Place & Sustainability
Overview & Scrutiny Panel – 13 March 2025
Cabinet – 2 April
2025
UK
Shared Prosperity Fund (UKSPF) 25/26 allocations
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Purpose
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For
Review
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Classification
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Public
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Executive Summary
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This report sets out the
projects proposed to be funded from the UK Shared Prosperity Fund
in the financial year 2025/26.
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Recommendation(s)
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That the Panel
provides comments to the Cabinet on the content of this report and
supports the intended Cabinet recommendations as
follows:
1.
note the
continued purpose of the UK SPF;
2.
support the
allocation of 25/26 UKSPF funding towards specific projects as set
out in this report; and
3.
note that once
approved in principle by Cabinet, delegated authority will be
sought to assign future decision making associated with the
finalisation of the project programme for 25/26 UKSPF spend to the
Strategic Director for Place Operations and Sustainability, in
consultation with the Portfolio Holder for Planning and
Economy.
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Reasons for
recommendation(s)
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To progress proposals for the
allocation of UK SPF funding to projects for delivery in the
financial year 2025-2026.
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Ward(s)
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All
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Portfolio Holder(s)
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Councillor Derek Tipp –
Planning and Economy
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Strategic Director(s)
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James Carpenter –
Strategic Director of Place, Operations &
Sustainability
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Officer Contact
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Tim Guymer
Assistant Director for Place Development
tim.guymer@nfdc.gov.uk
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Introduction and
background
1.
The UK Shared
Prosperity Fund (UKSPF) was launched in April 2022 by the previous
Government and was designed to reduce inequalities between
communities, replacing previous EU funding.
2.
New Forest District
Council was previously awarded £1 million in 2022 to cover
the period 2022-2025. At that time, a Local Investment Plan was
required to be prepared and submitted by this Council to
demonstrate how the money would be spent in the district against
the three national investment priorities as then set
out:
a.
Communities and
Places
b.
Supporting Local
Businesses
c.
People and
Skills
3.
Further details of
the awarding of the original funding in 2022 was set out in a
report to the Council’s
Cabinet in July
2022.
This included an explanation of the breakdown of the funding for
each financial year, community engagement activities and the basis
for preparing the Local Investment Plan.
4.
Whilst the UKSPF was
originally a three-year programme, the funding was heavily weighted
to year 3 (2024-25) where c.£730k of the £1 million
awarded was to be spent (c.£90k in 2022-23, c.£180k in
2023-24).
5.
Officers have been
overseeing and managing this expenditure during this period and
expect the existing funds to be fully spent by the end of March
2025. A separate report will be prepared detailing the outcomes of
this funding and any lessons learnt.
6.
Meanwhile, in
December 2024 the Government announced further UKSPF funding to be
allocated to each local authority across England. For New Forest
District, the total sum is £327,146 with £60,401 for
capital expenditure and £266,745k for revenue expenditure.
However, there is a degree of flexibility and previous guidance
indicate that councils may increase the proportion of capital in
response to local identified need. Government has continued to
stipulate that a minimum of 10% of the overall allocation must be
capital (i.e. £32,715).
7.
Unlike the previous
funding rounds, there is no requirement for local authorities to
submit a local investment plan to secure this funding. Instead,
local authorities are expected to update the Government through
existing reporting arrangements. Up to 4% (£13,085.44) of the
fund allocated can be used by the Council to help support the
administration of the fund.
Government criteria for how
25/26 funding can be spent
8.
The priority
investment areas of the UKSPF have not changed from the original
prospectus with a focus on the following:
·
Communities and
Place
·
Supporting Local
Businesses
·
People and
Skills
9.
Figure 1 illustrates
how these priority areas link to the five key national policy
themes (and 12 sub-themes) set by the Government in December
2024.
Figure 1: relationship of
Government missions to UKSPF priorities
10.
The role of the lead
local authority (New Forest District Council) remains the same as
before from a delivery perspective, ensuring that collaboration and
value for money is secured in delivering key local
projects.
11.
Reporting as per the
2025/2026 guidance will be simplified reducing the burden on the
lead local authority, thus allowing it to focus on the delivery of
positive outputs and outcomes. Further guidance from
Government (via the Ministry of Housing, Communities and Local
Government) is expected in due course in this regard.
Identifying 2025/26 projects
for New Forest District
12.
In identifying a
shortlist of projects for potential funding in 25/26, officers are
mindful that the number and types of programmes funded in the
existing 2022-25 programme has resulted in a significant
administrative burden for officers over and above the 4%
administrative charge that could be drawn. As such, it is suggested
that this years’ funding is focussed on fewer projects, with
opportunities taken to minimise administrative resource where
possible.
13.
To collate a list of
projects for consideration this year, two principal sources were
used:
a.
Existing UKSPF
projects that provided positive outputs and outcomes and could
readily be continued into 25-26;
b.
Projects previously
discounted from the 22-25 UKSPF programme and additional projects
identified by officers taking account of established and emerging
priorities for the District, including the Corporate Plan the
priorities set out for a future Freeport Delivery Plan as agreed
by
Cabinet in April
2024 and
the work currently underway to develop a New Forest Skills Action
Plan;
14.
Appendix 1 provides
a table of the projects considered, including their estimated cost,
expected outcomes, alignment with UKSPF and Corporate priorities,
consideration of project readiness and whether the project could be
considered eligible for future CIL funding.
15.
The proposed
projects for funding from the 2025-26 UKSPF are set out in Table 1
below. A total of 9 projects are proposed, totalling an indicative
cost of approximately £313k which, combined with the
allowable administrative costs of £13k represents the total
fund available for 2025-26.
Table 1 –
Proposed projects
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Project
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Cost
(indicative)
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1
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Start up support
programme
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£25k
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2
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New Forest
Apprenticeship Hub
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£30k
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3
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Digital Skills
Initiative for Business & Community
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£35k
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4
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NEET Support
Programme
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£40k
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5
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Business growth
accelerator programme
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£50k
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6
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New Forest HEAT
project
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£20k
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7
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Replacement public
litter bins
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£53k
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8
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Replacement
noticeboards (Go New Forest)
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£30k
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9
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Repairs to Hythe
Promenade
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£30k
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Total
cost
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£313k
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16.
Further details of
these potential projects, along with those not recommended to be
progressed for funding at this time, are set out in Appendix
2.
17.
The projects listed
in Table 1 include six projects with a particular focus on skills
and business support, recognising the increasing imperative at a
national and local level to upskill the workforce (and those
currently not working). Three of these projects are proposed to be
a continuation of existing projects delivered through the 2022-25
UKSPF, whilst a further three are new projects focussed on
supporting those Not in Education, Employment or Training (NEETs),
improving digital skills and supporting the growth of maturing
businesses.
18.
The indicative cost
for these projects is expected to be in the region of £200k
and all projects would be considered ‘revenue spend’.
As such, the opportunities to fund these through alternative
measures (such as the Community Infrastructure Levy) is very
limited.
19.
The remaining three
projects proposed are capital funded projects, aligning with the
communities and place priorities of the UKSPF. They all directly
relate to replacing/repairing existing community infrastructure.
The litter bins replacement project would see approximately 75
replacement litter bins for those that have reached the end of
their designed life and no longer reflect current waste standards,
aligned to the new waste collection service.
20.
The project to
replace a series of dilapidated noticeboards of varying ages and
designs across the New Forest to be replaced, providing better
wayfinding and direct visitors to New Forest businesses. Income
generated from advertising receipts for these boards would be used
to support Go New Forest (as a Community Interest Company) in other
tourism related activities, as well as supporting the ongoing
maintenance of the boards.
21.
The project to
repair Hythe Promenade is in recognition of the need for
significant maintenance to be undertaken on this important local
facility over and above typical annual expenditure.
Investment through this project will enable local people to access
the waterfront next to the village centre with key views across
Southampton Water.
Corporate Plan
priorities
22.
Appendix one sets
out the links between the project’s outputs, the Government
missions and the UKSPF and Corporate Plan priorities. The
UKSPF provides opportunities to fund projects across the Place,
People and Prosperity priorities of the Corporate Plan.
Options appraisal
23.
As set out in the
appendices, there were a number of potential projects considered
for allocating funding to from the UKSPF. Clearly, not every
project could be funded for 25-26 and therefore officers have
prioritised those listed in Table 1 which retain a predominantly
revenue focus to expenditure.
24.
Those projects that
have not been proposed to be funded for next year have not
been discounted because they don’t have merit. Rather, that
that when considered against the guidelines for expenditure of the
UKSPF, local priorities and considering the prospect of alternative
opportunities (including potentially Community Infrastructure
Levy), the projects listed in Table 1 are considered to justify
their inclusion for the coming year.
25.
Those projects that
are unsuccessful on this occasion will be considered again in the
context of any suitable future funding opportunities becoming
available.
Consultation
undertaken
26.
The original setting
of the UKSPF funding for 2022-25 included meeting the New Forest
Partnership Board, engaging with local MPs and engagement with
local community representative groups which helped to inform the
proposed projects.
27.
The preparation of
this report has taken into account this previous engagement,
alongside extensive work with local business, infrastructure
providers and education and skills providers in relation to the New
Forest Skills Action Plan.
28.
Following
consideration by the Place & Sustainability Overview and
Scrutiny Panel this report is proposed to be considered by Cabinet
at its meeting in April.
Financial and resource
implications
29.
The UKSPF is a
government awarded grant fund and therefore there are no direct
costs to the Council in allocating funds to individual projects.
With just over £13,000 available from the fund to cover the
administration of the funds, it is unlikely that this will cover
the officer costs of resourcing in full. However, any additional
administrative costs are considered capable of being met from
existing budgets and within the officer resources as provided for
in the Economic Development Team.
30.
The Council’s
procurement and contract management guidelines will be followed to
ensure that the full funding allocation is spent within the 25/26
funding period, avoiding any project overspend.
Legal implications
31.
Directly related to
the content of this paper there are no legal implications to
consider. However prior to finalising projects ready for
delivery, a number will need to be tested in line with the Subsidy
Control Act 2022 to ensure rules and regulations related to subsidy
control are not breached. Officers will also need to ensure
compliance with procurement rules and regulations.
Risk assessment
32.
No formal risk
assessment is required for this report. The funding of projects
will be subject to significant monitoring and reporting throughout
2025/26 which will ensure any risks arising are identified, managed
and mitigated at the earliest opportunity.
33.
Officers in
consultation with potential delivery bodies, will prepare
forecasted outputs and outcomes attributed to each project.
This will support the ongoing management of the UKSPF 25-26, whilst
mitigating any impacts should a project become unviable by ensuring
there are a range of worked up schemes ready to replace any that
drop out.
Environmental / Climate and
nature implications
34.
Addressing
sustainability and developing activity which directly supports the
Climate Change and Nature Emergency is a key feature across the
potential projects.
35.
Reducing the
environmental impact of all projects will be considered through the
project design and procurement processes. Officers will seek
to reduce risk and maximise added-value opportunities wherever
possible.
Equalities
implications
36.
The UKSPF schemes
are intended to improve life chances of all residents, increasing
accessibility to services, fostering a pride of place and
strengthening social cohesion. Within this context particular
attention is given to those most vulnerable to remove barriers to
participation both economically and socially.
Crime and disorder
implications
37.
Actions to improve
the public realm, and address social exclusion are anticipated to
have positive impact on crime and disorder, improving public
perceptions around safety and foster pride in
neighbourhoods.
Data protection / Information
governance / ICT implications
38.
None.
New Forest National
Park / Cranborne Chase National
Landscape implications
39.
There are no direct
implications in this regard.
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Appendices:
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Background Papers:
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Appendix One – Appraisal
of projects
Appendix Two -
Further details of
potential UK SPF projects for 2025/26
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List documents here on which you
have relied on to a material extent in the preparation of the
report. Include links where possible.
July 2022 Cabinet Report:
Decision - UK Shared Prosperity Fund Council
Services
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Revenue
funded
Project 1 - New
Forest start up support programme
1.
The existing New
Forest start up support programme, funded through the 2022-25
UKSPF, provided a face-to-face one-to-one mentoring service for
pre-start businesses. At the time of launch this programme
met an identified gap in business support and skills provision and
since its inception has delivered support to 42 new/prestart
businesses and 23 businesses that have been trading between 1 and 3
years.
2.
Feedback from those
that attended, and officers, has been very positive. In potentially
funding such a programme for 2025-26, officers propose to consider
a range of delivery partners to ensure continued best
value.
Project 2 - New
Forest apprenticeship hub
3.
The apprenticeship
hub programme funded by the 2022-25 UKSPF provides businesses in
the New Forest with advice and guidance related to skills
programmes. This included apprenticeships, T-Levels and work
experience, support to undertake skills needs analysis for the
business and guidance on how to secure an apprenticeship transfer
levy.
4.
The programme has
performed well and delivered substantial outputs against its key
performance indicators (KPIs) such as 46 businesses engaged in
skills programmes and £191,000 apprenticeship levy
transferred to businesses in the New Forest.
5.
Officers recommend
that this project is funded for 2025-26, recognising the
significant benefits that have been secured to date.
Project 3 - Digital
skills initiative for businesses and communities
6.
A newly proposed
programme providing revenue funding to deliver digital skills to
businesses and residents in the New Forest. This is proposed
to complement the £14m capital investment via Project Gigabit
delivering highspeed fibre broadband infrastructure to circa ten
thousand homes across the district.
7.
Ensuring that
businesses and residents have the right digital skills is essential
to maximise the benefits associated with a highspeed broadband
service. Benefits for businesses include efficiency
improvements and access to wider markets. For residents
especially in rural areas there are health and wellbeing benefits
through reduced isolation and economic benefits through increasing
the digital skills for existing and potential employers, as well as
greater value for money through access to a wider shopping
experience.
8.
Finally,
environmental benefits can be realised through the opportunity for
residents to work from home, thereby reducing congestion on the
road network and, by proxy, CO2 emissions.
9.
Currently under
consideration is the potential to leverage further revenue funding
from additional sources to create a multi-year programme.
This will enable skills provision to track the infrastructure
rollout, encouraging take up and ensuring the full benefit of fibre
broadband is realised for the district. It is however
recognised that UKSPF funding must be spent in the 2025/26
financial year. Therefore, if additional revenue is leveraged, SPF
funding will be front loaded allowing alternative funding to be
spent in later years.
Project 4 - NEET
support programme
10.
The NEET support
programmes objective would be to reduce the percentage of young
people (currently circa 4% of 16 – 17 year olds) in New
Forest District who are Not in Education, Employment, or Training
(NEET).
11.
Officers will
consult with education specialists with an interest in the New
Forest to ensure a balance for the programme between output/outcome
coverage and impact.
12.
A partnership
approach is proposed to be adopted for this programme with a focus
on collaboration with education establishments, community groups,
voluntary organisations and private sector delivery
partners.
13.
The programme will
move away from traditional skills support such as C.V. writing and
interview techniques, instead delivering a well-rounded support
package that meets the complex needs of the NEET target
group.
14.
If approved,
officers will develop a framework for the programme ready for
consultation with stakeholders once support is obtained through the
NFDC governance process.
Project 5 - Business
growth accelerator programme
15.
The New Forest is a
place of entrepreneurs with a business birth rate of 11% (the
proportion of new businesses established in the area compared to
total number of active businesses) in 2023. However,
unfortunately whilst many businesses start up there is a trend that
sees a considerable number not make it through their first two
years.
16.
The business growth
accelerator programme is proposed to act as a pilot project to
address this issue, by providing extended tailored support to
enhance the growth of businesses in the first two years of
trading.
17.
Whilst still under
development, examples of the support that could be provided
includes: -
·
Mentorship and
coaching
·
Networking
opportunities
·
Funding and
investment identification and securing
·
Educational
workshops and training
·
Product development
and innovation
18.
It is important to
note that this programme moves beyond the support proposed to be
available for the New Forest start up support programme, by
providing specialist wrap around and extended growth advice
targeted at businesses that have the desire and potential to grow
exponentially.
19.
As per the other
programmes, officers will carry out due diligence to test current
available provision. This will ensure the avoidance of
duplication, guaranteeing effective use of public
funding.
Project 6 - New
Forest HEAT Project
20.
The New Forest HEAT
Project was previously funded through the 2022-25 UKSPF with the
aim of supporting area-wide energy efficiency and home energy
resilience, in addition to delivering green skills and creating
opportunities for access to employment. The project has
successfully delivered a wide range of outcomes, far exceeding its
targets.
21.
To date, three paid
part-time roles have been created – Project Coordinator,
Technical Coordinator and Project Mentor, with 56 volunteer energy
advisors successfully trained (against a target of 15). Of
these volunteers, 21 have subsequently participated in City and
Guilds Level certified and equivalent courses in low carbon skills
(against a target of 4).
22.
The 22-25 HEAT
project initially intended to provide 400 New Forest households
with energy advice, albeit 677 contacts have been achieved (via
home visits, info packs and event engagement). 17 community
facilities have also been supported through thermal imaging
surveys, energy savings advice and grant applications (against a
target of 5).
23.
The HEAT project has
received a high level of community support and, if continued, could
have greater reach across the New Forest District. Improving
energy efficiency will support households with the cost of living,
have positive impacts on health and wellbeing and enable greater
energy resilience through reduced local demand.
Capital
funded
Project 7 - Public
litter bins
24.
Waste management is
a significant expenditure for NFDC, therefore, the purchasing and
installation of up to 75 public litter bins to replace existing
bins reaching the end of their life and not reflecting current
standards has the potential to assist in reducing that cost.
Investment via UKSPF will support the wider delivery of the NFDC
waste management strategy, whilst also supporting key corporate
priorities associated with prosperity and place.
25.
New Forest residents
and visitors have an expectation of a clean New Forest. By
utilising UKSPF funding to support meeting this expectation there
are direct economic, environmental and wellbeing impacts that can
be achieved.
26.
A litter free New
Forest will attract recuring visitors and their associated spend,
supporting the tourism sector and the wider economy. It will
also protect the natural capital which is one of the key drivers
for the visitor economy. Finally, a clean and green New
Forest will attract residents and visitors to enjoy outdoor
physical activity supporting health and wellbeing.
Project 8 -
Noticeboards
27.
Over the course of
many years, the District Council has erected a number of
noticeboards across the district which in recent years have been
used to support tourism activity by enabling local businesses to
advertise on the noticeboards. Upon the formation of Go New Forest
as a Community Interest Company (previously the tourism service
within NFDC) in 2017, the responsibility for managing these
noticeboards was passed to this company as well as the income
generated through selling the advertisement space. That income has
been used to help support the wider tourism activities of Go New
Forest since 2017.
28.
Unfortunately, when
Go New Forest was formed and responsibility for managing the
noticeboard was transferred from the District Council, the ongoing
maintenance of the noticeboards was not addressed. Subsequently the
condition of the noticeboards has worsened, with many in a poor
state of repair and a variety of historic NFDC branding (some
dating back to at least the 1990s) on display.
29.
The condition of
these noticeboards is now hampering the ability of Go New Forest to
sell advertising space with consequential impact on the reliability
of this income stream to support their wider work as a Community
Interest Company. The noticeboards themselves are also increasingly
detracting from the quality of the environment which they are
located within and present a somewhat confusing message of the
District Council’s brand.
30.
Funding the
replacement of the 11 current noticeboards managed by Go New
Forest, and potentially looking to fund up to a further 4
noticeboards to address potential gaps in coverage (e.g. Calshot
and Totton) provides an opportunity to provide a more contemporary
and resilient group of noticeboards for Go New Forest to attract
advertising revenue in support of their visitor marketing
activities. It would also provide an opportunity for the District
Council (or an alternative authority) to provide fresh and
consistent branding across these locations.
31.
If there was support
for the principle of funding such an initiative, officers are keen
to ensure that the maintenance of the noticeboards as an asset are
resolved through an agreement with Go New Forest to take
responsibility and fund through the income they receive through advertising the
space.
Project 9 - Hythe
Promenade
32.
Hythe Promenade
provides residents and tourists with the ability to navigate the
seafront area at Hythe. Its attraction for visitors includes
a prominent position to take in the local natural capital and is
recognised as prime spot for watching activity on Southampton
Water. The promenade adds to the wider visitor offer for
Hythe and complements other attractions such as the pier and the
ferry.
33.
Unfortunately, the
promenade has suffered from under investment, resulting in the
planks that make up the walkway needing replacement. There is
little doubt that this will impact residents and tourists utilising
the promenade impacting on the wider prosperity of the
area.
34.
It is proposed that
maintenance funded via the UKSPF will return the promenade to its
original condition. This in turn will support NFDC corporate
objectives associated with place and prosperity.
Hythe Pier
Pontoon
35.
The ferry route
between Hythe and the City of Southampton has its origins dating
back to at least the late eighteen century. Twenty years ago, the
ferry carried over 430,000 passengers each year, albeit by the
start of the Covid-19 pandemic its patronage had fallen to just
under 200,000 passengers a year.
36.
In 2023, the ferry
company operating the service was purchased by Red Funnel and in
late 2024, ownership of the pier (enabling access to the deep water
needed for the ferry service), was transferred to a new company
(Hythe Pier Company Ltd). Earlier in 2024, the pontoon at the end
of the pier necessary for the ferry to be used was found to need of
immediate replacement. The current estimated cost of replacement is
£250k and until/unless this is funded the ferry remains out
of action. It is understood that the pontoon remains in the
ownership of Red Funnel.
37.
A number of public
bodies, including Hampshire County Council and Southampton City
Council have been approached to ask for funding for this
replacement but have declined. More recently this Council has also
been approached for potential funding by Red Funnel, and
local district councillors, with enquiries also being received from
the Department of Work and Pensions as to when the ferry service
will reopen. There is a history of public money being used to
support the ferry service in recent years.
38.
Clearly there are a
number of potential benefits to enabling the ferry to reopen which
don’t need to be rehearsed in detail here but
include:
·
boosting the
local economy through encouraging tourists and
visitors into Hythe and as a gateway to the wider New
Forest;
·
improving
connectivity across Southampton Water including access to jobs,
education/skills training and leisure as an alternative to car
based travel and longer public transport routes;
·
environmental
benefits - The ferry offers a more
eco-friendly alternative to road transport, potentially reducing
congestion and carbon emissions.
·
community support
- The
ferry is an important part of local heritage and culture
39.
Conversely, there
are a number of potential issues arising with considering directing
funding for this project including:
·
Cost Burden
- There
has already been significant public subsidy given to the Hythe
Ferry over recent years and there is no guarantee that the ferry
will continue to operate on a sustainable financial footing in the
future. In this regard, the complexity of the ownership of the
different components of the service creates further
uncertainty;
·
Lack of wider
funding commitment – linked to the above,
officers have not been made aware of any other funding commitments
made by either the current operator/owner or indeed the two
councils with statutory responsibility for transport on this route
(Southampton City Council and Hampshire County Council)
·
Impact on
Waterside bus service – the reinstatement of the
ferry service would potentially displace some demand away from the
bus service, albeit there is no evidence available of any
significant adverse impact on the viability of the bus
service;
·
Lack of detail
about proposal – at this stage, there is
no substantive information or detail available to inform a positive
decision about funding. For instance, what options have been looked
at? Is there any potential to secure an improvement to the
service/infrastructure, rather than a like-for-like replacement?
What other funding opportunities are being explored? Are there any
other foreseen costs arising? What is the long term business
case?
40.
At this time this
project is not proposed for funding for the 2025-26 UKSPF. However,
if infrastructure improvements can be secured through a new pontoon
over and above the previous operation model, the project may be
eligible for bidding for funding from the Community Infrastructure
Levy.
Reconnection of bus
services to Calshot
41.
Some ballpark
figures from Bluestar: reinstate the hourly frequency to Calshot on
Bluestar 9 would be around £180k p.a. Bear in mind that there
are no fewer people using the reduced level of service now than
when the service ran hourly, so for me there's a question mark over
value for public money here. One additional journey from
Calshot to Southampton at say 11.35 which would fill the current
gap in service would cost circa £25k p.a.
42.
Following changes to
the bus timetable in 2024, the regular Bluestar bus service
connecting Calshot village and beach to the rest of the Waterside
and Southampton was replaced by a less frequent service which has
left significant times of the day when Calshot is not able to be
accessed by public transport. This reduction of connectivity to a
part of the District which has significant challenges in terms of
deprivation is disappointing, particularly so given its wider
function as a coastal destination.
43.
Investment back into
this service could range from the reintroduction of an hourly
service at an estimated annual cost of £180k to a single
additional service to fill a significant gap in late mornings at
£25k per annum. This could have the potential to improve
access for residents that otherwise do not have access to private
vehicles. Wider outcomes associated with this approach include
supporting access to employment and skills.
44.
Tourism could also
benefit from the proposed investment by improving connections of
Calshot’s foreshore to the main bus route attracting more
visitors to local attractions boosting tourism and local
businesses.
45.
However, historical
data has shown limited patronage to the service (12 passengers)
that calls is into question the financial sustainability of the
service once UK SPF funding has been used. This has wider
implications in terms of continued subsidy to maintain the service,
should take up remain low, especially in the current economic
climate.
46.
Finally, due to the
small population at Calshot and the potential of limited demand the
wider outputs and outcomes that could be attributed to this project
are likely to be significantly less than other interventions.
This in turn would limit the impact when compared with other
investments. For these reasons officers have not recommended this
project for UKSPF funding for 2025-26.
Defibrillators
47.
Installation
of defibrillators across the New Forest could have multiple
benefits for residents and visitors to the area. Public
safety is enhanced, whilst reducing pressure on elements of the
wider health can care system. Defibrillators also provide
confidence for residents and visitors in the area that should a
serous cardiac incident occur, the relevant health infrastructure
is in place allowing people to act quickly.
48.
Defibrillators can
also promote health awareness when deployed as part of a wider
health and wellbeing campaign. The reason for officers not
recommending this project for funding this time is two-fold.
Firstly, that it is unclear as to the extent to which
defibrillators are already in place across the District. Secondly,
such a project could equally well be considered for funding through
alternative sources of funding including the Community
Infrastructure Levy.
Hordle Cliff
access
49.
Hordle Cliff is a
popular tourist destination that provides valued sea views and is
serviced by range of facilities including beach huts.
50.
Recent storms have
destroyed access to certain areas of the beach with steps allowing
visitors to ascend and descend the cliff at key locations
unusable.
51.
There is a potential
opportunity to reintroduce access points maintaining the popularity
of the area and supporting the local economy. Health and
wellbeing benefits can also be attributable to this potential
project by allowing residents and visitors to enjoy physical
outdoor activities through the navigation of the popular
location.
52.
However, at this
stage there are no detailed proposals as to where such improved
access could be secured with no surveys having been undertaken or
design work carried out. Given that any UKSPF project would need to
be completed by April 2026, it is highly unlikely that this project
could meet this timeline
Provision of
additional CCTV cameras
55.
Deployment of CCTV
provides a range of benefits including deterring illegal fly
tipping and acting as a deterrent against anti-social behaviour,
allowing residents and visitors to feel safe when navigating areas
of the New Forest. There is a direct link between these
outcomes and the corporate priorities of place and prosperity,
however, it should be noted that the CCTV network has recently been
extended and there is no evidence to suggest further extension is
required at this point in time.
56.
Additionally, as
with the Hordle Cliff and Public Toilet projects there are no
detailed plans in place. This raises concerns in terms of the
deliverability of this project, especially when considering the
short delivery timeframe of April 2026.
Refurbishment of
public toilets
53.
The refurbishment of
public toilets across the New Forest District meets corporate
priorities associated with place and prosperity. From a place
perspective the improvement of aesthetics enhances their appearance
creating a more welcoming environment. This is particularly
important when considering the economic benefit the New Forest
receives from the millions of visitor per year, and the positive
impact this has on the local economy which supports prosperity for
businesses, communities and residents.
54.
However, at this
stage there are no detailed proposals linked with this project and
the short timeframe by which to defray UKSPF funding would suggest
it is highly unlikely that this project could be delivered by April
2026.
Solar Canopies for public car
parks
55.
NFDC own and manage
a number of public car parks across the district, many of which
could be suitable sites for the installation of solar PV
canopies. Such canopies would provide a range of added value
benefits whilst preserving car parking facilities.
56.
Benefits would
include:
·
Renewable energy
generation – this could be: used to power onsite electrical
equipment; direct wired into adjacent buildings; fed into the grid
network for income generation; sold to local customers through a
PPA (power purchase agreement); stored in batteries to boost
capacity during periods of high local demand.
·
Cost reduction
– reducing the current running of costs of car park
facilities e.g. EV chargers, lighting, ticket machines,
security/comms devices. It could also provide power to
adjacent NFDC operated buildings to reduce utility
costs.
·
Weather protection
– canopies would provide shade from the sun and shelter from
rain. This would be of benefit to car park users, but also
provide protection to the carpark surfacing and infrastructure.
Climate change projections indicate that weather conditions will
become more extreme in the future.
·
Maximisation of
space – development space within the district is tightly
constrained, with many initiatives and priorities competing for
space, particularly within towns and villages. The installation of
solar canopies over car parks would provide additional benefits
without requiring additional land.
·
Climate action
– NFDC has declared a Climate Change and Nature Emergency and
is committed to taking action to reduce carbon emissions and adapt
to extreme weather. This was reemphasised in the Corporate Plan
2024-28. Investment in solar canopies would demonstrate delivery
and corporate leadership in addressing the climate
agenda.
57.
Suitable sites are
yet to be identified, and it is acknowledged that the physical
impact of installing canopies would need to be carefully
considered, along with an assessment of grid capacity and
connections prior to confirming the suitability of sites to
accommodate. At this stage there are no detailed proposals for this
project. Once proposals have been developed, this project may be a
suitable candidate for CIL funding, and therefore not a priority
project for UKSPF funding.