HomeReportNorth of Tyne UKSPF Programme Evaluation

North of Tyne UKSPF Programme Evaluation

A summary of the Interim UKSPF Programme Evaluation

Evaluation
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Introduction

The UK Shared Prosperity Fund (UKSPF)  provides £2.6 billion for local investment from 2022 to 2025 and aims to boost productivity, improve public services, restore community pride, and empower local leaders. In the North of Tyne area (Newcastle, Northumberland and North Tyneside),  £51.2 million was allocated across three investment priorities and the Multiply numeracy programme. Multiply is the government's £560 million programme to help transform the lives of adults across the UK across 3 themes: Community Engagement, Family Learning and Numeracy Skills for the Workplace. The North of Tyne Combined Authority (now part of the North East Combined Authority) commissioned an independent evaluation to assess the programme’s impact, effectiveness, and lessons learned. The interim evaluation used a mixed-method approach, including desk research, surveys, interviews, and engagement with stakeholders.

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Economic Growth and Business Support

The fund has helped boost productivity and local businesses, particularly in sectors like tourism, where targets were exceeded.

Skills Development and Employment Opportunities

Participation in the programme has improved staff skills, enhancing employability and workforce capabilities.

Community Engagement and Regeneration

Investment has strengthened community pride and participation, aligning with the Levelling Up agenda to create more vibrant local areas.

Additional Funding Leverage

The programme unlocked further funding opportunities, amplifying its impact beyond the initial allocation.

Policy and Delivery Insights

The evaluation highlighted lessons that can refine future funding approaches, including the need for flexibility, better monitoring, and clearer reporting processes.

Overarching summary

The UKSPF funding became an important part of NTCA’s plans, complementing a range of other initiatives including the devolved Investment Fund, skills programmes, and housing funds. UKSPF investment was targeted, alongside our other funds and programmes, on enabling NTCA to:

  • Maximise the benefits of the Economic Growth Corridors (the Northumberland Line; the Arc of Energy Innovation between Blyth and the Tyne; and the Urban Core), creating more oppertunities for businesses, residents and communities.
  • Grow businesses in key sectors (clean energy, digital, health & life sciences, professional services, culture and tourism), creating new high-quality jobs, supporting innovation, and boosting productivity.
  • Build an inclusive economy, ensuring all residents benefit from economic growth and prosperity by investing in skills and access to good quality jobs, supported by our Good Work Pledge.
  • Deliver sustainable growth by accelerating the net zero transition in the economy and communities.
  • Invest in rural economy and communities recognising the opportunities presented by the unique environment and land assets, as well as the specific challenges facing rural areas.

The interim evaluation draws on primary and secondary data to assess the programme’s success, design, implementation, and early progress. Primary data collection has so far included surveys of project leads and beneficiaries of the Multiply programme, with further data, especially from beneficiaries, planned for the final evaluation in spring 2025.

 

An elboration on headline findings are below:

  • Partnerships & Innovation: Collaboration has been central to the programme, with 75% of delivery organisations working with partners. Strong partnerships, particularly within the Communities and Place theme, have effectively addressed local challenges. Innovation has been a key aspect, with 81% of project leads incorporating new approaches, though time constraints limited innovation in some areas.

 

  • Implementation & Alignment: Many delivery partners had prior experience with similar projects, aiding the rapid rollout. Strategic alignment between UKSPF and delivery organisations was strong, ensuring continuity of support for individuals and businesses. The programme has also strengthened ties between the Combined Authority and community development organisations.

 

  • Monitoring & Management: Reporting systems have been viewed as simpler and more flexible than previous funding schemes, though some project leads found claim parameters unclear. Early engagement with the Combined Authority was helpful, but initial delays in establishing frameworks created challenges. Despite contract delays, the Combined Authority has been responsive, and ongoing support has been well received.

 

  • Regional & Structural Considerations: UKSPF has allowed for locally tailored approaches, such as Community Development Partnerships. However, overlapping project areas across local authorities have created administrative challenges. The formation of the North East Combined Authority is seen as an opportunity to streamline future programmes. The UKSPF programme has successfully supported community needs, fostered innovation, and strengthened partnerships. Tight project timelines, initial delays, and reporting complexities have posed challenges. Future programmes could benefit from more streamlined administration, cross-theme collaboration, and clearer guidance from central government.

Outcomes and Impacts

100%

Communities and Place

Under the Communities and Place theme, the creation or improvement of tourism, culture, or heritage assets reached 100%, and the outcome indicators of increased footfall and visitor numbers surpassed targets by 385% and 107%.

1880%

People and Skills

In the People and Skills theme, the number of enterprises receiving non-financial support exceeded expectations, achieving 1880% of the target, and the number of organisations supported was 330% of the target.

125%

Supporting Local Business

The Supporting Local Business theme met the outcome target related to research and development (R&D) active enterprises at 125%.

76%

Improved staff skills

Early evidence of positive effects includes improved staff skills across 76% of projects

£146k

Additional funding access

Increased access to additional funding, amounting to an average of £146,000 per project.

Conclusions and recomendations

Strong Partnership Development

The UKSPF fostered collaboration between delivery organisations, leading to innovative, locally tailored solutions that effectively addressed community and business needs

Flexibility in Project Design

The programme allowed projects to focus on both niche and broad needs, enabling creative approaches that maximized impact across different investment themes.

Simplified Monitoring and Management

Compared to previous funding schemes, the UKSPF introduced more proportionate and flexible reporting systems, making project administration more efficient and accessible.

Conclusions

The interim evaluation of the Multiply programme highlights key findings and challenges. It shows that the programme successfully fostered partnerships and innovation, particularly within the Communities and Place theme. However, tight timescales limited opportunities for full innovation, especially in the Supporting Local Business theme, and delays in programme contracts affected project start times.

Strategic alignment between the UKSPF and delivery partners was strong, though some monitoring and reporting processes were confusing, particularly with the Multiply programme. There was also siloing of projects within investment themes, which could be improved by encouraging more cross-theme collaboration.

Lessons learned include the importance of flexibility in project design, clearer reporting guidelines, and longer project delivery periods for greater impact. The Dynamic Purchasing System (DPS) has potential, but its early issues need to be addressed. Empowering VCSE organisations and standardising funding processes could also enhance delivery.

Overall, extending project timescales, breaking down silos, and refining processes would improve the programme’s efficiency and impact in future rounds.

Next steps

The interim evaluation outlines key recommendations for three groups: the evaluation team, the Combined Authority, and project delivery partners.

For the evaluation team, priorities include refining output and outcome metrics, engaging with project leads outside reporting periods, encouraging participation in surveys, addressing potential staff turnover, and comparing UKSPF with the Investment Fund in the final evaluation.

For the Combined Authority, recommendations focus on closely monitoring projects to prevent delays, addressing programme underspend, reducing investment theme silos, and validating output and outcome targets.

For project delivery partners and local authorities, they should plan for their role in the evaluation, particularly between May and July 2025, and support beneficiary engagement by distributing surveys.