## Update Of Major Projects Over The Page Is A Summary Of The Council'S Major Projects: Please Note Before Reviewing The "Large" Project Information:

- The Summary of "Large" projects will evolve over time as projects 
progress, are completed and new projects are initiated and is provided to inform the committee in performing its role of risk and assurance of the project management approach. 
- Any project that achieves a score of 80 or more out of 160 qualifies as 
a "Medium/Large" or Major project and is included in this list. 
- Executive is responsible for scheme financing/policy and Scrutiny will 
perform detailed reviews of any relevant project. 
- The status (RAG - Red, Amber or Green) is provided as an overview. 
(RAG description, below, as agreed at the July 2016 A&G committee) 
Green  
All the elements of delivery are within acceptable parameters with risks managed.  
Amber  
There are risks/issues with one or more elements of delivery. There is a plan in place to bring the project back within acceptable parameters and it is in the control of the project team.  
Red  
There are issues with one or more elements of delivery and there is no plan in place to mitigate or there is a plan emerging, but it is out of the control of the project team  

## The Coporate Projects Portfolio Was Significantly Affected By The Unprecedented Challenges Of The Covid- 19 Pandemic During This Period

| Large projects summary           | Previous    |
|----------------------------------|-------------|
| period                           |             |
| (RAG)                            |             |
| Older Person's Accommodation     |             |
| Phase 2(ASC)                     |             |
| York Central                     |             |
| Amber                            | Amber       |
| Same                             |             |
| Castle Gateway                   |             |
| Amber                            | Amber       |
| Same                             |             |
| Local Plan                       |             |
| Amber                            | Amber       |
| Same                             |             |
| Guildhall                        |             |
| Amber                            | Red         |
| Worse                            |             |
| Community Stadium                |             |
| Green                            | Green       |
| Same                             |             |
|                                  |             |
| Outer ring road (A1237)          |             |
| Amber                            | Amber       |
| Same                             |             |
| Housing Delivery Programme       |             |
| Amber                            | Amber       |
| Same                             |             |
| Centre of Excellence             |             |
| Amber                            | Amber       |
| Same                             |             |
| Provision of School Places 2017- |             |
| 2023                             |             |
| Housing ICT Programme            |             |
| Red                              | Red         |
| Same                             |             |
| Smart Travel Evolution Programme |             |
| (STEP)                           |             |
| Flood Risk                       |             |
| Green                            | Green       |
| Same                             |             |
|                                  |             |
| City Centre Access Project       |             |
| Amber                            | Amber       |
| Same                             |             |
| Parking Review                   |             |
| Amber                            | Amber       |
| Same                             |             |
| Inclusion Review                 |             |
| Amber                            | Amber       |
| Same                             |             |
| Be Independent                   |             |
| Amber                            | Amber       |
| Same                             |             |
| Procurement of MSA and Strategic |             |
| Engagement Technology Partner    |             |
| Hyperhubs                        |             |
| Green                            | Amber       |
| Worse                            |             |
This period (RAG) 
Direction of travel 
Amber 
Amber 
Same 
Amber 
Amber 
Same 
Amber 
Amber 
Same 
Amber 
Amber 
On hold 

## Detailed Updates Project Title Older Persons' Accommodation Programme Phase 2

Reporting period 
May 2020 

## Description

To provide, and ensure the provision of, a range of accommodation to address the housing (and care) needs of the city's older residents. The Council's Executive on 30th July 2015 approved the Business Case for the Older Persons' Accommodation Programme in order to prepare the city for a 50% increase in the size of the over 75 population.  This will: 

 Deliver a 10 unit extension and refurbishment of Lincoln Court 
Independent living scheme 
 Build a 29 unit extension to the Extra Care scheme at Marjorie Waite 
Court, plus provide 4 bungalows on the site 
 Carry out community and stakeholder engagement to establish the 
demand for specialist older person's housing and the issues facility residents of the city in relation to age related housing. 
 Complete procurement of a new residential care facility as part of the 
wider Health and Wellbeing Campus at Burnholme; and 
 Encourage the development of additional residential care capacity, 
extra care and age related housing, supporting older people to continue to live independently in their own home. 
 Complete the transfer of Haxby Hall care home to a care provider who 
will extend and enhance the provision on site. 
 Review the Council's Independent Living stock to ensure it meets the 
needs of existing and new tenants and to seek opportunities to 
increase its capacity. 

| Overall status this period (May)                                        |                                                                     | Overall status previous period (Apr)    |
|-------------------------------------------------------------------------|---------------------------------------------------------------------|-----------------------------------------|
|                                                                         |                                                                     |                                         |
| Financial                                                               | Non                                                                 | Tasks                                   |
|                                                                         | Scope                                                               | Quality                                 |
|                                                                         |                                                                     |                                         |
| Benefits                                                                |                                                                     |                                         |
|                                                                         |                                                                     |                                         |
| Milestones                                                              |                                                                     |                                         |
|                                                                         |                                                                     |                                         |
| May                                                                     |                                                                     |                                         |
|                                                                         |                                                                     |                                         |
|                                                                         |                                                                     |                                         |
| Apr                                                                     |                                                                     |                                         |
|                                                                         |                                                                     |                                         |
|                                                                         |                                                                     |                                         |
|                                                                         |                                                                     |                                         |
|                                                                         |                                                                     |                                         |
|                                                                         |                                                                     |                                         |
|                                                                         |                                                                     |                                         |
|                                                                         |                                                                     |                                         |
| -                                                                       |                                                                     |                                         |
|                                                                         | We are now able to fill void properties much more quickly than had  |                                         |
| been the case and we are not carrying void properties for long          |                                                                     |                                         |
| periods. We are now starting to see a shift into extra care nominations |                                                                     |                                         |
| and where possible supporting people to live independently rather       |                                                                     |                                         |
| than move into residential care.                                        |                                                                     |                                         |
| Financial                                                               |                                                                     |                                         |
| Status                                                                  |                                                                     |                                         |
| Explanation                                                             |                                                                     |                                         |
| -                                                                       |                                                                     |                                         |
|                                                                         | Promotional work around the availability and benefits of extra care |                                         |
| over the coming months will generate interest and demand for            |                                                                     |                                         |
| properties of all tenures and should help shift the demand from         |                                                                     |                                         |
| residential care.                                                       |                                                                     |                                         |

- 
The allocations process has been streamlined and voids are starting to be filled more quickly.  
- 
Work still needs to be done to ensure that the costs of CYC extra care are in line with other extra care schemes. 
- 
The ongoing financial benefits of the programme are at risk in the short term as the projects are on hold. This will delay the provision of the accommodation which will require ongoing access to commissioned accommodation. 

 
Tasks & 
- 
Construction projects are now working to restart. Completion of all projects will now be delayed.   
Milestones 
Status 
- 
Procurement of an extra care development on the Lowfield Green site has been put on hold during the COVID 19 outbreak. 
Explanation 
- 
The timetables for all of these projects will be reviewed when dates for restarting the work are known. 
 
Issues 
Status 
Explanation 
- 
The closure of all capital construction sites in this programme is an issue for all projects. The cessation of procurement projects will delay the development of an extra care scheme on the Lowfield Green site. 

## Current Status Programme Wide

1. Plans are being developed by the Housing Delivery Programme for 
properties on Burnholme, Ordnance Lane and Duncombe Barracks. The Older Person's Accommodation Programme has been involved in determining the design, layout and home numbers to enable older people to live well in each of these developments. 
2. Development of Bungalows at Lowfield Green is continuing with these 
being in the first phase of the development to be completed. 

## Burnholme Health & Wellbeing Campus

1. Care home construction is now on hold as the contractor has closed the 
site during the COVID 19 outbreak. It is not clear yet when work will resume, therefore a revised timetable is not yet available. 

## Marjorie Waite Court Extra Care Scheme

1. Preparation for the restart of construction of the MWC extension is 
now underway. The contractor has prepared new operating practices to ensure staff can meet the social distancing requirements. The work will restart during w/c 4/5/20. With the initial work being the restart of the piling work for the extension building. 
2. A letter has been distributed to residents in the surrounding area to let 
them know the work is restarting. 
3. The site and existing building have been secured to ensure the safety of 
the existing tenants. 
4. Work in the existing building has been delayed, which has enabled the 
care provider team to allocate temporary properties in the building during the COVID 19 lockdown period. 

## Lincoln Court

1. Construction work at Lincoln Court has now restarted, with amended 
working practices enabling social distancing.  This requires a reduced number of sub contractors on site and will have an ongoing impact on the project timetable.  
2. The revised timetable is not yet available but work has begun to develop 
a revised programme. 
3. The electrical supply to the building has been connected. 
4. Steel structural work to the building has been completed. 5. Cookers for the apartments and furniture for communal areas has now 
been delivered. 

## Haxby Hall

1. The transfer of Haxby Hall care home has been put on hold during the 
COVID 19 outbreak, for the welfare of all of the residents of Haxby Hall. It is not clear yet when the transfer can be completed. 
2. Legal negotiations with Yorkare Homes are ongoing. 

## New Independent Sector Provision

1. The Council's planning department is working on applications for extra 
care properties on Shipton Rd and a 60 bed care home in Strensall. 
2. The Council's planning department have received a planning application 
for an extra care development on Cherry Lane. 
- The next period will see the restart of the MWC project, and the 
completion of the piling work.  
- Preparation for the restart of all remaining construction projects will be 
completed.  
- First versions of the revised timetables for the completion of Lincoln 
Court and MWC will be available - These will be revised as the timetable for the easing of lockdown and social distancing restrictions is known. 

Reports to 
Executive, CMT, Project Board, DMT 
Exec member 
Cllr. Carol Runciman and Cllr Denise Craghill Corporate Director of Health, Housing and Adult Social Care: Sharon Houlden 
Director responsible Dependencies 
Burnholme Health & Wellbeing Campus Capital Programme  
Executive July 2015 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=88 40&Ver=4 

## Link To Paper If It Has Been To Another Member Meeting (E.G. Executive, Council, A Scrutiny Committee)

Executive October 2015 -  Grove House and Oakhaven Older Persons' Homes 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=88 42&Ver=4 Executive May 2016 - Delivery of Community Facilities at 
the Burnholme Health & Wellbeing Campus 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8884& Ver=4 Executive July 2016 Demonstrating Progress on the Older Persons Accommodation Programme 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 03&Ver=4 Executive November 2016 (Willow house OPH) 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MI d=9307&Ver=4 
Executive December 2016 - Older Persons' Accommodation Programme Update / Burnholme Health & Wellbeing Campus: Key Decisions to further progress this development / Lowfield Green Development: Moving forward to deliver a care home, health facility and housing / Haxby Hall Older Persons' 
Home: A Sustainable Future 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 08&Ver=4 
Executive Feb 2017 - Sale of Land at Fordlands Road as Part of the Older Persons' Accommodation Programme  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 10&Ver=4 Executive March 2017 - Oakhaven Extra Care Facility: the sale of land to facilitate the development  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 11&Ver=4 
Executive March 2017 - Burnholme: the sale of land to facilitate the development of a Care Home; agreement 
to management arrangements for the Community & Library facilities; disposal of the Tang Hall Library site  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93
11&Ver=4 
Executive August 2017 - Investment in New Extra Care Accommodation for Older People at Marjorie Waite Court Following the Closure of Burton Stone Lane Community Centre  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 190&Ver=4 
Executive August 2017 - A Further Phase of the Older 
Persons' Accommodation Programme Deciding the Future of Woolnough House Older Persons' Home . 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 190&Ver=4 
Executive September 2017 - Demonstrating Delivery of the Older Persons' Accommodation Programme 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 191&Ver=4 Executive October 2017 - Disposal of Willow House, Walmgate, York  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 192&Ver=4 
Executive December 2017 - A Further Phase of the 
Older Persons' Accommodation Programme: Deciding 
the Future of Windsor House Older Persons' Home 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 194&Ver=4 
Executive January 2018 - Securing a Sustainable Future for Haxby Hall Older Persons' Home 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 195&Ver=4 
Executive February 2018 - Disposal of Willow House 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101 96&Ver=4 
Executive March 2018 - Investment at Lincoln Court to Create an Independent Living with Support Facility 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101 89&Ver=4 
Executive April 2018 - Deciding the Future of Morrell House Older Persons Home 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101 97&Ver=4 
Executive July 2018 - Delivering Improved Sports and Active Leisure Facilities at Burnholme 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 470&Ver=4 
Executive September 2018 - Demonstrating Delivery of the Older Persons' Accommodation Programme and 
Preparing for Further Action 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 472&Ver=4 
Executive November 2018 - A Further Phase 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 474&Ver=4 
Executive March 2019 - Investment in the Redevelopment of Lincoln Independent Living Scheme 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11 469&Ver=4 
Executive January 2020 - The Transfer and Transformation of Haxby Hall Care Home (by way of 
long lease) and associated land transactions. 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11 115&Ver=4 
Executive March 2020 - Lowfield Green: Responding to Older Persons' Accommodation Needs. 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11 117&Ver=4 


## Project Title York Central

Reporting period May 2020 
Description York Central is a key strategic development site for economic growth and housing delivery for the city.  The majority of the land is in the ownership of Network Rail and Homes England.  CYC have a role to play in de-risking the site and accelerating delivery with public sector partners.  In recent months, the site and the opportunity it presents have been positioned at all levels of Government as a priority site for support to enable delivery of locally-led regeneration and development schemes.  The capacity for the site to contribute to the achievement of the local plan housing targets is also a key consideration. Overall status this period (May) 
 
Overall status previous period (Apr) 
 

|                                                                          |                                                                          |         |       |           | Financial    | Non       | Tasks    |       |        |
|--------------------------------------------------------------------------|--------------------------------------------------------------------------|---------|-------|-----------|--------------|-----------|----------|-------|--------|
|                                                                          | Scope                                                                    | Quality | Costs | Resources | Benefits     | Financial | &        | Risks | Issues |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Benefits                                                                 |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Milestones                                                               |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| May                                                                      |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Apr                                                                      |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Tasks                                                                    |                                                                          |         |       |           |              |           |          |       |        |
| &                                                                        |                                                                          |         |       |           |              |           |          |       |        |
| -                                                                        |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          | The programme is driven by partner organisational delivery               |         |       |           |              |           |          |       |        |
| imperatives and funding availability. The programme indicates            |                                                                          |         |       |           |              |           |          |       |        |
| that milestones are achievable but there is very little float/ scope for |                                                                          |         |       |           |              |           |          |       |        |
| slippage and the project is complex with many communities of             |                                                                          |         |       |           |              |           |          |       |        |
| interest.                                                                |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Milestones                                                               |                                                                          |         |       |           |              |           |          |       |        |
| Status                                                                   |                                                                          |         |       |           |              |           |          |       |        |
| -                                                                        |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          | The project remains on target to deliver infrastructure works to funding |         |       |           |              |           |          |       |        |
| deadlines and housing/economic benefits to City.                         |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Explanation                                                              |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| -                                                                        |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          | City of York Council and WYCA have released additional funding           |         |       |           |              |           |          |       |        |
| whilst the HIF announcement is awaited, to support scheme off plot       |                                                                          |         |       |           |              |           |          |       |        |
| infrastructure detailed design and Reserved Matters Planning             |                                                                          |         |       |           |              |           |          |       |        |
| Application.                                                             |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Risks                                                                    |                                                                          |         |       |           |              |           |          |       |        |
| Status                                                                   |                                                                          |         |       |           |              |           |          |       |        |
| Explanation                                                              |                                                                          |         |       |           |              |           |          |       |        |
| Risks associated with the project are complex and interdependent. Active |                                                                          |         |       |           |              |           |          |       |        |
| risk management is ongoing.                                              |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Issues                                                                   |                                                                          |         |       |           |              |           |          |       |        |
| Status                                                                   |                                                                          |         |       |           |              |           |          |       |        |
| Explanation                                                              |                                                                          |         |       |           |              |           |          |       |        |
| Planning RMA submission March 2020, Partnership Agreement to be          |                                                                          |         |       |           |              |           |          |       |        |
| signed, S106 to be signed, and HIF funding awaited.                      |                                                                          |         |       |           |              |           |          |       |        |

 The Outline Planning Application was approved by Planning Committee 
in March 2019. 
 The Reserved Matters Application for phase 1 off plot infrastructure was 
submitted in April 2020... 
 John Sisk Ltd have been appointed as infrastructure delivery partner for 
Phase 1 Infrastructure, they have reported on Buildability issues and 

these have been approved by Board for development into the Stage 4 Design. 

 The WY+TF Full Business Case has been conditionally approved by 
WYCA. 
 Funding was awarded in the March 2020 Budget. 
 Funding was confirmed in the March 2020 Budget with full conditionality 
awaited. 
 The Reserved Matters Application for phase 1 off plot infrastructure is 
being prepared and was submitted in April 2020 as a joint application by 
CYC/HE/NR. This is now with the Planning Department. 
 Stage 4 Design is being prepared for pricing of IP1 and IP2. Consultation 
with CYC Highways, Network Rail and Environment Agency on-going. 
 John Sisk Ltd have been appointed as infrastructure delivery partner for 
Phase 1 Infrastructure, they have reported on Buildability issues and these have been approved by Board for development into the Stage 4 Design. The WY+TF Full Business Case has been conditionally approved by WYCA. 

Reports to 
York Central government structures and the Executive. 
Exec member 
Cllr Keith Aspen Neil Ferris - Corporate Director of Economy and Place 
Director responsible Dependencies 
Local Plan Policy, Economic Strategy, City Transport 
Policy and external funding bids. 
Executive December 2015 - York Central and Access Project 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8844& Ver=4 
Executive July 2016 - York Central 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303& Ver=4 
Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny 
committee) 
Executive November 2016 Consultation on access options / Third party acquisitions 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307& Ver=4 
Executive July 2017: Project and Partnership Update 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188 &Ver=4 
Executive November 2017 - Preferred Access Route and Preparation for Planning 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10193
&Ver=4 
Executive March 2018 - York Central Access Construction 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10189 &Ver=4 
Executive June 2018 - Masterplan and Partnership Agreement 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469
&Ver=4 
Decision Session August 2018 - York Central Design Guidelines 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=875&MID=10847 #AI49619 
Executive August 2018 York Central Update - Western Access 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10471 &Ver=4 
Executive November 2018 - York Central Enterprise Zone investment Case 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474 &Ver=4 
Executive January 2019 
York Central Partnership Legal Agreement 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10476 &Ver=4 
Executive July 2019 - York Central Partnership Update 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11107 &Ver=4 
Executive October 2019 - Update 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111 &Ver=4 


## Project Title Castle Gateway Reporting Period May 2020 Description

City of York Council (CYC) are one of the principal land owners in the area around Piccadilly, the Eye of York, St George's Field and the Foss Basin. 

This area is being referred to as the "Castle Gateway" and many parts of the area are underused, semi derelict or of poor quality. Many of the properties are for sale or owned by investors and there is a risk that the area will continue to be blighted or that important sites will be developed in a piecemeal manner. The area is urgently in need of a fresh vision to improve the locality and create a socially and economically sustainable future. As the principal landowner, CYC will be instrumental in delivering a joined-up regeneration of the area which will maximise social and economic benefits for the City. 

| Overall status this period (May)                                               |       | Overall status previous period (Apr)    |
|--------------------------------------------------------------------------------|-------|-----------------------------------------|
|                                                                                |       |                                         |
| Financial                                                                      | Non   | Tasks                                   |
|                                                                                | Scope | Quality                                 |
|                                                                                |       |                                         |
| Benefits                                                                       |       |                                         |
|                                                                                |       |                                         |
| Milestones                                                                     |       |                                         |
|                                                                                |       |                                         |
| May                                                                            |       |                                         |
|                                                                                |       |                                         |
|                                                                                |       |                                         |
| Apr                                                                            |       |                                         |
|                                                                                |       |                                         |
|                                                                                |       |                                         |
|                                                                                |       |                                         |
| Costs                                                                          |       |                                         |
| Status                                                                         |       |                                         |
| Explanation                                                                    |       |                                         |
| The Executive approved a further budget of £2.15m to take the project          |       |                                         |
| through to the next decision point at the end of 2020. The project remains     |       |                                         |
| within that budget but it should be noted that the budget was predicated       |       |                                         |
| on the anticipated delivery timescales which may be impacted by                |       |                                         |
| COVID_19 leading to an increase in overheads and huge uncertainty as           |       |                                         |
| to the impact on future build costs.                                           |       |                                         |
|                                                                                |       |                                         |
| Financial                                                                      |       |                                         |
| Benefits                                                                       |       |                                         |
| Status                                                                         |       |                                         |
| Explanation                                                                    |       |                                         |
| A GVA assessment of the proposed masterplan has been undertaken by             |       |                                         |
| WYCA. They assess the GVA benefits of the proposals to be £360m for            |       |                                         |
| the Leeds City Region. However, realising these benefits is dependent on       |       |                                         |
| the successful delivery of the whole masterplan which will require             |       |                                         |
| significant investment from the council and other public bodies.               |       |                                         |
| Tasks &                                                                        |       |                                         |
| Milestones                                                                     |       |                                         |
| Status                                                                         |       |                                         |
| The report to Executive in January 2020 represented a key milestone in         |       |                                         |
| delivery and provided a new series of milestones and targets. However,         |       |                                         |
| all of these will need to be reviewed in light of the impact of COVID_19.      |       |                                         |
| Explanation                                                                    |       |                                         |
|                                                                                |       |                                         |
| Risks Status                                                                   |       |                                         |
| Explanation                                                                    |       |                                         |
| This is a complex project to deliver an ambitious masterplan, and as such      |       |                                         |
| it has significant risks to its delivery.  Whilst mitigation and monitoring of |       |                                         |
| risks is being undertaken, the project is likely to remain at risk throughout  |       |                                         |
| delivery.                                                                      |       |                                         |
| Issues                                                                         |       |                                         |
| Status                                                                         |       |                                         |
| Explanation                                                                    |       |                                         |
|                                                                                |       |                                         |
| Issues remain under review.                                                    |       |                                         |
|                                                                                |       |                                         |

COVID_19 - due to the impact of COVID_19, corporate decisions on council priorities through the response phase, and the redeployment of many of the Major Projects and Regeneration Team in to critical services, a number of work streams in the delivery of this project have currently paused. 

Delivery strategy - The procurement of construction partners for phase one was due to commence in April. However, a pause has been put on all non-essential procurement at a corporate level. An assessment of the impact of this on project delivery and a decision as to how to proceed is being considered. 

A further report is still intended to be brought back to Executive in the summer of 2020, setting out the proposed delivery model for 17-21 Piccadilly, and the business case and funding strategy for phase two of the masterplan - the new public realm to replace Castle Car Park. This remains on track, however when it will be considered by Executive will depend on the ongoing impact of COVID_19. 

Castle Mills and St George's Field - The planning applications were due to be considered in May, however due to the transition of planning to virtual committees in response to COVID_19 restrictions they are now likely to be considered in June.   
West Yorkshire Transport Fund - work in progressing the funding bid to outline and full business case stages will continue to be led by the council's consultant's WSP wherever possible.  
Castle Gateway events - the Cbeebies roadshow event is now unlikely to take place on Castle Car Park in September 2020 and will be delayed to later in 2020, early 2021. 

St George's Field and Castle Mills - Officers will continue to respond to any comments or objections relating to the planning applications and will work with planning officers to resolve any issues to ensure the successful achievement of planning permission. 

Phase one delivery - a decision will be taken as to how to proceed with the procurement of contractors in light of COVID_19. 

17-21 Piccadilly - the RIBA stage 2 design work will commence to ascertain the development capacity of the site and allow a decision as to whether the council should proceed with development or dispose to the market to deliver. This will largely be architect led and won't impact on the emergency response to COVID_19. 

Reports to 
The Executive sponsor for the Castle Gateway is the Leader of the Council in his remit as Executive Member for Finance and Performance. The Executive have approved a whole series of recommendations over the last three years to advance the project, with delivery of these being the responsibility of the Castle Gateway 
Working Group. This working group was established in January 2017 and serves as the project board and meets on a monthly basis. It is chaired by the Director for Economy and Place, and the wider interests of the council are represented by the Assistant Directors for Regeneration and Asset Management; Planning and Sustainable Development; and Transport, Highways and the Environment. The group also has Heads of Service for legal, finance and property. The working group is the key interface point with wider stakeholders, with the project manager and Assistant Director for Regeneration and Asset Management chairing the Castle Gateway Advisory Group (which consists of key stakeholders and principal custodians of 
the city) and the My Castle Gateway public engagement 
partnership. The interests of the formal partnership with York Museums Trust will also be represented by the same individuals and outcomes and decisions fed back in to the working group. The Castle Gateway project manager has defined 
expenditure levels under the Council's Contract 
Procedure Rules. Any decisions that are outside the remit of previous recommendations from the Executive are taken to the appropriate decision making route as set out by the council's governance and decision making framework. Dependent on the nature and scope of the issue this may be an officer decision, Executive Member decision, or require a full Executive decision. 
Exec member 
Cllr Nigel Ayre 

## Neil Ferris - Corporate Director Of Economy And Place Director Responsible

Dependencies 
Local Plan Policy, City Transport Policy Executive October 2015 - York's Southern Gateway 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=884 2&Ver=4 
Link to paper if it has been to another member meeting  
Executive November 2016 - Land Assets on Piccadilly 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 07&Ver=4 
Executive January 2017 - Update York Castle Gateway 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93
09&Ver=4 
Executive August 2017 - Proposed Temporary Use of Part of Castle Car Park  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 190&Ver=4 
Executive April 2018 - Castle Gateway Masterplan 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101 97&Ver=4 
Executive October 2018 - Proposed Temporary Uses of Part of Castle Car Park 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 473&Ver=4 
Executive October 2019 - Update 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111 &Ver=4 
Executive January 2020 - Castle Gateway Phase One Delivery Strategy 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11 115&Ver=4 


## Project Title Local Plan Reporting Period May 2020 Description

The 'Local Plan' is a citywide plan which sets the overall planning vision and the spatial land use strategy for the city. It provides a portfolio of both housing and employments sites for at least a 15 year period and will set the Green Belt boundaries for York. In addition it incorporates both policies and approaches to set the context for development management decisions. Effectively, it sets out the opportunities and policies on what will or will not be permitted and where, including new homes and businesses.  
The Local Plan must be accompanied by an infrastructure delivery plan setting out the Council's approach to strategic infrastructure and its funding. 

All housing and employments sites included must be viable and deliverable this is directly linked to future approaches to planning gain i.e. CiL and S106. In response to both the Council resolution in autumn 2014, and the changed national and local context, officers have initiated or a series of work streams to inform the next stages of plan production. This relates to housing need, economic growth and the related need for employment land, and detailed site assessments. The production of the plan has to be in accordance with statute and national guidance. This includes a legal requirement to work with neighbouring authorities. It also means that the plan must be subject to Sustainability and Environmental Assessments. It will also ultimately be subject to an independent examination by a government inspector.  

| Overall status this period (May)                                         |       | Overall status previous period (Apr)    |
|--------------------------------------------------------------------------|-------|-----------------------------------------|
|                                                                          |       |                                         |
| Financial                                                                | Non   | Tasks                                   |
|                                                                          | Scope | Quality                                 |
|                                                                          |       |                                         |
| Benefits                                                                 |       |                                         |
|                                                                          |       |                                         |
| Milestones                                                               |       |                                         |
|                                                                          |       |                                         |
| May                                                                      |       |                                         |
|                                                                          |       |                                         |
|                                                                          |       |                                         |
| Apr                                                                      |       |                                         |
|                                                                          |       |                                         |
|                                                                          |       |                                         |
| Scope                                                                    |       |                                         |
| Status                                                                   |       |                                         |
| Take the Local Plan through examination in public (EIP) and to adoption  |       |                                         |
| as statutory development plan for York.                                  |       |                                         |
| Explanation                                                              |       |                                         |
| Costs                                                                    |       |                                         |
| Status                                                                   |       |                                         |
|                                                                          |       |                                         |
| Cost associated with EIP, modifications consultation and adoption.       |       |                                         |
| Explanation                                                              |       |                                         |
| Tasks &                                                                  |       |                                         |
| Milestones                                                               |       |                                         |
| Status                                                                   |       |                                         |
| Appointed planning inspectors are undertaking an independent             |       |                                         |
| examination of York's Local Plan. Initial hearing sessions took place at |       |                                         |
| York Racecourse from 10th to 18th December 2019.                         |       |                                         |
| Explanation                                                              |       |                                         |

## Risks

Status Risks associated with examination of Local Plan by Planning Inspectorate. 

## Explanation Current Status

Appointed planning inspectors have completed phase 1 of the examination of York's Local Plan. The initial hearing sessions took place at York Racecourse from 10th to 18th December. More information about the hearings is available to view at: www.york.gov.uk/localplanexamination The Local Plan sets strategic priorities for the whole city and forms the basis for planning decisions; it must be reviewed at regular intervals to be kept up to date. The first phase hearing sessions covered the strategic principal matters identified by the inspectors including: 

 legal compliance  housing need and  the York Green Belt. 
The inspectors took into account the comments submitted to-date, as far as they related to soundness considerations such as whether the plan is justified, effective and consistent with national policy. The Forward Planning Team are currently completing a number of 
'Homework' items requested by the inspectors' for their consideration in conjunction with the Phase 1 hearing sessions. 

Following the submission of all of the required 'homework' items discussed in the Phase 1 hearing sessions the Inspector has confirmed they will issue the Council with an interim Inspectors report. This is anticipated in May 2020. Further phase 2 hearing sessions on the remainder of the Plan will then be requested by the Inspector but the timing of these is dependent on the outcome of the phase 1 Inspectors report. 

Reports to 
Executive, Local Plan Working Group  
Exec member 
Cllr. Keith Aspden, Cllr Andrew Waller and Cllr Nigel Ayre Neil Ferris - Corporate Director of Economy and Place 
Director responsible 
Dependencies 
Deliverability of York Central Executive July 2015 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=88 40&Ver=4 
Link to paper if 
it has been to another member 
meeting  
Executive June 2016 City of York Local Plan - Preferred Sites Consultation 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=919 1&Ver=4 
Executive December 2016 - Update on Preferred Sites Consultation and Next Steps 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 08&Ver=4 
Executive January 2017 - Update on Local plan 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 09&Ver=4 
Executive July 2017 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10
188&Ver=4 Local Plan Working Group January 2018 
http://democracy.york.gov.uk/documents/s120857/LP%20LPWG%20FI NAL%20REPORT.pdf 
Executive January 2018 - Update 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10
195&Ver=4 
Executive May 2018 City of York Local Plan - Submission 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 198&Ver=4 
Executive September 2018 Supplementary Planning Documents to support the emerging York Local Plan 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 472&Ver=4 
Executive March 2019 - Update 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 479&Ver=4 

## Project Title Community Stadium Reporting Period May 2020 Description

The Community Stadium project will deliver a new football and rugby stadium for professional sport and community sport and leisure facilities for the city of York. The project also includes a new athletics facility for use by York Athletic Club as well as many community uses and work with community partners. The core project objectives are to provide a new Community Stadium within a new leisure facility complex on the grounds of the existing Huntington Stadium / Waterworld swimming pool. This project represents an opportunity to create one of the country's most far reaching community stadium complexes. 

| Overall status this period (May)                                        |                                                                             | Overall status previous period (Apr)    |
|-------------------------------------------------------------------------|-----------------------------------------------------------------------------|-----------------------------------------|
|                                                                         |                                                                             |                                         |
| Financial                                                               | Non                                                                         | Tasks                                   |
|                                                                         | Scope                                                                       | Quality                                 |
|                                                                         |                                                                             |                                         |
| Benefits                                                                |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
| Milestones                                                              |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
| May                                                                     |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
| Apr                                                                     |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
| Costs                                                                   |                                                                             |                                         |
| Status                                                                  |                                                                             |                                         |
| Explanation                                                             |                                                                             |                                         |
| -                                                                       |                                                                             |                                         |
|                                                                         | Adoption and design issues with the site road and drainage could lead       |                                         |
| to delay and increased cost. Outcome of any claim for time and delay    |                                                                             |                                         |
| could result in additional cost. Commercial land receipt awaiting       |                                                                             |                                         |
| confirmation of further tenants.                                        |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
| -                                                                       |                                                                             |                                         |
|                                                                         | Covid-19 delays and restrictions may increase costs of facility             |                                         |
| mothball depending upon the length of time restrictions are in place.   |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
| Tasks &                                                                 |                                                                             |                                         |
| Milestone                                                               |                                                                             |                                         |
| Status                                                                  |                                                                             |                                         |
| Explanation                                                             |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
| -                                                                       |                                                                             |                                         |
|                                                                         | Build delay confirmed which moves the summer 2019 completion and            |                                         |
| subsequent handover to an early 2020 opening. This is due to a          |                                                                             |                                         |
| number of build factors and the extent is still to be fully determined. |                                                                             |                                         |
| Delay confirmed by the construction company, this means the             |                                                                             |                                         |
| previously reported summer 2019 opening can no longer be achieved.      |                                                                             |                                         |
| Full testing and commissioning programme to be completed early          |                                                                             |                                         |
| 2020. This is now ongoing.                                              |                                                                             |                                         |
| -                                                                       |                                                                             |                                         |
|                                                                         | Licensing, commissioning, testing and certification of the site is          |                                         |
| ongoing and opening will follow the certificated completion of these    |                                                                             |                                         |
| requirements.                                                           |                                                                             |                                         |
| Risks                                                                   |                                                                             |                                         |
| Status                                                                  |                                                                             |                                         |
| -                                                                       |                                                                             |                                         |
|                                                                         | Covid-19 restrictions are affecting all progress on site and the ability to |                                         |
| test and certify the site and achieve completion.                       |                                                                             |                                         |
| Explanation                                                             |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
|                                                                         |                                                                             |                                         |
| -                                                                       |                                                                             |                                         |
|                                                                         | Issue of the highways works is significant but is now being progressed      |                                         |
| to completion.                                                          |                                                                             |                                         |
Issues 
Status 
- 
Site is subject to delay, however, testing and commissioning is now ongoing, started 6 January 2020 with site delivery early 2020. 
Explanation 
- 
NHS design and build is progressing to completion. 
- 
Covid-19 restrictions are affecting all sites and potential for further 
disruption depending upon length of time restrictions are in place. 

In the last six months of the project progress has been made as follows:  

 Internal fit outs are ongoing.  Tenant now secured for the lantern unit with legal agreements ready 
for execution. 
 Additional tenant for the lantern remainder area now being 
progressed as well as gym usage. 
 Build delay now confirmed on the stadium and leisure site with delay 
currently being notified by the GLL consortium. This is subject to further review and scrutiny. Confirmation of full delay and completion is awaited from GLL. 
 Original deadline of May 2019 for build completion has passed.  Build main structures are all complete, and commissioning and testing 
programme started early 2020. ALL ARE NOW ON HOLD. 
 Pitch construction now complete.  Floodlights all in and complete.  All 3 pools complete.  Seats now complete in all stands.  Sponsorship and naming rights contract complete and approved.  Cinema complete and open as of December 2019.  Starbucks restaurant complete and open as of December 2019. 
 External site works to complete early 2020. Most of this is on hold due 
to Covid restrictions on workforce and supplies. 
The next steps for the project are as follows: 

 Completion of the road and connections early 2020.  Completion of the commercial build early 2020.  Snagging for all stadium and leisure areas ongoing through early 
2020. 
 Confirmation of tenants for the commercial unit early 2020.  Lantern tenant now confirmed with additional tenant now progressing.  Stadium and leisure site build completion early 2020.  Commercial tenants fit out July 2019 to June 2020. 
 Stadium, Leisure and Hub Tenant fit out expected early/ mid 2020.  Stadium and Leisure Site predicted open and operational early 2020.  Commercial site Cinema opened December 2019, rest to follow in 
2020. 
All of the above is delayed due to covid restrictions on workforce and materials supply. Site is working on a vastly reduced workforce due to most major companies withdrawing their employees to home working. Materials supply is also vastly restricted due to suppliers not having stocks, reduction in workforce, unable to source certain specific supplies. Site continues with snagging and small items that can be done but M&E 
testing, commissioning, and all testing and licensing activities have stopped due to covid restrictions on gatherings and events. Awaiting Government confirmation of lifting restrictions on events and also an improvement in the supply chain. 

Reports to 
Project team report to the Director of Finance and prepare reports to the project Board. The project Board Chair updates Exec and Full Council when needed. Subject to Audit and Governance scrutiny. 
Exec member 
Cllr. Nigel Ayre Ian Floyd - Deputy Chief Executive & Director of Customer & Corporate Services 
Director responsible Dependencies 
Yearsley review. The continued operation of Yearsley is Potentially linked to the DBOM contract proposed. 
Full Council March 2016 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=331&MId=8836&
Ver=4 Executive December 2016 - Update report 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308& Ver=4 
Link to paper if 
it has been to 
another member meeting (e.g. executive, council, a scrutiny 
committee) 
Executive March 2017 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311& Ver=4 
Executive July 2017 - Community Stadium & Leisure Facilities Report  
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10406 &Ver=4 
Executive October 2017 - Project Report  
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10192

&Ver=4 
Executive September 2018 - Project Update http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472 &Ver=4 

## Project Title The Guildhall Reporting Period May 2020

Description City of York Council vacated the Guildhall in April 2013, moving to West Offices as part of the Admin Accommodation programme, in order to make approx. £1m pa savings. An evaluation of potential future uses had already been undertaken, and following further feasibility work and review a decision on the Future of the complex was taken by Executive in October 2015.  Approval was granted for detailed project development work to secure the future of the Guildhall as a serviced office venue; with virtual office and business club facilities, maximising the benefits of the different spaces within the complex, its heritage appeal, and also ensuring ongoing council use and public access in a mixed use development. 

Overall status this period (May) 
 
Overall status previous period (Apr) 
 

 
Scope 
Quality 
Costs 
Resources 


May 


Apr 


Costs Status 
Explanation 
The project board were advised on the 5th May 2020, based on a number of estimates/assumptions (requiring validation), there are potential future budget risks. Further analysis is ongoing. 
Resources 
Site is currently advancing as planned however we may face delay in the near future as the contractor is reporting that their supply chain is becoming fragile due to staffing difficulties and forced closures specifically for: 
Status 
 
Mortar supply 
Explanation 
 
Scaffolders labour 
 
Steel erectors labour 
 
Availability of archaeologist to provide watching brief 
 
loss of key staff due to living with at risk family members 
Financial 
Status 
Explanation 
The business case for delivery was agreed by Executive in February 2019 - where the project costs and the financial benefits were approved by Executive in parallel with the final project costs. 
 
Tasks & 
Milestones 
 
The first phase of the underpinning has now been completed and initial monitoring results are showing that stabilisation of the north range structure has been achieved. 
Status 
Explanation 
 
Stabilisation of the north range structure has enabled the demolition of the north annexe to be completed. 
 
Piling of the new section of the project will commence in May 2020. 
 
Risks Status 
 
A collaborative risk workshop has been undertaken and a revised risk register has been agreed. 
Explanation 
 
Active risk management is ongoing. 
 
The potential for Covid 19 to disrupt the supply chain / site activity and cause delay to the project completion is a major risk at this time. 
|            | Financial    | Non    | Tasks    |        |
|------------|--------------|--------|----------|--------|
| Benefits   | Financial    | &      | Risks    | Issues |
|            |              |        |          |        |
| Benefits   |              |        |          |        |
|            |              |        |          |        |
| Milestones |              |        |          |        |
|            |              |        |          |        |
Issues 
Status 

 
Supply chain is reporting difficulties in certain areas full list in Resources field. 

Explanation 

 
Additional archaeological discoveries may impact progress. 

## Current Status Statutory Consents / Approvals

 Executive approval February 2019 to advance to the construction stage.  Planning and LBC approvals granted 16 Feb 17.  Executive approval for scheme delivery 16 Mar 2017.  Full Council approval of budget requirement 30 Mar 2017.  Grant Agreement letter signed with WYCA 7 Apr 2017 securing £2.347m 
of LGF funding from LCR LEP to support project delivery. 

## Project Progress Construction Commenced On The 16Th Of September 2019. Future Outlook.

 Commence piling for the new build section of the project to include 

offices and the new restaurant space. 

Reports to 
The Guildhall board reports to Economy and Place DMT and PM updates Executive member and Executive when required for updates and approvals. 
Exec member 
Cllr Nigel Ayre 
Neil Ferris - Corporate Director of Economy and Place 
Director responsible 
Dependencies 
Local plan 
Executive October 2015 - The Future of York's Guildhall & Riverside 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=884 2&Ver=4 
Scrutiny - 13 June 2016 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=144&MId=9420& Ver=4 
Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) 
Exec July 2016 - Detailed Designs & Business Case  
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=930 3&Ver=4 
Executive March 2017 - The Development of the Guildhall Complex 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 11&Ver=4 

Executive May 2018: The Development of the Guildhall Complex https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10
198&Ver=4 
Executive February 2019: Redevelopment Tender Evaluation & Project Business Plan Appraisal https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11 007&Ver=4 
 

## Project Title Outer Ring Road (A1237) Reporting Period May 2020 Description

This project combines the previously separate schemes - YORR roundabout upgrades & YORR dualling (phase 1).  This project has already delivered an upgrade of the Wetherby Road roundabout in 2018/19 to the new standard 3 lane approaches and 2 lane exits on the A1237.  This project will continue by upgrading the stretch of the A1237 to dual carriageway standard between the A19 junction and Little Hopgrove junction, including the upgrade of the 5 roundabouts on this stretch to the standard already set by the Wetherby Road upgrade.  This project will increase the capacity of the ring road, particularly of the roundabouts being upgraded, to reduce orbital and radial journey times.  The A1237 roundabout at Great North Way will also be improved as part of this project (although this lies outside the stretch which is to be dualled). 

Overall status this period (May) 
 
Overall status previous period (Apr) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
May 


Apr 


Tasks & 
Milestones 
Status 
The combined scheme is now being addressed in various disciplines however there is slight slippage on the programme presented in autumn 2019. 
Explanation 
Risk Status 
Risks are being monitored daily. 
Explanation 
Issues 
Status 
Explanation 
The project is to be amalgamated with the proposals for dualling the 
A1237.  This issue is currently being addressed by the project team to 
approach the scheme as a single entity and bring together the component parts in the next period. 

1. Ensuring that all environmental surveys are complete and within date. 2. Continuing negotiations with landowners to attempt to purchase land. 3. A new procurement strategy has been developed and will be presented 
to Councillors, although there is currently some uncertainty about the timing due to Covid 19. 
4. Discussions continue with funding partners (WYCA & DfT) to find a coordinated process for scheme governance. 
5. Preparing a public engagement strategy to present to Councillors. 6. Undertaking usage surveys of Public Rights of Way (PROW). 
1. Draft all necessary reports to ensure a swift recommencement of 
business following the Covid19 virus. 
2. Consider structural design issues across the scheme. 3. Progress bridge design details to present to Network Rail. 4. Rearrange meetings with utility companies following Covid19. 5. Continue to attempt to make land purchase. 6. Prepare documentation to appoint designer. 

Reports to 
Project reports into the Transport board, Project Board and Lead Members Board 
Exec member 
Cllr Andy D'Agorne 
Director 
responsible 
Neil Ferris - Corporate Director of Economy and 
Place 
Dependencies 
LTP4, Local plan Executive West Yorkshire Transport Fund - 24 November 2016 
http://democracy.york.gov.uk/documents/s110381/WYTF%20Exec %20Nov%202016%20v5.pdf 
Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny 
committee) 
Executive July 2017 - Proposed York Outer Ring Road Improvements / Approach to Deliver 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId =10188&Ver=4 
Executive December 2018 A1237 Outer Ring Road - Dualling Update 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId =10475&Ver=4 
Executive September 2019 York Outer Ring Road Improvements Update  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId =11109&Ver=4 
Executive February 2020 - Dualling from A19 Rawcliffe to A64 Hopgrove 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId =11116&Ver=4 


## Project Title Housing Delivery Programme Reporting Period May 2020 Description

The accelerated delivery of mixed tenure housing across multiple sites in the city. 

Overall status this period (May) 
 
Overall status previous period (Apr) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
May 


Apr 


Financial 
Status 
Explanation 
High level financial modelling has been undertaken to inform the delivery programme. Risks remain around build costs for the remainder of the programme as well as sales receipts from open market and shared ownership homes.  To be reviewed following Covid-19. 
Non 
Financial 
Status 
Commitment to deliver added social value through the Housing Delivery Programme. This needs to be embedded into all design and construction work and the sales and lettings process. 
Explanation 
Risks Status 
Explanation 
Detailed risk register has been formulated to identify all key risks, assign responsibilities and determine potential mitigation measures. 

## Current Status Lowfield Green

 Construction work is continuing at Lowfield Green. All piling for phases 1, 
2 & 3 is complete and substructure work has commenced. Brickwork to phase one is progressing on target. Superstructures progressing on 
phase 1 and substructure work progressing on phase 2. 
 The site team have employed new ways of working to ensure social 
distancing guidance can be met in Covid-19 crisis. Extra welfare facilities, skeleton management staff and low number of subcontractors on an outdoor site has meant Wates have assessed the site as safe to continue. 
 Wates are now encountering delays with the materials - namely roof 
tiles, lintels, mortar & insulation. The team continue to assess the impact of CV-19. 
 At present we are on target in terms of cost and quality, however the 
Covid-19 situation is likely to impact on staffing and materials moving forwards. 

## Burnholme

 A cost review of the stage B work was completed by Turner and 
Townsend, which following review was in line with expectations. 
 Stage C of the design stage have been commissioned.  
 Meetings were held to discuss options around structural and M&E 
options for the design and progress has been made in these areas. 
 Generally work has carried on well in the face of Covid19 restrictions and 
it is still expected that a planning application will be ready for the end of summer 2020.  
 An online engagement survey has been conducted and provided 
valuable feedback to the design team. 

## Duncombe Barracks

 Design work complete to end of Stage B & Stage C commissioned.  Thorough Financial appraisal work undertaken to provide clear build 
costs to be achieved by the design team as we move into Stage C. 
 House type layout updated and improved. 

## Ordnance Lane

 Design work is progressing well - we are in RIBA stage B of design work 
and have now undertaken a further engagement event which was very well received. This engagement event focussed on intergenerational living, working and volunteering at Ordnance Lane and was held in an 'online gathering' format with a wide range of speakers and participants who helped to inform the design and approach of the 'New Ordnance Lane' area of the site. This area of the site will aim to focus on intergenerational living and aims to build a strong, resilient community. 
 There continues to be a risk that the project will slow to some extent as 
some key surveys may be unable to be undertaken as per the original 
programme due to the impact of the Covid-19 restrictions on nonessential movement (for example for surveys to monitor parking levels, air pollution and noise). 

## Future Outlook Lowfield Green

 Continue with brick work sub & super structure across the site  Install attenuation tanks  Progress the final road construction in dialogue with CYC Highways 
authority 
 Aim to get YW onsite and commence sewer diversion works 

## Burnholme

 The next period will see an intensive period of design. 
 Decisions need to be made around M&E options, tenure mix and selfbuild on the scheme. 
 In addition, further work is required to understand the parking strategy 
for the scheme. 

## Duncombe Barracks

 Progress with Stage C and understand the structural options we are 
going to proceed with 
 Liaise with CYC planning to understand if we position re: survey date 
during CV-19 
 Work with consultants to develop more regular cost plans to ensure 
financial viability throughout design. 

## Ordnance Lane

 By the end of May the stage B design information will be made 
available for review and costing. 

Reports to 
Project team consisting of officers at the council who will advise on specialisms such as legal, housing, finance, and procurement. This project team feeds into the Housing Delivery Programme Board, which consists of senior officers and managers. The board guides decisions shaping the programme, setting objectives, scope, and timelines for projects. The board reports into the HCA as part of the partnership arrangement as well as One Public Estate. When milestones are met the programme will report into 'Capital and Asset Board' and 
'Health, Housing and Adult Social Care' and 
'Employment and Place' Management Teams for coordination and major project issues. Decisions taken by the Council Management Team followed by Executive. 
Exec member 
Cllr. Denise Craghill 
Director responsible 
Sharon Houlden:  Corporate Director of Health, Housing and Adult Social Care 
Dependencies 
None March 2017 Executive Meeting 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 11&Ver=4 
December 2017 Executive Meeting - Delivering Health and Wellbeing facilities for York - Establishing a Delivery Model and the Scope of the 
Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny 
Programme 
committee) 
- Delivering the Lowfield Scheme 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 194&Ver=4 
July 2018 Executive Meeting - Proposals 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 470&Ver=4 
October 2018 Executive Meeting - Duncombe Barracks, Burton Stone Lane 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 473&Ver=4 
January 2019 Executive Meeting- Building More Homes for York - removal of the HRA borrowing cap 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 476&Ver=4 
September 2019 Executive Meeting - Housing Delivery Programme Update  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109& Ver=4 


## Project Title Centre Of Excellence Reporting Period May 2020 Description

City of York Council with its partners are planning to:  

a. Deliver a feasibility study to explore the opportunities and benefits of 
building a Specialist Disabled Children Short Break Facility in York.  
b. To expand the Family Intensive Rapid Support Team (FIRST) to 
incorporate a therapeutic short break residential element and to explore the opportunities and benefits of increasing the service offer to neighbouring Local Authorities across the region. 
The project is part of the wider development of services for disabled children and young people across the city and provides the council with an opportunity to:  

 Invest capital in developing a 'Disability Centre of Excellence' which has 
the potential to be a leader in innovative practice both regionally and nationally. 
 Make York Home for more disabled children and young people by 
reducing out of Area placements. 
 Develop and invest in service provision in order to generate future savings 
and income generating potential.  
 Deliver better outcomes for disabled children and young people including 
those with the most complex needs.  
FIRST is a specialist Clinical Psychology led service that supports families with children/ young people who have a learning disability, autism and the most complex behavioural needs. FIRST provides intensive assessment and intervention for children and their family at the point of potential placement breakdown. The proposed Specialist Disabled Children Short Break Facility would potentially incorporate and replace the short break residential provision currently provided at The Glen and Glen House.  

Overall status this period (May) 
 
Overall status previous period (Apr) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
May 


Apr 
 
Contractor has ceased work on site. Advisers have advised of "furloughed" resource. 
Resource 
Status 
Explanation 
 
NHS second contribution to funding has been delayed due to first fix not having been completed. Reflected in valuation, so no immediate impact on CYC. 
Tasks & 
 
Significant delay due to Coronavirus pandemic is envisaged, as yet 
unquantified. 
Milestones 
Status 
 
Contractor currently unable to issue revised programme and will issue 6 weekly rolling programme information. 
Explanation 
 
Service opening will be delayed until after summer school holidays (as a minimum). 
Risks Status 
Explanation 
Significant risk to programme due to Coronavirus pandemic. 
 
Issues 
Status 
Explanation 
Coronavirus pandemic impact unquantified at present. 

## Current Status Finance

 Client contingency is being monitored closely to ensure risk items and 
provisional sums remain within contingency budget. 
 There is an agreed payments schedule, linked to build milestones to 
draw down NHSE Transforming Care Capital Grant. 
 Cash flow impacted due to amendment to construction programme. 

## Risks

 Ground risks highly unlikely to materialise.  Delay due to cessation of work on construction site due to health & 
safety concerns relating to Coronavirus pandemic. 
 Construction materials can be difficult to source during pandemic.  Impact of temporary cessation/pandemic on sub-contractors and 
suppliers.  

## **Programme**

 Project end date has been updated to reflect finish when new service 
is open. 
 Substructure; steel frame system installed; underfloor heating and 
floor screed in place; roof sealed early March. 
 Works on site ceased 23rd March and recommenced (phased) 27th 
April 2020. 
 Extension of Time due to Force Majeure, as yet unquantified. 

## Communication And Engagement

 Regular resident's newsletter agreed and circulated.  Email address promoted for public to contact the project team.  Service users and parents consulted regarding new service name. 
 Regular correspondence with near neighbours. 

## School Playing Fields

 Development of the school playing fields at the back of the school 
completed on time and budget. 

## Legal

 All outstanding legal issues have been agreed. 

## Governance

 Risks and decisions are being monitored, recorded and agreed 
through quarterly Project Board. 
 System established for decisions to be made outside of meetings. 
Works have restarted (27th April 2020) in a managed and phased fashion, though impact on programme as yet unquantified. Contractors plan to issue 6 week rolling programme update. Progress meetings, normally monthly on site, will be held more frequently as telephone conferences in order to be able to understand pressures on the contractor and take mitigating action if required. 

Reports to 
 The project is accountable to a Project Board chaired 
by Amanda Hatton - Director CEC. 
 The project Board contains representation from 
Children's Social Care, Health, Education, Adult Services and Finance. 
 The project Board is accountable to CEC DMT 
chaired by Amanda Hatton, Director of Children, Education and Communities. 
 The project Sponsor is Amanda Hatton.  
Exec member 
Cllr Ian Cuthbertson 
Director responsible 
Amanda Hatton - Corporate Director of Children, Education and Communities 
Dependencies 
None Executive August 2017 - Re-Commissioning a Short Break Service for Adults with a Learning Disability based at Flaxman Avenue, York  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 190&Ver=4 
Link to paper if it has been to another member 
meeting 
Executive January 2018 

Develop a Centre of Excellence for Disabled Children and their Families in York https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10
195&Ver=4 
Executive April 2018 - Revised Recommendation in Relation to the Capital Budget http://democracy.york.gov.uk/documents/s122950/Centre%20of%20Ex cellence%20for%20Disabled%20Children%20Executive%20Paper%20 April%202018%20Final.pdf 

## Project Title Provision Of School Places Reporting Period May 2020 Description

The need to provide sufficient school places for current and future residents is a key statutory duty of CYC and will build an educational infrastructure for the city by forecasting likely demand and supply of school places over the medium term (until 2022/23). The aims of this project are to identify where and when additional school places will be required, and work with central government and the school community to provide places in good or outstanding schools. 

CYC is provided with some 'Basic Need' funding from central government for this purpose and will need to ensure that this and other sources of funding are used to best effect in those areas of greatest need, and to ensure that all educational provision is sustainable in the longer term, working with the school community. The project represents a significant priority for City of York council in delivering educational opportunities for residents. 

Overall status this period (May) 
 
Overall status previous period (Apr) 
 
Financial 
Non 
Tasks 
 
 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
May  


Apr 


Cost 
Status 
Explanation 
Future Basic Need funding is likely to be very limited and housing developer contributions may not meet the expected requirements for 
educational infrastructure across all sites.  This is being addressed through the Local Plan required infrastructure process, but these 
requirements exceed any current capital for the costs. 

## Current Status Capacity

 Although formal submission of the SCAP process has been cancelled 
for 2020 as a result of the Department for Education's efforts to reduce the burden on local authorities during the current pandemic, continued updating of the forecasts is still necessary to inform internal decision making and therefore the newly assessed net capacities will feed into this.  

## Communication

 There has been continued communication with developers of some 
proposed and forthcoming housing sites this period, and with those 
officers overseeing the draft Local Plan and future infrastructure plan for the city. 

 Communication is also ongoing to discuss solutions to address the 
pressures around secondary school place requirements in the south east of the city and put plans in place. Communication to formulate a Plan B, should the current pandemic reduce the speed at which school places can be delivered, is also taking place. 
 Communication continues around plans to increase secondary school 
places in the west of the city. 
 Although outside the scope of this project, construction work has now 
started in the east of the city to increase the number of secondary school places available. The current national situation could impact on 
the speed at which these places can be delivered and therefore a Plan B and C have been formulated. 
 Communication has this month taken place with the Department for 
Education to inform them of potential risks to school building projects that are necessary to increase school places by September 2020. 

## Data Modelling

 Information regarding basic need allocations, that have been 
calculated using data provided in the SCAP 2019 process, have now been received and published on the GOV.UK website. These basic need allocations are in recognition of the need for school places for September 2022, in the City of York. 
 Work has continued this month to improve the forecasting process. 

## Forecasting

 Housing data feeds into the forecasting models to show the number 
and timing of expected additional pupil yields from new developments. Although the exact number of housing developments that have come to a halt or slowed down is not yet known, the forecast trajectories of many housing developments are expected to have altered. Colleagues in Forward Planning are liaising with developers and hope to report back later in the month with more information, which can then be used to update the school places forecasts. 
 The net migration into and out of catchment areas is also expected to 
show variations to previous years, which will impact on the accuracy of forecasts. The above have been noted on a school services Covid 19 risk register. 
 The situation in the west has been reanalysed this period in light of 
more up-to-date data. 

## Policy

 The review of the S106 Policy is under way. Work has been 
completed to give an indication of what the actual primary and secondary pupil yield has been at a number of larger housing 
developments built in the last 20 years in the City of York. Work has also been completed to give an indication as to the expected pupil yield from these new housing developments for pupils requiring specialist education provision.  Liaison with other departments within the Council took place this month to look at the viability of adjusting pupil yield and the potential impact on other departments. 
 A school services Covid 19 risk register has been compiled to explore 
potential risks that might affect school places as a result of the global pandemic. 
The main focus of this period:  

## Capacity

 Feedback net capacity assessments for the final identified school - 
once a visit to site is allowed. 

## Communication

 Continued engagement with local schools and academy trusts to 
gather their views and identify any potential plans about how they could assist in providing for future need. 
 Continue communication regarding the planning and construction 
work taking place to address secondary school place requirements in 
the Secondary Planning Area - East York. 
 Continue to liaise regarding the proposal to address secondary school 
place requirements in the Secondary Planning Area - South East York. 
 Continue to move forward proposals to address the secondary school 
place requirements in the Secondary Planning Area - West York. 
 A paper will be prepared for YSAB regarding surplus primary school 
places in the north of the city 

## Forecasting

 Develop the primary and secondary forecasting models.  Continue to monitor school census data to explore any changes seen 
in net migration as a result of the global pandemic. 
 Update forecasts with revised information regarding housing 
trajectories and the subsequent expected pupil yields.  

## Policy

 Continued work around a refined planning policy approach re: 
Housing Developer Contributions (HDCs) for current and future developers is in review with colleagues in Planning to ensure 
compliance with wider CYC policy and agreements re: Local Plan. 

## Project Plan

 Further develop, communicate and agree the project plan. 

Reports to 
Project is overseen by Children, Education and Communities Directorate Management Team and Executive Member for Children and Young People as necessary. 
Exec member 
Cllr Ian Cuthbertson Amanda Hatton - Corporate Director of Children, Education and Communities 
Director responsible Dependencies 
Local Plan Policy, Economic Strategy, City Transport Policy 
Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny 
committee) 
Executive February 2018 Admission arrangement for the 2019/20 school year 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101 96&Ver=4 
Executive July 2019 The Provision of School Places and Allocation of School Capital Budgets 2019-2023 to Address Secondary Place Pressures 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=111
07&Ver=4 
Executive October 2019 Archbishop Holgate's School - Expansion 2020-21 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=111 11&Ver=4 

## Project Title Housing Ict Programme Reporting Period May 2020 Description

The Housing ICT Programme is a major ICT enabled business transformation and culture change programme which will deliver a new operating model and systems for the Housing and Building Services teams within the Housing Services Department. Procurement of a new ICT solution will enable customer centric, holistic services to be delivered with first point of contact resolution at a place, time and manner that suits the customer. 

Overall status this period (May) 
 
Overall status previous period (Apr) 
Scope 
Quality 
Costs 
Resources 


Apr 


Mar 


Quality 
Status 
Explanation 
 
The programme has identified significant pressure against the current timeline around the quality of the programme. A full detailed review of the current programme timeline and impact assessment against the quality that the programme will deliver based on the current timeline will be completed as soon as possible. 
 
All business requirements, ICT and BI requirements validated, signed off and ITT issued. 
 
Due to current disruption caused by Covid-19 the costs for the programme are unknown.  
Cost Status 
Explanation 
 
There will be a likely extension due to activity pausing on the programme and we will need to plan this when we get closer to returning to business as usual. It is likely we will have increased costs across salary, external project management and lease of the 
programme office at Swinegate. 
Resources 
Status 
Explanation 
All contracts and secondments for staff on the programme run to end of November 2020 and these will need to be extended if the programme resumes as normal. 
Tasks & 
Milestones 
Explanation 
All current milestones are likely to be moved and will need re-planning when we know we can call on business resource again. 
Risks 
Status 
Explanation 
Every element of the programme has an increased risk profile due to current pause of workshop activity. We are unable to mitigate a lot of these risks currently as we have paused all workshop activity with the business. 
Issues 
Status 
Explanation 
The overall cost and timeline of the programme will be increased due to the implementation pause caused by current disruption. 

The overall programme status has remained at red this month. 

|            | Financial    | Non    | Tasks    |        |
|------------|--------------|--------|----------|--------|
| Benefits   | Financial    | &      | Risks    | Issues |
|            |              |        |          |        |
| Benefits   |              |        |          |        |
|            |              |        |          |        |
| Milestones |              |        |          |        |
|            |              |        |          |        |

This is to reflect the fact that, due to the Covid-19 disruption, the majority of business implementation activity has been paused. This means any activity on the programme that involves subject matter experts (SMEs) from the business. As a result this will impact on timeline and costs for the programme. At present we are working towards the original timeline but there will need to be a re-profiling of the planned activity when possible and this will impact on timeline. The programme team continue to use the time effectively to test the existing system configuration and progress activity that can be picked up without business representation. 

The programme has started to trial running implementation workshops without SME involvement and raising decisions and queries outside of workshops. If this approach is successful we will roll this out more widely so that we can deliver more implementation activity going forward. 

In the next month the programme will: 

 Continue to use programme pause effectively to review outstanding 
actions, catch-up and test the system 
 Continue to engage with all stakeholders and update them on activity  Work with our chosen supplier to keep on top of programme planning 
as far as possible 
 Trial the use of programme team led workshops as a proof of concept 
to increase the pace of implementation activity remotely 

Reports to 
Programme reports to the Housing ICT Programme Board.  This group is chaired by the Assistant Director of Housing with key representatives from the HHASC senior management team.  The Programme Manager attends the monthly HHASC Senior Management Team (SMT) and both Housing and Building Services department team meetings to update on the programme. 
Exec member 
Cllr. Denise Craghill Sharon Houlden:  Corporate Director of Health, Housing and Adult Social Care 
Director responsible Dependencies 
Digital Services Programme - for delivery of other interdependent projects and technical resources N/A 
Link to paper if it has been to 

## Another Member Meeting


## Project Title Smart Travel Evolution Programme - Step Reporting Period May 2020 Description

STEP is a programme of delivery that will prepare York for the coming revolution in adoption of connected and autonomous vehicles and managing whole city mobility. The project aims to achieve this by:  

 Improving communications to transport infrastructure and collecting more 
transport data. 
 Building a transport data platform to assist the City to meet big data 
challenges and making more of this data accessible. 
 Improving transport modelling, that allows us to run City wide models at 
varying scales, in near real time. This allows us to understand the way the transport network is performing and is expected to improve our transport planning activities. 

Overall status this period (May) 
 
Overall status previous period (Apr) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
May 


Apr 


Resources 
Status Internal strategic modelling resource not in place.  Modeller being appointed and should be with team in 3 weeks. 
Explanation 
 
Tasks & 
Milestones 
- 
Due to the COVID-19 outbreak, the procurement process for the data platform will be delayed. The national lockdown on movement also means that the Classified Junction Counts (CJCs) cannot be carried out for 2020 in time for the model build and 2019 data backwards will 
have to be used, with the possibility for an update later. 
Status 
Explanation 
- 
The GLOSA contractor has also requested additional time for completion due to complications associated with staffing through the COVID crisis. 
 
- 
COVID-19 Outbreak has led to a delay in procuring the data platform, obtaining some typical traffic data and on contractor resourcing. 
Risks 
- 
Public Transport Fare and Patronage data required for model build but requires the bus operators to co-operate in a timely manner. 
Status 
Explanation 
- 
Internal Modelling resource required to ensure models can be adequately accepted and used going forward. 
- 
GLOSA is a project deliverable but is not deployed outside of research within the UK. Research has been carried out and solution is now identified, but it still presents a risk as its new to UK. 

In the last reporting period: 

 Real-time Time Speed Data (RTSD) data put together with CYC traffic 
counters for comparing accuracy. 
 Data platform specification worked on further. 
 Draft Model Specification Report reviewed and accepted. 
In the next reporting period: 

 Data platform specification to be worked on further.  GLOSA contract to be signed and sealed.  DfT to be engaged in model build process. 

Reports to 
The STEP board reports in to Economy and Place DMT and PM updates executive member and Executive when required for updates and approvals. Key decisions are agreed by the Transport Board before reaching executive member or Executive. 
Exec member 
Cllr Andy D'Agorne Neil Ferris - Corporate Director of Economy and Place 
Director responsible Dependencies 
The Transport Capital Programme and TSAR Project 
 
Link to paper if it has been to another member 
meeting  

 

## Project Title Flood Risk - York 5 Year Plan Reporting Period May 2020 Description

CYC are working closely with the Environment Agency to deliver a range of localised improvements to the cities flood defences, this work - the York Five Year Plan - has been developed following the floods and is supported by Government investment. In addition to this we are working with the EA on a catchment scale study to identify opportunities for wider interventions across the River Ouse catchment to further reduce future flood risks into the long term. 

Overall status this period (May) 
 
Overall status previous period (Apr) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
May 


Apr 


 
The 19 flood cells have a range of challenging technical and environmental elements, the speed of delivery of the whole programme further complicates the delivery. 
Costs 
Status 
Explanation 
 
Value engineering and robust challenge of all solutions is being carried out across all flood cells but delivery of the core outputs with the available funding will continue to be challenging. 
 
Existing cells being taken to planning or where construction has commenced represent value for money and will deliver a robust set of flood risk management interventions, this is reviewed closely by the programme board and assured by the EA Large Project Review Group.  
 
The project team are closely monitoring the available funding and its 
ability to deliver the programme of works across all flood cells. 

 Three flood cells at planning determination stage. Working with CYC 
planners to identify the route through COVID restricted planning processes. 
 Consultants and construction partners continuing to work on detailed 
design and delivery design of a range of flood cells again within current working restrictions. 
 Programme board reviewing likely impacts on programme and 
delivery schedules across all flood cells. 
Reports to The Project board sits within the Environment Agency. The Environment Agency has a formal programme board in compliance with PRINCE2 methodology, CYC 
are a member of the board. The lead Executive member receives a quarterly report and it is the subject of a bi-annual report to Economy and Place scrutiny committee. This approach to governance has been approved and adopted by Executive. 

Exec member 
Cllr Andrew Waller Neil Ferris - Corporate Director of Economy and Place 
Director 
responsible Dependencies 
None 

Executive February 2017: CYC Response to the Independent Flood Inquiry  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9310& Ver=4 

## Link To Paper If It Has Been To Another Member Meeting

 

## Project Title City Centre Access Reporting Period May 2020

Description Project involves the feasibility and design of static and automated measures to be implemented into the area around Spurriergate, Coney Street, Parliament Street and York Racecourse to provide public protection from potential vehicle attack. The proposals follow firm Police and Counter Terror Unit advice to implement measure to protect areas of high footfall. The automated measures will retain vehicle access outside the footstreets hours and allow emergency and other urgent access during footstreets hours through a system of control by CYC. 

Overall status this period (May) 
 
Overall status previous period (Apr) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
May 


Apr 


Scope 
Status 
Explanation 
Scope has been extended to include support for HVM measures for Xmas Market and Xmas Lights Switch on and this impacted on the progress of the project.  Further temporary measures may be needed in 2020. 
Costs 
Status 
Explanation 
Funding for the permanent measures was approved at the February 2020 Executive meeting but the impact of COVID-19 may increase costs due to on-going market uncertainty and consequent delays. 
Resources 
Status 
Current lack of CYC engineering support risks progress. 
Explanation 
Tasks & 
Milestones 
Status Work ongoing to refine programme plan - numerous uncertainties relating to the impact of COVID-19. 
Explanation 
Risk Status 
Risks associated with successful and timely implementation. 
Explanation 
Issues 
Status 
Clarity of scope of principal designer has been improved but is still an issue and timescales remain challenging. 
Explanation 

 Detailed designs are being finalised utilising trial hole information  Procedures and protocols for city centre access continue to be 
developed along with specifications and contracts for the operation and maintenance of the measures 
 Impact of COVID-19 continues to delay the tender process, supply 
and completion of some tasks 
 Principal designer to substantially complete the detailed design work 
subject to successful liaison with the utilities 
 Decisions to be made regarding approach to the tender and the 
proposed construction period 
 Contingency planning for temporary measures for 2020 festive period. 

Reports to 
Programme reports to the Transport Board and is advised 
by the York Counter Terrorism Working Group There is a CYC internal working group working on the detail. This group is chaired by the Assistant Director for 
Transport, Highways and Environment. Neil Ferris - Corporate Director of Economy and Place 
Exec member Cllr Andy D'Agorne 
Director responsible 
Executive February 2018:  City Transport Access Measures 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196& Ver=4 
Executive September 2018:  City Centre Access Update and Priority 1 Proposals 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&
Ver=4 
Dependencies None 
Link to paper if it has been to another member meeting (e.g. executive, council, a 
scrutiny 
committee) 
Executive August 2019: City Centre Access Experimental Traffic Order Conclusion and Phase 1 Proposals 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11108& Ver=4 
Executive February 2020:  Phase 1 Proposals (Update) 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=111 16&Ver=4 


## Project Title Parking Review Reporting Period May 2020 Description

This project is to research, procure and implement a new parking back office system to replace the current system that is now out of date.  In turn this new system will help to bring around a change in how parking is managed and how our customers interact with us by taking forward a customer self service system, such as the purchasing of parking permits and dealing with PCNs (Penalty Charge Notices). 

Historically there have been a number of issues relating to the delivery of the Parking Services back office system due to issues with the supplier. Motivation for this approach is also brought about by the fact that more than 25% of footfall in the customer centre is for parking related matters. This has been attributed to complex policy, under performing IT systems and associated processes and lack of available on-line services for customers. There is an opportunity to resolve a number of issues with this change project with the delivery of an ICT back office system to deliver this change and as the catalyst to support the development of a new parking strategy and technological roadmap for the next 10+ years in line with the Local Plan and Local Transport Plan 4. As part of this project the Council ICT team are looking into how this system could interface with existing CYC systems, such as FMS and CRM but looking forward, how these systems can interface with other systems such as parking machines and the wider Smart City work the Council is taking forward (STEP). 

Overall status this period (May) 
 
Overall status previous period (Apr) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
May 


Apr 


Costs Status 
Explanation 
- 
Uncertainty of Covid19 and its financial impacts.   
- 
Possibility of increased spend due to additional functionality realised during configuration stage. 
Tasks & 
Milestones 
Status 
Explanation 
Following the configuration stages, all other stages such as user acceptance testing will likely be delayed due to Covid19 disruption. Timescales, risks and issues will be revised and key decision dates will 
be added. 
Risks Status 
Explanation 
Due to Covid19 and likely delays the project has been marked at risk. 
 
Issues Status 

Explanation Covid19's impact on the key stages of the project, such as UAT stages and ultimately implementation of the system as well as the monthly permit payment option. 

There will likely be a delay in user acceptance testing and go live of the project due to the Covid19. Following a review along with the new system supplier we are now looking at implementation during the autumn of 2020 however this is dependent on the ability of doing UAT remotely. Based on initial investigations there is a direct debit solution however given the amount of work and it having a larger impact and use across the whole of the Council, Members will be asked to agree that a direct debit solution will be taken forward at a later date and outside the scope of this project. Key progress from April:   

 Offline Customer business process and options were presented to the 
board and decisions were made 
 Data migration and retention proforma started  Change request document including all associated costs were 
reviewed by the board and set into a priority list 
 Handheld device testing against the MDM and addressed some 
sticking points with connectivity   
 Staff identified who could carry out UAT training and testing remotely 
and reviewed the example training plan from supplier 
 Reviewed the design document for the Residents Vehicle Checker 
App with the board to identify user needs and accessibility 
 Obtained more detail from supplier and CYC development team on 
information needed for the interface catalogue 

## Future Outlook Key Progress For May:

 Delay in supplier feeding the contract up the chain due to Covid-19 so 
we expect a signed contract in early May 
 Offline Customer business process and options to be documented in 
a master table for Exec Member sign off 
 Master document with all permit and TRO changes and offline 
processes to be finalised for Exec Member sign off 
 Data migration and retention proforma to be shared with Business 
Intelligence and supplier to begin first cut of the Parking Gateway data base 
 Purchase of all CEO handhelds and install software on each  Submission of complete configuration sheets to supplier across all 
business areas. 
 Finalise the training plan for UAT training and book out time in staff 
diaries 
 Completion of the interface catalogue to include all detail on SX3, My 
Account, Emil, Scanning, Printing, Civica Icon and Ringo 

Reports to 
The project is steered by the Parking working group and reports to the Transport Board 
Exec member 
Cllr Andy D'Agorne Neil Ferris - Corporate Director of Economy and Place 
Director 
responsible Dependencies 
None Executive February 2016: Parking Review 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8846&V er=4 
Link to paper if it has been to another member 
meeting. 
Executive November 2019: Parking Update 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11112& Ver=4 

 

## Project Title Inclusion Review Reporting Period May 2020 Description

The purpose of the inclusion review will be to ensure that The Local Authority and School Community work together to maximise the opportunity for early intervention and prevention and to improve the outcomes of children and young people with special educational needs and/or disabilities (SEND). The review will examine the current configuration of services and the use of funding to support SEND to ensure that there is greater clarity and accountability around the use and impact of resources. The pressures on the High Needs funding block within the designated schools grant (DSG) means that there are accelerating financial pressures in meeting the needs of children and young people with SEND. A key purpose of the Inclusion Review is ensuring that the pressures on High Needs funding are being managed effectively whilst ensuring that the local authority is able to deliver its statutory duties articulated in the Children and Families Act, 2014 and the SEND code of practice. 

Overall status this period (May) 
 
Overall status previous period (Apr) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
May 


Apr 


Scope 
Status 
- 
A draft written statement of action has been produced and is being reviewed by LA and CCG. Delivery of workstreams is being adversely 
impacted by Covid19. 
Explanation 
- 
The CYC project group is continuing to meet - engagement with schools is being impacted by the Covid lockdown. 
Quality 
Status 
Work to progress the workstreams is being impacted by Covid19. 
Explanation 
Costs 
Status 
Delivery timescales are being impacted by Covid and costs may increase in the short-term as a result of the continuation of social distancing. 
Explanation 
Resource 
Status 
Covid19 is potentially going to result in additional costs. 
Explanation 
Financial 
Status 
Explanation 
The work currently taking place to review panel processes and practice models will provide opportunities to reduce costs in some areas, however, Covid19 is impacting on the ability to move forward. 
Non 
Financial 
Status 
The SEMH banding has been re-written and commissioning contracts are being sharpened 
Explanation 
Tasks & 
Milestones 
Explanation 
The progress on tasks and milestones, particularly related to the written statement of action is being adversely impacted by Covid19. The work is progressing but 'virtual meetings' are slowing the progress on implementing some workstreams. 
Risk Status 
Active risk management is ongoing. 
Explanation 
Issues 
Status 
Explanation 
A draft written statement of action has been produced and is in the process of review and development. Establishing workstreams is being adversely impacted by Covid19. 

 Phase 3 of the Inclusion Review has started and a steering group 
appointed. The programme plan will be developed by this group using 
the recommendations from phase 2 of the review.  

 The strategic principles developed in stage 2 have been agreed and 
shared with the Council's Executive, Schools forum and members of the York Schools and Academies Board. 
 Capital works have taken place at Hob Moor Oaks primary special 
school (August 2018) and capital works have been agreed to support the development of the post 19 local education offer at Blueberry academy and Askham Bryan College. 
 Expressions of interest for secondary satellite provision have been 
received and a project plan is in the early stages of development. 
 A feasibility study is taking place with a primary school to support the 
development of a proposed primary ERP provision. 
 Preliminary work to review the Behaviour and Attendance Partnership 
protocols and processes is underway. 
 A steering group has been established to oversee the academy 
conversion of the Danesgate Community. This will put in place a 
commissioning agreement with the South Partnership Multi-Academy Trust which will define the future relationship between the local authority and Danesgate when it becomes an alternative provision academy. 
 The CYC project group is continuing to meet virtually and 
workstreams have been reviewed and refocused in the light of the Covid lockdown. 
 A comms plan is being developed to allow consultation with partners 
to take place during the lockdown as currently face to face meetings are not taking place. 
 Commissioning contracts for the specialist provisions are being 
written and will be used to clarify the purpose, admissions criteria and outcomes expected by the local authority for the places 
it commissions from education providers. These contracts will support the recommissioning of provision from September 2021. 

 The project group has re-written the banding document for SEMH and 
has developed the rationale to refocus assessment and identification of communication and interaction as the primary need. School SENCOs are being supported to apply the revised bandings and to better understand how to accurately identify communication and interaction needs rather than to over identify SEMH. This will result in interventions and support being more effectively targeted to meet children and young people's special educational needs and will help to improve outcomes. 
 Work continues to develop the alternative provision pathway in 
partnership with mainstream schools and the Danesgate community. A comms plan is being developed to share these proposals in June 2020. 

Reports to 
CEC, DMT 
Exec member 
Cllr Ian Cuthbertson Amanda Hatton - Corporate Director of Children, Education and Communities 
Director responsible Dependencies 
None Executive November 2018:  The Inclusion Review and the Special Needs Capital Grant 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=1 0474&Ver=4 
Executive August 2019:  Executive Report Danesgate 
Land Academy Conversion 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=1 1108&Ver=4 
Link to paper if it has been to another member meeting (e.g. 
executive, 
council, a scrutiny 
committee) 
Executive November 2019: Millthorpe School - Enhanced Resource Provision 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=1 1112&Ver=4 


## Project Title Be Independent Reporting Period May 2020 Description

Be Independent (BI) is the provider of the Council's community alarm and equipment service.  This includes a 24 hour response service, assessment and installation of equipment, telecare and assistive technology services. These services play a key role in supporting better outcomes for individuals either in their own homes, supported living or in residential and nursing homes across the City. The aim is to prevent, reduce or delay the need for care, enabling people to be as independent as possible.  Previously provided in-house, the service was externalised in 
2014 and the Council supported the establishment of a social enterprise in the form of a Community Interest Company (CIC) to deliver the service. In June 2018 the Executive agreed to the transfer of Be Independent service back to the Council and the direct management of Health, Housing & Adult Social Care. All assets and liabilities will be transferred from Be Independent to the City of York Council and staff transfers will be agreed under TUPE. Following the transfer which was completed in August 2018, an operational review of the service has commenced to understand its core functions, purpose, strengths and areas for improvement to ensure that it is sustainable. Whilst the overarching vision for the service will be coproduced in line with the Council's vision, a 3 month IT scoping project has been commissioned to review the systems/processes currently in use as this is a key priority to move the service forward. Be Independent needs to have a robust IT infrastructure in line with CYC protocols to enhance and grow the business, and improve the customer experience of this Community Equipment & Response Service. By utilising the latest technology (GDPR compliant), workers will become agile and customers will have a seamless service from all teams including Business Support, Response, Assessment and Control Teams, where an overburden on paperwork is phased out. IT aims to integrate different software systems used for call handling, stock management and financing linked to a service manager with comprehensive performance reporting tools. Streamlining software systems and providing teams with the appropriate hardware (with internet connection) is a primary focus in order for the teams to perform efficiently and effectively.  This will improve the use of resources, develop capacity and ensure a strength based approach can be implemented in the future. 

Overall status this period (May) 
 
Overall status previous period (Apr) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
May 


Apr 
Scope 
Status 
Explanation 
- 
Due to the current COVID19 situation, staff have been mobilised with laptops to continue to work from home where possible. New business processes have been put in place to avoid social contact where possible, as well as adaptations to taking payments. A new call 
handling software solution will be the focus of the project moving forward to enable a fully mobile workforce. 
 
Tasks & 
Milestones 
- 
The main focus of the project is to replace the call handling system to enable a mobile workforce in line with the vision and direction of the service area, to ensure it is future proof and fit for purpose.  
Status 
Explanation 
- 
Further work is being progressed with technology and how it can support early discharge / step down facilities for those recovering from CV19 and working towards a preventative model.  
- 
Data migration and testing will be the largest piece of work in the project plan. 
Issues 
Status 
- 
Issues remain under review. 
Explanation 

 Be Independent is moving forward with a new call handling provider  Project champions identified and project kick-off meeting has taken place 
 ICT working through final security checks  
 ICT supporting the service by ensuring Information Governance 
documentation is prepared and approved as data migration begins  
 "Internet of Things" proof of concepts are being rolled out at a step down 
facility in order to support residents recovering from CV19 through wearable watches / sensors. This technology can remotely monitor elements such as temperature/humidity levels, sleep, HR and support a new BaU process moving forward that helps care staff avoid social contact where possible and work towards a preventative model of care.  
 Continue work on data migration, testing between existing and new 
system 
 Complete outstanding work involved with ICT security and information 
governance  
 Continue work on kit installation at step down facility with technology 
 Defining processes for step down facility making use of technology to 
support CV19 situation 

Reports to 
Head of ICT/Director level/CMT/Executive 
Exec member 
Cllr Carol Runciman Sharon Houlden - Corporate Director of Health, Housing and Adult Social Care 
Director responsible Dependencies 
None Executive June 2018 - Transfer of Be Independent to the direct management of City of York Council 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=1
0469&Ver=4 

## Link To Paper If It Has Been To Another Member Meeting Project Title Procurement Of Msa And Strategic Engagement Technology Partner - **On Hold** Reporting Period May 2020 Description

To develop a specification, procure and appoint a technology provider to deliver the City of York Council's (CYC) essential managed network services arrangements (MSA) this includes connectivity, voice and data services. CYC's current MSA contract expires following an extension period, on 31 August 2020.  The contract is currently worth £2million per year and the new contract is likely to run for at least a minimum of 10 years. 

The procurement process was approved by Executive in November 2017, and progressed proper in April 2019 after the appointment of commercial procurement partners to support internal capacity, with the view to develop an Invitation to Tender for both CYC and Harrogate Borough Council.  The scope of the review then changed in July 2019 to proceed to meet CYC requirements only, due to a change in Harrogate's local circumstances. There is continuing good relationships between the two councils and a shared management team. The new provider will be a strategic technical delivery partner enabling CYC to achieve its strategy for the delivery of digital services to its residents, businesses and partners. Progress of the original project to date includes documenting the requirements of both councils and production of a draft ITT.  The changing scope of the procurement has allowed a pause in proceedings to allow for the following: 

 A review of work done to date and a revision of the scope of the project.  Bringing the project in line with Council's All About Projects approach  Addressing of known risk as per independent legal and technical advice 
commissioned given the time taken to date and learning from recent procurement practice elsewhere. 
The aim of this revised project is to recommence the procurement with a robust approach and assurance that the Council can secure the best MSA going forward given changed scope and lessons learned. 

Overall status this period (May) 
 
Overall status previous period (Apr) 
 
Financial 
Non 
Tasks 
 
 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
May  

Project placed on hold 24th March 2020 due to the Covid 19 Pandemic. 

Re-start will depend on resumption of business as usual. 

Reports to 
 Project Board chaired by a Project Sponsor and 
meets on a monthly basis. 
 Project Steering Group chaired by the Project 
Manager meets weekly. 
 Project Sponsor and Project Manager meet weekly.  Legal and Finance/Procurement are represented at 
both meetings at both strategic and operational levels. 
 Oversight is provided by the Council's Corporate 
Project & Programmes' manager. 
 Independent assurance provided by an external 
adviser/consultant. 
Exec member 
Cllr Nigel Ayre Ian Floyd - Deputy Chief Executive & Director of Customer & Corporate Services 
Director responsible Dependencies 
 
Link to paper if it has been to 
another member  
Exec Dec 2017 - Procurement of ICT Managed Services 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=
10194&Ver=4 


## Project Title Hyperhubs Reporting Period May 2020 Description

Hyper Hubs are an innovative combination of solar energy harvesting and storage with electric vehicle charging points, reducing the reliance of electric vehicles on the UK electricity grid and reducing greenhouse gas (GHG) emissions.  By providing Hyper Hubs at Poppleton and Monks Cross Park and Ride sites, we aim to increase the use of electric vehicles for journeys in and to York, providing eight private vehicle charging points at each site.  
By providing Hyper Hubs at Poppleton and Monks Cross Park and Ride sites, a solar canopy would be erected over approximately 100 parking spaces, providing space for 1,400 m2 of solar panels.  This canopy is an elevated structure - essentially a roof below which cars can still park - with solar panels on the top.  Adjacent to the canopy, but not on land currently used for parking, there would be an energy storage facility - a battery. At each site there would also be eight charging points for electric vehicles. Electricity generated by the solar panels would be used to hyper charge vehicles plugged in to the charging points.  Electricity not used immediately would be stored in the battery.  When the battery is full, this electricity could be fed into the national grid. The solar canopies would use the free space immediately above the vehicles to harvest solar energy to the site.  Batteries would then store the electricity, providing it either to hyper charge electric vehicles when plugged in, or feeding it into the UK electricity grid. 

The electric vehicle infrastructure element of the project is to purchase and install the DC 'hyper' charging points (faster than current 'rapid' charge speed points at 50kW) which will supply the energy to the vehicles. These will be installed in a Hub of eight car bays which can supply up to 150kW power output per car, with a typical charging session taking 10-20 minutes.  By way of comparison, a typical home charging point takes around eight hours to charge an electric vehicle. 

Overall status this period (May) 
 
Overall status previous period (Apr) 
 
Financial 
Non 
Tasks 
 
 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
May 
Tasks & 
Milestones 
 
Poppleton Bar design work will be delayed due to the test centre. We hope to be able to complete the required technical surveys outside of test centre opening hours in order to progress the design work while the test centre is occupying the site. 
Status 
Explanation 
Project Milestones are being assessed to account for delays caused by COVID-19 and the Poppleton bar test centre. Our approach is to continue with desktop based work which can be progressed during the current movement restrictions. We will develop a robust construction plan with a flexible start date which will begin once the covid-19 situation allows. We will phase the construction works, concentrating on delivering Monks Cross first. 
Risk Status 
Explanation 
Risks updated to reflect most significant current risks to the project. 
 
Issues 
Status 
Explanation 
Poppleton Bar Park & Ride will be used as a COVID-19 super testing centre for an estimated 6 months. We aim to gain limited site access to perform technical surveys which are essential to completing the detailed design work. 

## Current Status Poppleton Bar Has Been Converted Into A Covid-19 Testing Centre Which Is Expected To Delay Construction By Approximately 6 Months. Project Plan Is Being Revised To Take A Phased Approach. Initial Design Work Is Making Good Progress:

 Usage modelling complete  Peak load forecast complete 
 PV/Battery scaling in progress 

## Future Outlook Monks Cross Site Surveys:

 Topographical  Utilities and buried services  Earth testing 
We hope to be able to carry out the Poppleton surveys outside of test centre opening hours.  Detailed Design work will continue through May. 

Reports to 
The project will report to the Transport board. This is an internal board that is chaired by the Assistant Director for Transport, Highways and Environment. The members also include the Head of Transport, who acts as the City of York Council client for the project and the Head of Programmes, who is responsible for 

the delivery of projects within the Economy and Place Directorate. The Project Manager will report to the Sustainable Transport Manager (who reports to the Head of Transport) and will be held to account for delivery by the Head of Programmes, who will also provide Project assurance. Finance also are members of the board to provide any technical input. 

## Exec Member Cllr Andy D'Agorne Neil Ferris - Corporate Director Of Economy And Place Director Responsible Dependencies

Link to paper if it has been to 
another member  
Executive March 2019 - A Sustainable Future for York with Hyper Hubs 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11469& Ver=4 
Executive Sept 2019 - Reducing York's Carbon Footprint with Electric Vehicles 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109& Ver=4 
Executive March 2020 - Electric Vehicle Charging Strategy 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11117 &Ver=4