to an opportunity to brings new jobs and investment diversify the profile of visitors to There are several opportunities to will draw new residents to the town young age groups and families enhance the sustainability of and contribute to addressing low which would facilitate an increase in Scarborough as a town to live and population growth. visitor spending. work in: The development of a Build-on digital • Investing in key gateways and Town Centre Strategy connectivity investment enhancing the Town Centre’s with private sector urban form via high quality backing Just 2.5% of premises in public realm; Scarborough have access to • Promoting green skills and Ultrafast broadband (over 100mbps), Public and private stakeholders in employment and the adoption of significantly lower than access in Scarborough have responded to green technologies by supporting Yorkshire and the Humber (64%) and the need to breathe new life into businesses and training England (61%). Mobile phone Scarborough Town Centre by opportunities with facilities that connectivity is also in need of working together to develop a Town support this; Centre Strategy. The Strategy improvement with just 58% and seeks to regenerate Scarborough 63% of the Borough served by 3G • Promoting cycling and walking to and 4G mobile phone coverage Town centre as a vibrant, mixed use 3 reduce car journeys and as a centre for all stakeholders, investors from all operators respectively - response to Covid-19 via and communities. The strategy among the lowest levels of service investment in projects that identifies the considerable in England. However, the North achieve this; and opportunity presented by Yorkshire Digital Infrastructure re-purposing empty buildings for Programme has recently received • Diversifying the town’s economy use by the community. funding via the Get Britain Building through interventions such as a initiative. The Programme will comprehensive programme of Diverse economic & enhance digital infrastructure Town Centre events and business base across North Yorkshire, including significant investment in key sites, Scarborough to improve such as the Town Centre and Scarborough’s economy provides connectivity; improve access to Scarborough Harbour. approximately 42,000 employee services; help to support jobs and over 5,000 businesses businesses in their response to across many sectors. Within this Covid-19; and enable fibre make-up, the town has particular connectivity to businesses on strengths in tourism related trades, business parks. public service administration and 3 Source: OfCom Connected Nations 2018 study manufacturing and related trades. 25

Scarborough residents rated their overall life satisfaction as

7.93 out of 10 Photos by Eloise Rawling

Photo by Nadine Doerle, Pixabay 26

Recent Investments & Successes

carborough has the opportunity to Investment in capital skills Sbuild on recent investments and projects successes to create a thriving and successful place to live, work and visit. Scarborough is benefitting from investment in post 16 learning facilities These investments and successes at both the construction skills village include: and Scarborough TEC. Scarborough Scarborough’s historic TEC has secured funding to purchase market hall electric car training equipment to enable low carbon motor vehicle The Grade II Market Hall was recently maintenance courses from 2020 as part redeveloped using £2.8m of Coastal of the UK Government’s Get Britain Communities Funding. The major Building Fund. In addition, the refurbishment provided new business Scarborough Construction Skills Village units within the Hall and added a new has secured funding from Scarborough mezzanine level offering additional retail Borough Council to facilitate its move to and office space. The redevelopment permanent premises to secure its future has led to the Market Hall being growth aspirations. increasingly used as an events space meaning new life, activity and purposes Improved rail connectivity have been breathed into this historic and to Scarborough much-loved town centre building; Rail connectivity to Scarborough is vital Town centre purpose-built given the town’s peripheral location. student accommodation Service frequency has improved to provide hourly services to and from York Coventry University’s commitment and while new rolling stock has also been ambitious growth aspirations has led introduced with increased capacity and a Scarborough Borough Council to new £7m train servicing depot has been commit to funding a £20m purpose- built in Scarborough to maintain the built student accommodation scheme rolling stock. However, further at the site of the derelict former Argos improvements to rail services are building at Newborough. Demand for needed given a lack of service reliability. the Newborough scheme is driven by CU Scarborough’s ambitious growth aspirations – rising from approximately 550 students in 2019/20 to 1,500 students by the 2022/23 academic year. 27 28

Whitby - Challenges & Opportunities

hitby, also a TDA, is a coastal town in It faces some similar challenges to Wthe borough of Scarborough located Scarborough town notably in respect of 19 miles from the town of Scarborough its peripherality and associated itself. Whitby has its own vision for the challenges of connectivity, both physical future shaped by its own challenges, and digital, a low skills base and levels of strengths and opportunities which have educational attainment, and a reliance informed the development of its own on economic sectors that are lower in Town Investment Plan. A TDA has been value, tourism particularly. Its town defined to address the existing centre is significantly smaller than challenges that pose constraints on Scarborough Town Centre and its future growth and unlock economic opportunities therefore diverge to some potential within the town. extent, but its strengths are similar and in view of the challenges it faces being comparable, it is evident that by attracting investment to Scarborough need will be addressed in Whitby and indeed vice versa. Unsplash

Hearing,

Phil

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Whitby - Challenges & Aligning with Towns Opportunities Fund Accelerated Funding

carborough has been allocated S£750,000 as part of the Towns Fund Accelerated Funding to assist economic recovery of the local area. Four projects will be delivered as part of the Accelerated Funding which the Town Investment Plan will be complementing through the further interventions. These are:

• Re-greening Scarborough high street through planting of trees, additional seating, and green screens in order to enhance the environment and utility of the Town Centre, creating an inviting place to dwell and visit.

• The introduction of digital and physical infrastructure, including free to use public Wi-Fi and the deployment of Town Centre wayfinding, gamification and augmented reality activities. These proposals will open up the town to new user demographics and diversifying Pixabay

the economy, extend the visitor season Hill,

and reduce digital exclusion. Adam

• Installing vinyl artwork and public by artworks- working with landlords, local

creative sector and the community to hoto design and install artwork vinyl’s on P empty premises and /or storage and underutilised areas of existing premises within the Town Centre. Addressing the unwelcoming appearance of vacant and unsightly premises and creating a vibrant and contemporary atmosphere within the town. Unsplash

• Working with Yorkshire Wildlife Trust, Ilyahov, English Heritage and the local creative sector we are seeking to create the Maxim first “Wild Eye” nature observation by platform at Scarborough Castle. Photo 30

Photograph by Eloise Rawling 31

03 Strategy 32

Vision – A Statement of Ambition

The vision for the Town – a statement of ambition - has been defined in consultation with key stakeholders and agreed by the Scarborough Town Deal Board. The vision builds on existing ambitions for Scarborough, aligning with the recently approved Scarborough Town Centre Strategy.

he strategy for Scarborough has been developed to respond to its Tcircumstances, including both the challenges it faces and the strengths and opportunities presented in this Town Investment Plan. Section 2 has highlighted the key priorities on which to build. This has identified several primary investment drivers in Scarborough and together with the priorities provides the context for the vision and objectives for the town as set out below.

Artists impression of a re-imagined St Helens Square 33

Vision

By 2035 Scarborough will be a rejuvenated town, the premier Yorkshire coastal destination for, visitors and businesses.

We will do this by encouraging a range of opportunities in the town and along the coast, with new activities, a thriving cultural scene and more dynamic physical and digital infrastructure.

The arrival points and the public areas are welcoming, providing places to rest, socialise and to navigate onwards to the seafront and other points of interest.

Our vision is centred upon coastal culture, family and enterprise. A future based on ‘quality of life’ and a healthy environment.

With a quality offer for locals and tourists, Scarborough can build on its assets to promote a healthy, prosperous place to live, work and play.

Our modern coastal town embraces well-being, arts and innovation, supports its existing business community and welcomes new sustainable, forward-thinking entrepreneurs. The town creates new opportunities for high quality learning and employment.

The town is ‘living’ its strategic ambition for physical transformation, forging stronger connections from station to shore: with its modern, greener high street and embracing the potential of the harbour and wider seafront.

There is a growing network of interesting public spaces to explore and linger. The town is better linked through its transport options, which include cycle routes, well signposted and uplifting walking routes, along with a growing infrastructure and network for private and public electric transport.

The town is recognised for its year-round programme of distinctive events and festivals, which celebrate Scarborough’s bountiful natural assets and pioneering independent culture. 34

Objectives & Targets

The vision is underpinned by a set of 7 strategic objectives:

Scarborough Create a cord of activity from Station to Shore: Cricket Club 1 our modern High Street

Reimagine the Public Realm as a network of 2 interesting spaces to explore and places to linger

A greater range and better linked 3 transport Options 4 Realise the potential of the Harbour

Encourage deeper connections with our 5 natural assets 6 Host a range of events and festivals

Pioneer community rooted businesses 7 and organisations 35

Cycling & Walking Improvements

Scarborough Cricket Club

Fablab+ Harbour Woodend PLUS Regeneration Scarborough Fayre

Station Gateway Nature Tourism Scarborough (Wild Eye)

Green Construction Skills Village

9 Priority Projects associated with the Town Deal 36 LCWIP

Create a cord of activity from Station to Shore: Our modern High Street

he High Street will be re-imagined as a Ttransitional space which hosts a cord of economic activity through the town core. This is a vital movement corridor but is currently reliant on a monoculture of retailing, and has a varying quality of public realm. The objective is to reconfigure this space to accommodate different uses and activities and help to build the resilience of this important corridor. The Station and the Harbour will be enhanced as two key anchor points which support either end of the High Street. From arrival in Scarborough at the Station, a natural flow of pedestrian movement through spaces of commercial, retail, cultural, residential and independent trading will be encountered.

The key public realm areas and pedestrian routes in the town will become welcoming, vibrant and attractive for residents, workers and visitors with associated benefits from the increased economic activity. By re-imagining our High Street in a flexible and transitional way we will build resilience to future economic downturns and cater to a 21st century town centre. Retail uses will be concentrated into a compact area which opens up the possibility of mixed uses and increased footfall. The High Street will help to consolidate Scarborough’s offering and will ensure the town core becomes a hub of activity and perceptions of it improve making this a core objective to the vision. Photography

BWK

by

Photo LCWIP 37 Station Gateway

FabLab + Scarborough Fayre HQ Woodend plus

Harbour Regeneration

Wild Eye

Projects associated with the cord of activity 38

Re-imagine the Public Realm as a network of interesting spaces to explore and places to linger

o address the significant variance in Tthe quality of the public realm within Scarborough, this objective seeks to bring cohesion across the public realm and deliver a high-quality streetscape which will help to weave the town’s assets and destinations together. New wayfinding initiatives, exemplified by a nature tourism trail and an arts trail from the Woodend centre will help to signpost attractions and improve and potentially diversify the visitor experience. Physical improvements and developments in the Town Centre which accommodate creative activity will help to promote dwell time as well as helping to create legibility by facilitating new channels of pedestrian movement, which together will increase footfall.

In contrast to the expansive surrounding countryside and coastline, the town is intimate and can feel disconnected and illegible in parts. New spaces and strengthened walking and cycling connections will encourage people to explore and linger within the Town Centre, increasing footfall and helping to improve the perceptions of residents, workers and visitors. St Helens Square - Visualisation by Corstorphine and Wright Architects 39

A greater range of and better linked transport options

aking Scarborough feel more Maccessible to all is an important objective to the vision. Improved walking Transport Hub – residents and cycling connections will help to and tourists - With the create an inclusive town and also open up opportunities within the south of it. gorgeous train station at its heart Scarborough would This will encourage multi-modal and benefit from an integrated linked trips by sustainable means. Improvements to the walking and cycling transport hub helping to network will encourage greater bring the public into the recreational use of sustainable travel centre of Scarborough whilst methods, encouraging the shift to active travel choices and supporting the health allowing them to easily and wellbeing of local people. reach the tourist options The realisation of this objective will also around the borough through see an increase in environmental quality public transport. through good placemaking, delivering a welcoming destination for visitors, and Sean - 20th May 2020 providing a close relationship to Station Gateway Scarborough’s economic hub, the Town Centre.

Artists impression of a re-imagined Station Square 40

Realise the potential of the Harbour Design

Hemingway

by

Visualisation

Develop the harbour as a he harbour is an important anchor seafood/local food hub - Twithin Scarborough; it is the hub of the fishing and maritime industry that sits at Scarborough needs to make the heart of Scarborough’s heritage and more of its harbour area. The marks the convergence of different uses pontoons were a great start from the High Street and along Foreshore/ Sand Side. This objective of and changed the atmosphere the vision seeks to unlock the potential of hugely. The spare buildings this space and strengthen its purpose and around the harbour could be role within the Town Centre, creating a key destination in the east of the town which re-purposed as an upmarket will draw people from afar into the heart food area, to match the Old of Scarborough.

Market just up the road. Renewal and regeneration of the Harbour Innovative sea food that will and West Pier will create a shared public support the local fishing space where industry exists alongside mixed-use commercial, training and industry, encourage purchase catering spaces. of top quality locally caught The creation of the ‘Scarborough seafood and develop the town Seafood Hub’ will help to create a as a seafood centre on the tangible link to the fishing industry and East Coast. the town’s heritage. It will become a focal point to promote sustainable seafood Magnus - 5th July 2020 and help to create a new brand identity Harbour Regeneration for Scarborough. 41

Encourage deeper connections with our natural assets

ncouraging deeper connections with Enatural assets is another important objective. Scarborough is surrounded by wildlife and special landscapes, and the vision sees the celebration of assets on the town’s doorstep, diversify the visitor and tourist economy and capture potential of increased domestic tourism. Projects like Wild Eye aim to use the beauty of the natural environment to create more new green jobs and support sustainable behaviours. Photo by Eloise Rawling

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Gazette

Whitby

and

Ponter

News

Richard

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Photo Scarborough

Photo by Eloise Rawling 42

Host a range of events & festivals

his objective aims to secure and build Tupon the success of regular events and festivals in contributing to Scarborough’s economy. Scarborough Fayre will continue to serve to showcase the Town’s entertainment offering in an impactful re-invigoration of its role which will extend the tourist season via a year-round programme of events.

Ensuring that the town’s sports facilities are fit for purpose and are able to continue to host the highest possible grade of events is important in ensuring that the jobs and businesses sustained by the increased and more diverse audiences these attract, as well as promotion of physical activity through sport, are retained for the future. By delivering on this objective, Scarborough’s profile on a regional and national scale will also be raised which will improve perceptions of the town and build the sense of pride amongst residents, and potentially stimulate investment.

Festival Square Visualisation Photos by Scarborough News and Whitby Gazette - Richard Ponter 43

Pioneer community rooted businesses & organisations

upporting the self-employed, learners Providing learning and skills Sand small and micro-enterprises development opportunities and jobs in through community focused workspace higher value added professions will be and training and skills provision will key to improving the low income levels facilitate entrepreneurship, business currently prevalent in the town which growth and skills development amongst in-turn will reduce deprivation; residents. Investments will raise supporting the infrastructure that community credentials, improve the provides these opportunities is local economy and commercial considered to be a priority objective. wellbeing, and provide opportunities for locals both in respect of employment, skills and related benefits.

Facilitating entrepreneurship and promoting business growth relies on the provision of modern workspace and training facilities with digital infrastructure which relieves business constraints, supports productivity growth and resilience of operations. In a world where remote working is becoming increasingly prominent and reliance on technology is growing, high quality and accessible digital provision is important to retain competitiveness and continue to stimulate business activity. Unsplash

Gil,

Pedro

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Photo by Social Cut, Unsplash 44

Prioritisation Process & Towns Fund Project Identification

Priority Areas of Focus

he development of the Town Representatives from the Town Deal TInvestment Plan has followed a Board have worked collaboratively to rigorous prioritisation process identify and progress the priority areas for identifying short, medium and long term investment detailed below by forming interventions required to deliver the workstreams that drew upon external vision and objectives for Scarborough. expertise and partners where appropriate. The priority areas of focus for the The workstreams of activity undertaken Scarborough Town Deal are presented by the Scarborough Town Deal Board are below. These priorities have been set out in Table 1. developed via a process that includes significant engagement with stakeholders from the public, private and community sectors in Scarborough, led by representatives from the Scarborough Town Deal Board. Photo by Eloise Rawling 45

Workstream Statement of success

By 2035 Scarborough is a well-connected town with convenient, accessible and integrated public transport across the Borough and to Connectivity the wider world by a fast and efficient rail and roads. The town embraces active travel which is supported by a fantastic choice of green travel options. There are also excellent opportunities connect digitally through a range of fully integrated digital opportunities in the Town.

By 2035 Scarborough’s cultural programme will be a highly regarded calendar of year-round events celebrating local traditions and the best of new culture and arts. The town itself will be the star of the show, Culture, leisure visitors and locals can comfortably wonder the picturesque streets and & special take in the fantastic views across the bays, surrounded by our places distinctive architecture and traditional buildings. The town has a natural draw for those who enjoy sporting activities with a focus on water sports, walking, and a network of good quality pitches to participate in well-organised leagues and clubs.

By 2035 Scarborough will have a national position for training and Resilience & employing individuals in the key areas of sustainable development. In keeping with this ethos, the town promotes energy efficiency in every sustainability new development and seeks to reduce consumption in existing buildings and homes

By 2035 Scarborough has a resilient and talented workforce and is recognized as an area where people are supported to fulfil their potential. Alongside the established manufacturing and engineering sector, there are growing innovations in tourism, digital, creative and renewable and carbon reduction technology. Our businesses are supported by strong strategic partnerships between business, Skills & education and culture. Enterprise Scarborough embodies an entrepreneurial culture and pioneering spirit as the town continues to support and nurture its start-up, social and home-grown enterprises as well as attracting like-minded businesses to the area. To support this there is a good supply of flexible office and commercial spaces and, within the beautiful town centre setting, a thriving hub of distinctive maker and co-worker spaces.

By 2035 Scarborough units in the Town Centre are sort after by independent businesses of all shapes and sizes. The high street is a mix Thriving Town of, businesses, shops and homes from Station to Shore. Along the Centre length of the High Street are ‘gems’ such as the Stephen Joseph Theatre, a creatives hub, a centre for great retail and a quirky and well used market.

Table 1. Workstreams chosen and statement of success 46

owns Fund investment is critical to This ambitious and focused programme Tthe successful delivery of this of investment is proposed on the basis investment plan and the future of that it is deliverable within the timescales Scarborough and particularly it’s town set out in this Plan based on the centre, harbour, key gateways and the borough’s track record of securing future prospects of its residents. It will funding and delivering regeneration support early interventions as part of our priorities. The governance structures longer-term vision, catalyse positive and processes we have put in place only change in our town and support our act to strengthen our ability to develop sustainable and inclusive growth compliant business cases for each ambitions. shortlisted scheme and then deliver these priorities once funding is secured. The Town Deal priority projects requires £25m of Towns Fund investment to The following projects have been deliver a transformational programme of shortlisted for Town Deal funding via the interventions, predominantly focussed development and prioritisation process on regenerating and bringing new uses summarised further below. They provide to key town centre sites; investment at a comprehensive and co-ordinated set key gateways; diversifying the economic of investment priorities that will deliver offer and investing in projects that will the vision of the Scarborough Town Deal enhance skills and levels of and generate wide ranging social and entrepreneurship. The spatial focus of economic outcomes for the Scarborough. the Investment Plan is primarily This package of Towns Fund projects Scarborough Town Centre and the has been identified to kick-start the acceleration of priority projects from an delivery of the vision for Scarborough. emerging strategic masterplan for wider The projects represent a first step in the scale investment in the Scarborough delivery of a long-term ambition for the area. It dovetails where possible with the town, providing the foundations from strategic priorities identified in the which future investments can build on. Scarborough Town Centre Strategy in Table 2 to the right summarises the order to generate the maximum impact proposed Towns Fund interventions and and benefit for Scarborough. the funding ask for each intervention.

The investment programme will directly and indirectly complement existing and proposed public and private sector priorities such as the purpose-built student accommodation scheme at Newborough. Rather than an approach which spreads our investment activity across the Borough, our approach will stimulate and maximise further private sector investment in the town and will, in time, generate opportunities for our residents. The focused and targeted approach to regeneration we have prioritised will generate a significant economic return. This excludes the softer outcomes these schemes will inevitably deliver for Scarborough such Unsplash as renewed confidence and pride in Scarborough and unquantifiable Noack, improvements to resident, visitor and investor perceptions that bring the opportunity to further drive inward Jonathan investment and economic growth. by

Photo 47

Town Objective Description Ask (£)

The Station Gateway is a project aimed at delivering improvements to Scarborough Station and surrounding area to create a strong arrival in the Town and bring together significant commercial uses around the station. The project will be co-ordinated around a high-quality public realm including a prominent new Station Square. The purpose of improving this area is to create better connections to the High Street and on to the shore area and to establish opportunities for commuters to connect to a range of transport opportunities, including: onward bus connections; a state-of- Station Gateway the-art cycle hub; and reliable and frequent train travel. It has the potential 6.68m to be a catalyst in the delivery of a significant commercial quarter which includes; the station building (3,690 sq. m); station square and substantial public realm upgrades; to better connect the Station east to the High Street and on to the Harbour and shore (12,600 sq. m); bus depot (3,100 sq. m); improved and better linked bus waiting facilities; taxi rank; car parking for both station users; visitors to the Town Centre and Local Businesses; new and refurbished buildings offering commercial office space with the potential for quality studio and apartment living to support the student and key worker sectors.

The project seeks to establish and implement the majority of the measures outlined in the Scarborough Local Cycling And Walking Infrastructure Plan (LCWIP), in particular connections to and from the Town Centre to the Colleges and the Cinder Track. The LCWIP will Cycling & contribute toward the North Yorkshire Local Transport Plan due to the walking wide-ranging way that walking and cycling, as a mode of transport, can improvements deliver benefits to individuals and wider society. At a local level, the 5.75m - Scarborough LCWIP will complement Scarborough’s aims for better opportunities to Town & beyond access work and leisure activities, and have wider benefits for the environment, health, air quality, and social cohesion. Objectives include producing an evidence-based walking and cycling network plan; identifying early network investment priorities and potential interventions, securing stakeholder “buy-in” for the network and the investment priorities.

The project consists of the renewal and regeneration of the Harbour and West Pier to create a public space which links to Scarborough’s marine heritage, provides retail and workshop space for catering, food and creative industries and preserves the pier as a working harbour with a thriving fishery. Existing Grade 2 buildings will be renovated to allow better domestic sales of local fish products, restaurant/food hall offering (with defined links to local education sector) and workshops/retail space Harbour encouraging greater footfall and visitor spend. The project aims to 5m Regeneration integrate the fishing industry with the vibrant tourism and visitor economy and the local community, capitalising on the history, culture and visual spectacle of the working harbour. The project seeks to re-imagine a new working harbour by; renovating and re-purposing 7 existing buildings including a Grade 2 listed structure; creation of accessible space for creative industries and related retail activity; creation of 15 market units/commercial kiosks; creating 2,100 sq. m of high quality open/flexible event space; and provision of new 21st century fisheries infrastructure.

Table 2. Summary of Towns Fund Investment Projects 48

Town Objective Description Ask (£)

Wild Eye on Scarborough will create an alternative tourism offering to complement what traditionally the UK public expects of the first British resort (a sandy beach, cafés and entertainment facilities) and produce an alternative ‘nature view’ or ‘eye’ of Scarborough. It will provide artworks and viewing platforms together with digital marketing with live cameras as a new arts-nature tourist experience alongside the first green Wild Eye on accreditation and green hospitality training programme delivered by 1.88m Scarborough - Coventry University Scarborough in association with Welcome to (including Yorkshire. The project builds on the post-lockdown long-term 0.188m Scarborough’s revenue nature tourism opportunity for increasing domestic tourism, the need for green growth, circular economy and green jobs, towards becoming Carbon neutral and funding) the related raised awareness of the importance of nature to our wellbeing and enjoyment. It is hoped this new nature and arts tourism product will be created as part of building the recognition that the North is a key destination for both nature and cultural tourists. Previously the South West has been famous for its nature tourism and arts tourism has centred on cities.

FabLab+ is a proposed skills and training centre in Scarborough Town Centre that will create new opportunities and provide new, modern and in demand skills such as robotics, 3D modelling and printing and audio lab and sound engineering for local people. The aim of the project is to establish over 750 sq. m of digital space providing open access to digital 1.4m fabrication tools, education workshops, co-working space, digital (including FabLab+ entrepreneur support and ‘making’ events. This will involve the purchase of 0.2m a two-storey building which will create a FabLab+ workshop space on the revenue ground floor. The second floor will have commercially focused co-worker funding) space encouraging co-working, business incubation, product realisation and mentoring. Links will be made with training providers including FE (Scarborough UTC) and HE (Coventry University Scarborough), local community groups and business. FabLab+ partners will be at the forefront of this new initiative.

The Woodend PLUS project is the next phase of a media centre provision for businesses that have outgrown the existing Woodend Creative Industries Centre site on the Crescent in Scarborough. New provision will utilise an empty retail space in the Town Centre to establish a new central creative units and incubator spaces. The town centre location is key to this project. A central site populated by creative practitioners will help bring a sense of animation and alternative community spirit to the town. It Woodend PLUS is envisaged that the ground floor will include a new “Museum on the 2m High Street” (MOTH), located in the same building as the creative units forming innovative links between the creative industries and Scarborough’s cultural and heritage assets. The MOTH will engage Scarborough’s diverse socio-economic population and will reduce barriers to participation and engagement. A multifaceted, community owned, cultural space, linked to a high-quality museum offer and local business, will connect local people to their heritage, education and skills, as well as their own community and creativity. 49

Town Objective Description Ask (£)

This project seeks to launch a new, year-round programme of cultural regeneration called Scarborough Fayre which links a series themed cultural and heritage events delivered at various locations in the town. The themed cultural events and outputs include performance, visual art, crafts, music, food, film, sport and heritage pieces. The project would give the festival a home in the form of a restored building on the High Street. This headquarters and ‘community hub’ will consist of a café, gallery, community meeting space and focus for social projects 1.5m Scarborough and cultural activities, providing year-round events particularly out of (including 0.5m Fayre season which improve the lives of the inhabitants of the Town. Scarborough Fayre will generate an instantly, internationally revenue recognisable ‘brand’, which could take centre stage in attempting to funding) regenerate and repackage the town - both as a place to visit and a place to live. This would strengthen and diversify the profile of visitors, encouraging tourists, and residents to spend more time and money in the Town Centre strengthening the local economy. The scheme will also aim to use Scarborough’s cultural capital to refresh Scarborough’s image, attract skilled people, promote inward investment and improve ecological sustainability.

Scarborough Cricket Club on North Marine Road is a historic cricket venue hosting First Class county cricket and with inextricable ties to the local community and a legacy of inspiring sporting achievement both within the town and the wider region. Some of the infrastructure within the ground is aging and needs significant investment if the ground is to continue to host First Class matches. Improvements to Scarborough Improving Cricket Club will include enhancement of the pitch, grounds Scarborough infrastructure including improvements to security and accessibility, 0.25m Cricket Club dedicated changing facilities provided for women, and remedial works to improve health and safety issues. These would secure the future of county cricket at the venue and with it the economic benefits it generates directly through larger and more diverse audiences and associated spending. Facilitating the establishment of a women’s team will have a positive effect on health and well-being in this group, and will allow the possibility of staging women’s games at the ground providing further economic benefits.

The project is to expand the existing Scarborough Construction Skills Village offer, to increase the range and level of training courses available and intake of learners. The existing Construction Skills Village has a successful track record in providing skills, training and education to Green assist people into careers within the construction industry. The project Construction would see the development of a timber frame academy that will facilitate 0.535m Skills Village the upskilling of existing contractors with the skills and knowledge required to be able to build low carbon homes. It will also provide the space, resources and equipment required to train people on installation of low carbon heating and power systems. It will form a more attractive offer for young people to enter the construction industry and retaining talent in the area. 50

Approach to project prioritisation

he workstreams developed project strategic masterplan for wider scale Tproposals that addressed the investment in Scarborough. These challenges and opportunities within projects are listed in Appendix B. Scarborough. These project proposals have the” potential to deliver the The approach to prioritisation was Scarborough Town Deal vision and tested and agreed with Scarborough significant positive change to the town. Borough Council and the Scarborough Project proposals were then tested and Town Deal Board. It scored long listed prioritised by the Scarborough Town projects based on a two-phase method. Deal Board with input from external Projects were scored based on the consultancy support. following criteria: Long-list development – Strategic fit consultation & engagement The extent to which schemes fit with the objectives The prioritisation process undertaken of the Town Deal Prospectus and local economic to identify the priorities within this development priorities such as: Investment Plan was underpinned by a. The priorities driving Scarborough’s extensive stakeholder engagement and ‘Building a Better Borough’ initiative: development activity undertaken by the workstreams detailed above. The i. Vibrant town centres; workstreams were comprised of Town ii. A premier visitor destination; Deal board members who engaged with relevant parties and external expertise iii. A good quality home for all; and to develop detailed project proposals for Town Deal investment. Consultation iv. A clean, green and attractive environment. with the community played an integral part in this process, with the details b. York and North Yorkshire Local Enterprise regarding involvement being set out in Partnership’s Local Industrial Strategy: Section 4. Engagement with them via i. Invest in places, communities, identity visioning sessions resulted in their and culture to drive productivity; needs and project ideas being captured. Comments were analysed, key themes ii. Unlock constrained growth and realise were identified, and the workstream productivity potential; and groups worked with these to identify iii. Leading the transformation to a carbon around 30 projects for further negative circular economy. consideration. This approach has ensured the projects Short-listing and appraisal taken forward are clearly aligned with the Town Deal and local policy A long list of projects being proposed objectives and would therefore for Town Deal investment required contribute to a robust Town Investment shortlisting into a set of priorities that fit Plan. Weighted scores were applied to with requirements of the Town Deal. each scheme based on their fit with Projects not shortlisted are still being both Town Deal and local policy progressed as part of the emerging priorities. 51

Assurance

Schemes were tested against the principles of the Green Book and typical approaches to business case appraisal. A proportional approach was taken to testing scheme assurance as most of the schemes identified to date are at an early stage of development. A full ‘assurance process’ (e.g. undertaking a detailed assessment of scheme Benefit and Cost Ratios and an options assessment) was not considered appropriate he approach to prioritisation provided given the early stage nature of many of the Ta scored and ranked list of early schemes. Instead, schemes were tested against investment priorities. Assessing projects the following criteria in line with the principles of against both a strategic and assurance the Green Book: dimension also ensured gaps in project evidence were identified. This was particularly beneficial for projects that ● Strategic case: provided a strong strategic fit but where further development work was required -D oes the scheme strongly align with to meet the assurance requirements of national and local policies, programmes the assessment framework. In these and strategies? instances, the gaps in evidence were ● Economic case: reported back to workstreams as the basis for further development work. -W ould the scheme have the potential to These projects were re-assessed after be transformational in its impact? information gaps were filled resulting in the prioritised set of projects that are -W ould the scheme provide a positive

presented for Town Deal investment in economic return? this document. ● Financial case:

-I s the scheme considered affordable given the amount of Town Deal Funding requested?

-W ill the scheme leverage funding from sources other than the Town Deal?

● Commercial case:

-D oes the scheme demonstrate clear evidence of demand, need, or stakeholder support?

-I s the scheme considered viable and sustainable?

● Management case:

-D oes the schemes delivery fit with the

timescales associated with Town Deal funding? Dust -D oes the lead body have a track record of successfully delivering similar (size or theme)

Invisible

schemes? by

Photo 52

Rating Description Very High - Comprehensive evidence of the scheme addressing a VH criterion H High - Robust evidence of the scheme addressing a criterion M Medium - Variable evidence of the scheme addressing a criterion L Low - Weak evidence of the scheme addressing a criterion VL Very Low - Very weak evidence of the scheme addressing a criterion NE No Evidence available to score a scheme against a criterion Table 3. Scoring Table Key

Strategic fit Economic Financial Commercial Management Town Deal Wider case Priorities policy fit

LIS

exist

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LEP

Back within

applicant

delivering

/

Deal land fit

support

leverage Build provide Riding

and considered or funding? body

considered Town

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scheme for

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impact? successfully schemes?

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scheme ask response) demand the

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extent extent extent extent extent extent extent c nd

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a North a

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the what what what what what what what what

tter Initiative tter onomic

kills ave on-Town iable imilar he ransformational unding or including S Urban To n To f To v To To ( Connectivity York, Scarborough Be To t To ec To f t h s

Weighting 35% 5% 5% 20% 15% 10% 10%

Station Gateway H NE HHH NE NE NE NE NE NE NE VH

Cycling and walking improvements VH NE VH HH M NE NE NE NE NE NE VH Scarborough town and beyond

Harbour VH VH M H VH VH H NE H VH MM VH Regeneration

Wild Eye on Scarborough H M VL Ne M H M NE NE H L NE VL Scarborough’s nature tourism

FabLab+ H L NE HHHH VH NE VH HH VH

Woodend PLUS HH NE M HH M HH NE HH NE

Scarborough Fayre H VH HHH M H VH H VH MM NE

Improving Scarborough Cricket VH VH NE VH VH H MMM VH M H VH Club

Green Construction VL VH NE VH VH HH VH VH VH VH VH NE Skills Village

Table 4. Assurance Multi-criteria prioritisation assessment 53 54

Strategic Plan

The strategy to deliver the Town Investment Plan is based on a clear understanding of Scarborough’s challenges, needs, strengths and opportunities. The ambition for the Town Investment Plan is to create the conditions for sustainable long-term economic growth, which responds to local development needs and delivers inclusive growth.

elow we set out for each of the five workstreams identified above the Brationale and need for intervention within a comprehensive logic chain for each of the nine Towns Fund investment projects. Further details on the rationale, inputs, activities, outputs and outcomes for each project are set out within The Town Investment Plan Section 2 (provided separately).

Artists impression of a re-imagined Station Square 55 Connectivity

ION GATE AT W T AY S RATIONALE

STRATEGIC CONTEXT NEED FOR INVESTMENT

● Local strategies, including ● Poor sense of arrival to Scarborough Town Centre, led by station gateway -Y &NY LEP Covid-19 Economic Recovery ● Improved rail connectivity to Plan (2020) Scarborough has intensified this issue

-S carborough Local Plan (2017) ● Declining high street retail and footfall has created a disconnect between the -S carborough Town Centre Strategy busy tourist areas and main retail core (2018) ● ● An economy characterised by low UK Industrial Strategy & Clean Growth wages and seasonal employment Strategy (2017) ● A need to diversify the profile of visitors ● Creating Growth Cutting Carbon (2011

INPUTS

● £6.68m Towns Fund capital investment

● Stakeholder engagement & partnership working

ACTIVITIES OUTPUTS OUTCOMES & IMPACTS ● ● Creation of high-quality public 12,600 sqm of new public ● Short term: Increased use of realm including a new space Scarborough station and new prominent Station Square jobs created. ● Repurposing of town centre ● ● Redevelopment of the area floorspace (13k sqm of Medium term: Improved around Scarborough station residential and 8-10k sqm of experiences for visitors to Scarborough, increase ● commercial space) Improved transport facilities number and value of tourism ● including station and Delivery of station visits, increased footfall bus depot improvements (3,690 sqm), throughout Scarborough bus depot (3,100 sqm), taxi ● rank and car parking. Long term: Improved opportunity and prosperity in Scarborough, development of a bustling and thriving town centre 56

Photo by Sabine van Erp, Pixabay 57 Connectivity ENT IN CYC TM LIN ES G INFRASTRU G V IN CT & N LK U I A RATIONALE R W E

STRATEGIC CONTEXT NEED FOR INVESTMENT

● Local strategies, including ● Opportunity to increase active travel and deliver the LCWIP -L ocal Cycling and Walking Infrastructure Plan (LCWIP) ● Lack of existing share and hire facilities

-S carborough Local Plan (2017) ● Peripheral areas of the town suffer from relative isolation and physical barriers, -N orth Yorkshire Local Transport Plan escalated by a lack of wayfinding (2015) ● Build upon the propensity to undertake ● Emergency active travel fund (2020) journeys via active travel modes in ● Cycling and Walking Investment Scarborough Strategy (2017) ● UK Industrial Strategy (2017)

INPUTS

● £6m Towns Fund capital investment ● £3m planned match funding from North Yorkshire County Council ● Stakeholder engagement & partnership working including LCWIP

ACTIVITIES OUTPUTS OUTCOMES & IMPACTS ● ● Delivery of the following 16km of new walking and ● Short term: Increased walking and cycling routes: cycling routes accessibility to and within Scarborough Town Centre -E astfield to Scarborough ● Wider cycling infrastructure ● such as cycle parking Medium term: Improved -E astfield & Cayton Central health and wellbeing of Spine Scarborough residents ● -C inder Track Connections Long term: Improved opportunity and prosperity in -S carborough Central Scarborough, development of Corridor a bustling and thriving town centre Culture,58 Leisure & Special Places

REGENE OUR RA B TIO AR N H RATIONALE

STRATEGIC CONTEXT NEED FOR INVESTMENT

● Local strategies, including ● Maximising the potential of Scarborough’s maritime history and the -Y &NY LEP Covid-19 Economic growing leisure marine industry Recovery Plan (2020) ● -S carborough Local Plan (2017) A need to increase aspirations among Scarborough’s young people -S carborough Town Centre Strategy (2018) ● An opportunity to build on ● Visit England’s five-year strategy (2020) Scarborough’s existing successful events programme ● UK International research and innovation strategy (2019) ● Seafood 2040 (2018

INPUTS

● £5m Towns Fund capital investment ● Stakeholder engagement & partnership working

ACTIVITIES OUTPUTS OUTCOMES & IMPACTS ● ● Renovation and repurposing Delivery of 2,370 sqm of ● Short term: Increased of existing buildings commercial business space diversity of the tourism offer in ● ● Scarborough, increased levels Creation of creative industries, Delivery of 2,100 sqm of new of entrepreneurial activity and market retail and flexible public spaces new jobs. events spaces ● Upgraded and protected ● Medium term: A vibrant and ● Provision of new 21st century prominent landmark and rejuvenated harbour, fisheries infrastructure community facility increased number and value of tourism visits, improved ● Rationalisation of car parking perceptions and sense of pride for Scarborough ● Long term: Resilient and circular economy supported by a modern tourism sector 59

Image by Hemmingway Design Culture,60 Leisure & Special Places RBOROU SCA GH ICKET CLU CR B RATIONALE

STRATEGIC CONTEXT NEED FOR INVESTMENT

● Local strategies, including ● Aspiration to retain and build upon 1st class cricket -Y &NY LEP Covid-19 Economic Recovery Plan (2020) ● Infrastructure is ageing and needs improvement to continue to host vital -S carborough Town Centre Strategy First Class matches (2018) ● Vital for local sports culture and -S carborough Building a Better inspiring the community Borough (2020) ● ● Diversify the profile of visitors and the Visit England’s five-year strategy (2020) visitor offer ● Sports England’s Shaping our Future (2020)

INPUTS

● £0.25m Towns Fund capital investment ● Stakeholder engagement & partnership working including Yorkshire Cricket Club

ACTIVITIES OUTPUTS OUTCOMES & IMPACTS ● ● Enhancement of the pitch Upgraded and protection of a ● Short term: Improved tourism ● major sports venue in the area offer, first-class sporting Grounds infrastructure and community asset for facility for the community and including improvements to the schools and local people increased participation in west stand sport. ● Improved facilities including ● ● Essential upgrades to security, Medium term: Increased dedicated changing facilities number of visitors to the town, accessibility and remedial for women works to improve health increased sense of pride for and safety Scarborough by hosting community and school events and improved perception as a destination ● Long term: Resilient and circular economy supported by a modern tourist economy Resilience61 & Sustainability BORO SCA CAR UGH E ON RBO S EY TO R D URE URI OU IL AT SM G N H W RATIONALE

STRATEGIC CONTEXT NEED FOR INVESTMENT

● Local strategies, including ● A need to diversify the profile of visitors and the visitor offer -Y &NY LEP Covid-19 Economic Recovery Plan (2020) ● Maximise the potential of a thriving -Y & NY LEP’s Local Industrial Strategy cultural and creative sector (2020) ● Lead Covid-19 recovery by capitalising ● Visit England’s five-year strategy (2020) on the increasing domestic tourism, ● UK International research and need for green growth and green jobs, innovation strategy (2019) and importance of nature to wellbeing ● Arts Council 2020-2030 Strategy (2020) ● Net Zero Carbon objectives

INPUTS

● £1.692m Towns Fund capital investment and £0.188m Towns fund revenue funding ● £0.110m planned match funding ● Stakeholder engagement & partnership working including Yorkshire Wildlife Trust and Invisible Dust supported by various partners

ACTIVITIES OUTPUTS OUTCOMES & IMPACTS ● ● Creation of artworks and 4.5km nature trail ● Short term: Increased diversity viewing platforms together ● of the tourism offer in with digital marketing with live 5 new visitor centres and Scarborough platforms to create a new cameras ● tourist experience in Medium term: Increased ● First green accreditation and Scarborough number and value of tourism green hospitality training visits, improved experiences programme delivered by for visitors to Scarborough Coventry University ● Long term: A resilient and circular economy supported by a modern tourism sector, improved opportunity and prosperity 62Skills & Enterprise

FABLAB+

RATIONALE

STRATEGIC CONTEXT NEED FOR INVESTMENT

● Local strategies, including ● A need to increase skills at Level 3+

-Y &NY LEP Covid-19 Economic ● A need to increase aspirations among Recovery Plan (2020) Scarborough’s young people

-Y & NY LEP’s Workforce Skills Strategy ● High levels of deprivation in the town led (2019) by the income, employment and education domains -S carborough Employability and Skills Plan (2015) ● Vacant retail units in key town centre locations ● UK International research and innovation strategy (2019) ● Diversification of the economy into new, high value sectors ● UK Industrial Strategy (2017)

INPUTS

● £1.2m Towns Fund capital investment and £0.2m Towns Fund revenue funding ● £0.3m co-funding contribution from private sector or sponsorship ● Stakeholder engagement & partnership working including Save9

ACTIVITIES OUTPUTS OUTCOMES & IMPACTS ● ● Purchase of two 750 sqm of shared workspace ● Short term: Increased storey building and innovation facilities for entrepreneurial activity, skills training and co-working increased business start-up ● Delivery of a new skills and ● and survival rates, reduced training centre with specialism Business support through town centre vacancy in robotics, 3D modelling and Yorkshire in Business ● sound engineering Medium term: Increase number of high-value jobs and ● Collaboration with businesses training providers ● Long term: Improved opportunity and prosperity in Scarborough, development of a bustling and thriving town centre Skills &63 Enterprise

ODEND PL WO US RATIONALE

STRATEGIC CONTEXT NEED FOR INVESTMENT

● Local strategies, including ● Declining high street retail sales leading to increased vacancy rates and -Y &NY LEP Covid-19 Economic decreased footfall Recovery Plan (2020) ● Negative perceptions of the Town -Y & NY LEP’s Workforce Skills Strategy Centre (2019) ● Maximise the potential of a thriving -S carborough Employability and Skills cultural and creative sector Plan (2015) ● A need to increase skills at Level 3+ ● UK International research and ● High levels of deprivation in the town led innovation strategy (2019) by the income, employment and ● UK Industrial Strategy (2017) education domains

INPUTS

● £2m Towns Fund capital investment ● Stakeholder engagement & partnership working

ACTIVITIES OUTPUTS OUTCOMES & IMPACTS ● ● Redevelopment of vacant Conversion of a total of circa ● Short term: Reduced town town centre space to establish 600 sqm of former underused centre vacancies, increased a new central creative unit and retail space town centre footfall and vitality incubator spaces ● ● Delivery of circa 400 sqm of Medium term: Increased ● Provision of temporary commercial space number of high-value jobs and businesses, growth of exhibitions, museum objects ● with digital (VR) components, Delivery of circa 200 sqm of Scarborough’s cultural sector art cafe, learning resources upgraded community ● facilities. Long term: Improved opportunity and prosperity in Scarborough, development of a bustling and thriving town centre 64

Photo by Four Tigers Media Skills &65 Enterprise CONSTRUC EN TIO RE ILLS VILLA N G SK GE RATIONALE

STRATEGIC CONTEXT NEED FOR INVESTMENT

● Local strategies, including ● Aspirations to increase delivery of net zero homes -Y &NY LEP Covid-19 Economic ● Recovery Plan (2020) Ambition for Y & NY to become England’s first carbon negative region -Y & NY LEP’s Local Industrial Strategy ● (2020) A need for more affordable homes ● -S carborough Employability and Skills A need to increase skills at Level 3+ Plan (2015) ● A need to increase aspirations among Scarborough’s young people ● Homes England’s Strategic Plan (2018) ● ● Build upon the success of the Department of Education Post-16 Skills Scarborough Construction Skills Village Plan (2016)

INPUTS

● £0.535m Towns Fund capital investment

● £3m co-funding sought from the Devolution Deal

● Stakeholder engagement & partnership working including Beyond Housing

ACTIVITIES OUTPUTS OUTCOMES & IMPACTS ● ● Development of a timber New facility specialising in ● Short term: Increased ability frame academy Green Construction to of Scarborough SMEs to ● support 680 learners and 170 secure contracts to deliver Provision of space, resources businesses green housing solutions, and equipment to train people ● improved skill levels in green on installation of low carbon Engagement with schools and construction techniques heating and power system young people ● Medium term Improved ● Partnership with local social quality and sustainability of landlord: Beyond Housing new homes, increased number of high value jobs and businesses ● Long term: Circular economy supported by a modern tourist economy Thriving66 Town Centre

OROUGH F RB AY CA R S RATIONALE E

STRATEGIC CONTEXT NEED FOR INVESTMENT

● Local strategies, including ● nA opportunity to build on Scarborough’s existing successful -Y &NY LEP Covid-19 Economic events programme Recovery Plan (2020) ● A need to diversify the profile of visitors -Y & NY LEP’s Workforce Skills Strategy and the visitor offer (2019) ● Negative perception of the Town Centre -S carborough Employability and Skills as a town in decline is deterring both Plan (2015) visits and investment ● Visit England’s five-year strategy (2020) ● Economic impact of Covid-19 has ignificantly affected arts and culture ● Arts Council England 2020-2030 s Strategy (2020)

INPUTS

● £1.0m Towns Fund capital investment and £0.5m Towns fund revenue funding

● £0.1m planned co-funding from private sources

● Stakeholder engagement & partnership working

ACTIVITIES OUTPUTS OUTCOMES & IMPACTS ● ● New year-round programme 25 new events delivered ● Short term: Increase in town of cultural regeneration each year centre footfall & vitality, ● ● increased diversity of visitor A series themed cultural and 10 sites utilised across the offer heritage events delivered at town for the delivery of ● Medium term: increased various locations in the town Scarborough Fayre events. number & value of tourism ● Restoration of a public visits (50k visitors a year), building on the High Street to enhanced pride & perception, act as the centre of the festival growth of cultural sector with new job opportunities ● Long term: Development of a bustling and thriving town centre, circular economy supported by a modern tourist economy 67

Strategic Fit

his Town Deal Investment Plan seeks The strategic fit provided our programme Tto accelerate delivery of priorities of investment is summarised below. The emerging from the emerging masterplan programme of investment delivers against for the Scarborough area with a particular numerous UK Government policy focus on Scarborough Town Centre, its priorities such as the Covid-19 Recovery key gateways and harbour. The need to Strategy; the Clean Growth initiative, focus on Scarborough Town Centre is Cutting Carbon White Paper, and the clear. The challenges facing town Cycling and Walking Investment centres are well documented. In Strategy. Locally, the programme of Scarborough, footfall is falling across the investment delivers the priorities of the year, including the peak tourism season, York and North Yorkshire Local even before the impact of Covid-19 has Enterprise Partnership; Scarborough’s been considered. Declining footfall has Town Centre Strategy and is an essential led to reduced town centre spending; component of Scarborough Borough increased vacancy rates and declining Council’s ambition to ‘Build a Better levels of investor confidence. Borough’. Scarborough Town Centre is now clearly experiencing a market failure that needs More detailed evidence on alignment public sector support to reverse the with policy, programmes and strategy is town’s fortunes. The focus on priority in Appendix C including a summary of projects within the emerging strategic each relevant document referenced in masterplan” provides significant the tables overleaf. advantages. It means our programme of investment has already been subject to testing of market demand and viability; and is strategically co-ordinated. 68

Mapping of aligned & complementary strategies, programmes & investments 2017

Strategy

2019

2011 strategy

Plan strategy

Strategy

Future

Plan Innovation Skills

our

Carbon

fund Framework strategy

recovery and

2020-2030

Investment

Strategy Post-16

travel

Strategic Policy Shaping Cutting

five-year

Covid-19

Research England

Walking active

040 Industrial Growth, 2

Planning

Education

and

Gov’t England’s

England’s

of

England’s Council

UK UK’s

National National Policy ycling National Creating paper white The Seafood Visit The International Dept. Homes Emergency Arts Sports C

Station Gateway Cycling and walking improvements Scarborough town and beyond Harbour Regeneration Wild Eye on Scarborough Scarborough’s nature tourism

FabLab+ National

Woodend PLUS with Scarborough Fayre Programmes

and

Improving Alignment Scarborough Cricket Club Project

Strategies

Green 5.

Construction olicy,

Skills Village Table P 69 Plan

Plan

Strategy

Skills

Recovery

and

Strategy

Industrial

Borough Strategy

Economic Plan Centre

Local

Skills

Better

a

LEP Local Town Employability

Covid-19

Building Workforce LEP

-

Local Policy EP’s L Y&NY Scarborough SBC Scarborough Scarborough Scarborough

Station Gateway

Cycling and walking improvements Scarborough town and beyond

Harbour Regeneration

Wild Eye on Scarborough Scarborough’s nature tourism

and

FabLab+ Programmes

Woodend PLUS Local

and

with Scarborough Fayre Strategies Improving Scarborough Alignment Cricket Club Policies,

Project

6. Green Construction

Skills Village egional Table 5. Project Alignment with National Policy, Strategies and Programmes Table R 70

Town Deal outputs & outcomes

carborough’s programme of Town Deal Sinvestment provides a co-ordinated package of investment that delivers and accelerates the key priorities in emerging masterplan. As outlined earlier ‘logic models’ have been developed for each intervention that demonstrates the need for investment and the outputs and outcomes that Town Deal Investment will deliver.

Direct outputs of the investment projects include:

16 km >15,000sqm OF NEW OR UPGRADED CYCLE OR OF NEW PUBLIC SPACE WALKING PATHS

> sqm > sqm Architects 15,000 5,000 OF HIGH QUALITY AFFORDABLE OF QUALITY RESIDENTIAL SPACE COMMERCIAL SPACE Wright

and

Corstorphine km by 52 5.3 NEW CULTURAL NEW OR EXPANDED OF NEW ARTS & and EVENTS DELIVERED SKILLS & TRAINING NATURE TRAILS EACH YEAR FACILITIES Design

Hemingway

by Upgraded SPORTS FACILITY Visualizations 71 The programme of investment in A resilient & Scarborough will have circular economy a transformational that is supported impact, leaving a by a modern legacy of long-term tourism economy outcomes including:

A thriving & bustling Town Centre

Improved opportunity & prosperity within Scarborough & for its residents 72

n the shorter and medium term, the delivery Iof Town Deal priorities will provide wide ranging and noticeable outcomes for Scarborough:

New direct & Improved An enhanced indirect jobs created perceptions of sense of community Scarborough as a pride in the town place to live, study, value Higher work & do business employment More opportunities opportunities to learn skills & new Leveraging learners assisted A well-established in at least £35m Young residents University of further public & Town with a private investment retained & student population to of at least 1,500 attracted Increased use live in Scarborough of natural & heritage Increase in assets Raised % of people with aspirations of qualifications More enterprises residents through utilising high quality better opportunities Enhanced spaces including digital connectivity start-ups &/or Increased for residents, tourist scale ups resilience & recovery & businesses from Covid-19 Successful Improved diversification of Increased health and well- its key economic number and value being through sectors of tourist visits increased to Scarborough active travel & through new & Reduced improved incidence of higher value access to sports deprivation tourism 73

Scarborough Town Deal Financial ask

he following table provides an events to drive tourism that will increase Toverview of each project’s Towns spending and confidence in Scarborough; Fund funding requirement as well as the Fablab+ that will help it provide new, overall Towns Fund funding requirement. modern and in demand skills for In line with guidance, our investment Scarborough residents in key and programme is predominantly seeking emerging sectors; and Wild Eye on capital investment (£24.11m) with a small Scarborough. The Overall Town Deal revenue ‘ask’ (£888,000) to support the request therefore stands at £25m for a establishment of: The Scarborough c.£31.66m programme of investment in Fayre a comprehensive and year-round Scarborough Town Centre, with details programme of Town Centre cultural shown in Table 7.

Town Deal Town Deal Other Total project Ask Capital Ask Revenue funding cost Station 6,684,687 6,684,687 Gateway Cycling and walking improvements 5,750,000 3,250,000 9,000,000 Scarborough town and beyond Harbour 5,000,000 5,000,000 Regeneration Wild Eye on

Scarborough 1,692,000 188,000 110,000 1,990,000 Scarborough’s nature tourism FabLab+ 1,200,000 200,000 300,000 1,700,000 Woodend 2,000,000 2,000,000 PLUS Scarborough 1,000,000 500,000 1,500,000 Fayre Improving

Scarborough 250,000 250,000 k As Cricket Club Green

Construction 535,313 3,000,000 3,535,313 Financial

7. Skills Village

TOTAL 24,112,000 888,000 6,660,000 31,660,000 Table 74 75

04 Engagement& Delivery 76

Engagement

The preparation of the Scarborough Town Deal Investment Plan has been driven by extensive stakeholder and community engagement with a commitment to a collaborative approach to scheme development and prioritisation. The projects within the plan have largely been based on feedback from a comprehensive range of sources which have been gathered between February 2020 and September 2020. Scarborough Town Deal Board

his Town Deal Investment Plan has Importantly, the Town Deal Board have Tbeen driven by stakeholders from played an active role in the development across the borough, representing of project priorities that have been put anchor institutions, our communities forward for investment in this plan. Board and our businesses. The work to members formed working groups to develop this Investment Plan has been identify thematic visions for Scarborough driven, guided and challenged by the and a set of projects that would deliver Scarborough Town Deal Board. The these aspirations identified by the Board was established by Scarborough workstreams identified earlier. To date Borough Council in 2020 comprising a there has been more 10 meetings of the diverse representation of expertise from Town Deal Board and 60 workstream the public, private and community meetings. As outlined earlier, the working sectors. The Board is chaired by David groups developed the detail of project Kerfoot MBE. David is a passionate priorities based on their own expertise entrepreneur who brings a career of and drawing feedback from stakeholder private sector and entrepreneurial and community engagement. External activity to the Town Deal Board. He is stakeholders have also been involved in also the chair of the York and North proposing projects that align with the Yorkshire Local Enterprise Partnership. requirements of the Town Deal and were considered realistic and deliverable. The Town Deal Board was established to develop and agree a programme of Figure 2 below presents the membership interventions, approve a capacity structure of the workstream working funding expenditure plan; oversee its groups across different organisations. delivery; approve the approach to communications and engagement associated with the Scarborough Town Deal; and oversee its implementation. 77

Workstreams Key

Culture, Connectivity Leisure Resilience & Skills & Supporting A (Transport & & Special Sustainability Enterprise Thriving Town Digital Places Centre

Public organisations Anchor Key business Commercial Arts and Culture & community institutions & Skills & business & Residential organisations & representatives organisations organisations development stakeholders

Chair - David Kerfoot MBE

Richard Bradley Janet Deacon Caroline Routh David Stone Clare Harrigan Mark Williamson SBC SBC COAST (SJT) CAVCA BEYOND HOUSING ENGLISH HERITAGE

Mark Kibblewhite Michael Grayson Lee Kilgour Rach Drew Paul Robinson NYCC NYCC DIGITAL SCARBOROUGH UTC STCGS SJT & COAST

Mike Greene John Woodhead Steve Bromham Sue Anderson CHIEF EXEC SBC SBC SAVE 9 Brown STCGS/ CBRE

Alex Richards Cllr Joe Plant Jackie Mathers James Goodall SBC NYCC COVENTRY UNIVERSITY STCSG

Katie Thomas Liz Small Andrew Clay Richard Grunwell LEP NYCC WOODEND STCSG

James Farrar Richard Marr Adam Cooper Barry Harland LEP NYCC HIGHWAYS COAST WHITBY SEAFOODS

Louise Anne David Bowe Alice Sharp Jo Davis Neale NYCC NYCC HIGHWAYS INVISIBLE DUST DAVIS GLASS

Paul Thompson Marcus Thrall SBC ENVIRONMENT CONSULTANT

Terry Smithson Dan Maher YWT AECOM PM

Mel Bonney CAVCA

Figure 2. Scarborough Town Deal Workstream Working Groups 78

Engagement to inform development of Town Investment Plan

Anchor institutions, Engagement has been undertaken with businesses, public & the following organisations: voluntary agencies • Public organisations such as Scarborough Borough Council (including everal of the key organisations in this elected members), Y&NY LEP, Parish Sgroup are represented on the Councils, CAVCA, and Job Centre Plus; Scarborough Town Deal Board. Stakeholders have been engaged • Key businesses and business individually throughout development of organisations such as Scarborough the Town Investment Plan, as well as Town Centre Strategy Group, Save9, being part of thematic workstream group Woodend, AECOM, West & North discussions. Yorkshire Chamber of Commerce, Yorkshire Coast Business Improvement The engagement focused on: District; • Informing development of the • Anchor institutions and skills evidence base to understand organisations including CU challenges, needs, opportunities and Scarborough, Scarborough TEC, and interventions required; Scarborough UTC. • Informing vision, key themes and • Arts and culture organisations and interventions; stakeholders including COAST/ Invisible Dust, Stephen Joseph • Testing and prioritising project ideas, Theatre and officers from ensuring alignment with local needs and Scarborough Borough Council. understanding of interventions required which could unlock development; • Establishing buy-in from stakeholders for the proposed interventions. 79

Engagement with the Local JANUARY - MARCH

Community Community Engagement on he general public were invited from Needs, Vision & Tthe outset to submit their ideas for Project Ideas what they thought was needed most in the town. The consultation process has included at least 9 public consultation JUNE events and exhibitions, over 30,000 Prioritisation engagements/views via electronic and Framework social and traditional media and over 400 Definition direct contributions, 10 Town Deal Board meetings and over 30 development meetings. JULY The outcomes of consultation with the Emerging Project community played an important role in Prioritisation prioritisation overall both initially and Outcomes once the projects for inclusion were identified. An overview of the role of the AUGUST community in shaping the projects and Community the TIP overall is presented in Figure 3. Feedback on Projects for As shown above and described in Inclusion in the Section 3 the community were consulted Town Investment from the first stage in the process. The Plan general public and local businesses were AUGUST invited from the outset to submit their Draft Town Investment ideas for what they thought was needed Plan Package most in the town. The Town Investment based on Plan has also sought to align with other alignment & engagement activities delivered by deliverability partners to ensure a wide range of views AUGUST - SEPTEMBER were captured. Refinement & On 29th February 2020 AECOM Finalisation of Draft Town representatives led a workshop session Investment Plan with the public held at Scarborough Package Library. The session ran from 10am to 4pm and members of the public were invited to share their thoughts through a OCTOBER series of workshop activities. Activity Final Town stations were set up and facilitated Investment covering the items below. Plan

Figure 3. Community involvement in TIP development 80

ACTIVITY 1 We will create a new tourism What is the current product formed from both perception of the creative industries and Scarborough? nature conservation sectors attracting new visitors, ACTIVITY 2 longer stays and leading to A Vision for learning on the benefits of Scarborough nature tourism both locally in 2035 and nationwide.

ACTIVITY 3 Adam Cooper (Invisible Dust) Areas of opportunity Wild Eye on Scarborough - Scarborough’s nature tourism

ngagement via a range of As a specific focus of activities, Ecommunication techniques, media engagement with young people via both and social media was key to achieving a digital and public meetings reached strong level of outreach across the town. significant numbers. This included an informal youth group that undertook its The following sources and mediums own survey of 30 teenagers across four were utilised: colleges. Participants included: the Sidewalk youth group, indoor skatepark • HM Government #MyTown website campaigners, youths from the cultural • The Scarborough News sector and members of the YMCA.

• Scarborough Borough Council Website Overall it is estimated that tens of thousands of residents and visitors were • Radio: Yorkshire Coast Radio reached and invited to contribute to the plans and proposals which have now • Twitter: Scarborough MyTown @ been prioritised for inclusion within this ScarboroughMy Town Investment Plan for Scarborough. • Linkedin: Scarborough My Town The comments received were analysed by the workstream groups to identify and • Leaflet Distribution shape the long-list of project priorities and the subsequent short-list as • Email and Written Communications explained in more detail in Section 3. A • Facebook: Scarborough Borough selection of comments is shown in Council and HM Government Figure 4 below. Cabinet pages 81

I'd like to see greater choice Increase the beauty - of employment opportunities, Scarborough should work on greater choice of communal making a pleasant walkable, services and skills cycle and public transport development facilities, better route between the train health care provision station, the town, both beaches and the castle to

Yulia Pavlova (LinkedIn increase local sociability and Scarborough My Town) to give tourists a welcome. FabLab+

Anonymous A modern Scarborough Fair Cycling and walking improvements – - To showcase Scarborough Scarborough town and beyond to businesses, tourists and the younger generation Develop the harbour as a by bringing back a very seafood/local food hub - modernised version of Scarborough needs to make Scarborough Fair which would more of its harbour area. The be exhibited in the Town Centre pontoons were a great start each month with a different and changed the atmosphere theme and quality musicians hugely. The spare buildings playing the folk song in around the harbour could be different ways. Like an ongoing re-purposed as an upmarket updated Great Exhibition. food area, to match the Old Market just up the road. Carol - 21st March 2020 Innovative sea food that will Scarborough Fayre support the local fishing industry, encourage purchase Transport Hub – residents and of top quality locally caught tourists - With the gorgeous seafood and develop the town train station at its heart as a seafood centre on the Scarborough would benefit East Coast. from an integrated transport hub helping to bring the public Magnus -5th July 2020 into the centre of Scarborough Harbour Regeneration whilst allowing them to easily reach the tourist options around the borough through public transport.

Sean - 20th May 2020 Station Gateway 82

Future Engagement Activities

ngoing and future engagement to In addition, invitations to join focus Osupport delivery of Scarborough’s groups will be sent to a range of Towns Fund projects will be managed stakeholders including: through a Consultation and Communication Plan which will be • Residents Associations; developed for each project based on the • Cycling and bike user groups; outcome of the Town Deal agreement. The Plan will take into account the level of • Train and public transport user groups; involvement across groups to date, • Skills and training providers; appropriate engagement methods and any changes in social circumstances to • Road user groups; and ensure compliance with any future restrictions and guidance. • Creative sector / Arts incl. Digital / Media The Scarborough Town Deal delivery Impact of engagement activities will team will work with local community be monitored and assessed, and a partnerships to maximise engagement monitoring and evaluating plan will be on Towns Fund projects. The team will produced as part of the business cases. work closely with Council departments to ensure best practice is reflected and participation maximised. At this stage we anticipate holding community events (online due to Covid-19 restrictions) in the town to raise awareness of the programme.

Generate SME growth - Better office space and connectivity is crucial if we’re to stabilise current SMEs in the town and encourage others to start. The towns offering for emerging sectors (digital being our example) isn’t good enough.

Richard Askew - 24th January 2020 Woodend PLUS 83

A comprehensive network of cycle paths separated from the busy roads by greenery so that people can stop using cars and feel safe while cycling. This would reduce reliance on motor vehicles for residents and tourists, encourage healthier options for residents and visitors and reduce emissions into the environment.

Trudy Oldroyd - 14th March 2020 Cycling and walking improvements – Scarborough town and beyond 84

Private Investment Ambitions

Investment in skills & training provision

he ambition is for Scarborough’s Town TInvestment Plan to create conditions FabLab+ Scarborough is an which attract and encourage private ambitious and innovative sector investment currently lacking in the area and contributing to the issues project - pulling academic and challenges facing the town. institutions, industry, people Investment in skills and training provision and technology together is crucial to delivering the vision for the town and is a key focus to reduce the levels of of the proposed interventions within digital exclusion across the the skills and enterprise workstream. borough of Scarborough, As part of the Fablab+ investment, while simultaneously £300,000 private sector / sponsorship contributing to the contribution will be secured. This is borough’s urban and rural expected to be realised either through sponsorship by businesses, or through regeneration. The FabLab+ further and higher education combines the delivery of sponsorship by private sector providers a high street ‘home’ for given the linkages and partnerships being developed between the scheme innovation and technological and businesses and such providers. excellence with a community development approach that empowers local people to address personal barriers and to grow community life.

Steve Bromham (Save9 Limited) FabLab+ 85

Business Case Process

reen Book-compliant business cases Investment Gwill be developed for each project. The business cases will set out: in the Town • The Strategic Case including demonstration of need and market failure, and alignment with objectives Centre of Towns Fund; • The Economic Case demonstrating impacts of the scheme and value for money;

• The Financial Case demonstrating ioneering community rooted affordability; Pbusinesses and organisations is a key objective underpinning the Town • The Commercial Case demonstrating Investment Plan and the proposed deliverability; and interventions in the Town Centre and • The Management Case outlining station gateway are expected to act as a capability and management catalyst for further investment in quality arrangements. and in-demand small commercial space provision. The interventions will improve The business case development the perception of the town which is seen process is expected to commence upon currently as a barrier to investment. agreement of headline terms (est. Private businesses and voluntary sector January 2021) with local authorities organisations will be drawn to the town drawing on support from external by its enhanced offer as well as the consultants as required. In parallel, public realm and connectivity activities to refine design and options for improvements which will be realised projects will continue as will further through the Town Deal Investment Plan. community and stakeholder engagement on the proposals and options. Delivery and management arrangements will be firmed up, including plans for ongoing monitoring and evaluation.

The business cases will be assured using Scarborough Borough Council’s assurance processes (with Scarborough Borough Council as the Accountable Body). 86

Delivery

evelopment and submission of Green Book. The rationale, opportunity, DScarborough Town Deal Investment financial implications and timescales for Plan has been carried out in accordance each project have been articulated. Many with the Board’s Terms of Reference and of these projects are relatively early the Town Deal Fund Guidance provided stage and, in line with Town Deal by the Ministry of Housing, Communities Guidance, detailed business cases as and Local Government (MHCLG). As a described above are required to further result, this plan is compliant with the refine and confirm the detail of each requirements of the Town Deal and project. We understand this stage of provides a comprehensive programme activity is part of Phase 2 of the Town of investment that will revitalise Deal process that will take place once Scarborough; make a significant Heads of Terms have been agreed on contribution to Council’s Building a projects. Better Borough Initiative; and help to mitigate the impacts of Covid-19 on the Scarborough Borough Council will be Town Centre and borough. responsible for leading on the delivery of Towns Fund investments although for six This Town Deal Investment Plan contains of the nine projects a partnership a wide range of transformational between the Council and the operator or projects. These projects have emerged main stakeholder(s) respectively will be as a result of the process outlined above, implemented, with further details on led by the Town Deal Board. The projects these partnerships provided in Section have been developed to the required 2. The adjacent diagram (Figure 4) level of detail for the Town Deal demonstrates the outline governance Investment Plan which has been based and delivery processes for Scarborough on the principles of the HM Treasury Towns Fund investments. Photo by Eloise Rawling 87

he Council delivery team has significant oversee the process. The delivery plans Texperience in implementing capital for the package of investments will utilise projects of this nature, most recently the experience and well-tested implementing the £2.8m Scarborough governance arrangements within Market Hall refurbishment as well as a Scarborough Borough Council, including large number of other externally funded utilising similar procurement and projects through the Coastal Revival management arrangements that were Fund, Coastal Communities Fund and used for the Scarborough Market Hall Heritage Lottery programmes. refurbishment. Projects where the Council will partner with the delivery As part of the Towns Fund funding ask, body identified above will also be led by Scarborough is seeking funding to experienced teams with governance support project delivery which will provided by the Council. include a dedicated project manager and an officer within the Council who will

Scarborough Towns Fund Governance & Delivery Structure

Scarborough Town Scarborough Deal Board Borough Council TOWN DEAL OVERSIGHT ACCOUNTABLE BODY

Scarborough Towns Fund Project Manager MANAGEMENT & DELIVERY

Scarborough Borough North Yorkshire Scarborough Save9 Yorkshire Construction Woodend Council Towns Fund County Council Cricket Club Wildlife Trust Skills Village MANAGEMENT MANAGEMENT Projects MANAGEMENT & MANAGEMENT MANAGEMENT MANAGEMENT & DELIVERY & DELIVERY MANAGEMENT & DELIVERY DELIVERY & DELIVERY & DELIVERY & DELIVERY

Green Station Scarborough Cycling Wild Eye Nature Woodend Cricket Club FabLab+ Construction Gateway Fayre Improvements Improvements Tourism Skills PLUS Village

Harbour Regeneration

Photo by Eloise Rawling Figure 4. Scarborough Towns Fund Governance & Delivery Structure 88

Risks and dependencies, key timescales & milestones

Risks & Dependencies

he key risks and dependencies Tidentified for the projects are outlined below. Monitoring and mitigation will be provided drawing on the Council’s well-tested governance arrangements deployed on other projects to manage them.

and

on

to

delivery

of

quisition deliver

relevant uccessfully Covid-19

funding

ac applications

to

s

project

of

nsent lanning rojects eliverability & upport ntervention Property Requiring p co Securing s working Partnership required p d sustainability i Impact

Station Gateway

Cycling and walking improvements

Harbour Regeneration Wild Eye on Scarborough FabLab+ Woodend PLUS

Scarborough Fayre

Improving Cricket Club Green Construction Skills Village

Table 8. Risks and Dependencies 89

Key timescales & milestones

utline delivery timescales for the Oprojects selected for Towns Fund investment are summarised in the table below. The milestones demonstrate that the projects will be delivered in line with Towns Fund requirements to complete spend of fund monies on projects by 2023/24 financial year. Table 9. Delivery Timescales

Business case development, including ● Start Design development Planning Construction Completion ● Stakeholder engagement - Development ● Options Appraisal

Autumn 2021 / Station Gateway Jan – Dec 2021 2022 2022/25 Spring 2022 Cycling and walking Jan – Dec 2021 Autumn 2021 Spring 2022 2022/23 improvements Harbour Jan – Dec 2021 Autumn 2021 Summer 2022 2022/23 Regeneration Wild Eye on Jan – Dec 2021 Autumn 2021 Spring 2022 2022/23 Scarborough FabLab+ Jan – Dec 2021 Autumn 2021 Early 2022 2022/23 Woodend PLUS Jan – Dec 2021 Autumn 2021 Early 2022 2022 Scarborough Jan – Dec 2021 Autumn 2021 Early 2022 2022 Fayre Improving Autumn 2021 / Jan – Dec 2021 Early 2022 2022 Cricket Club Winter 2021 Green Construction Jan – Dec 2021 Autumn 2021 Summer 2021 2022 Skills Village 90